A Synopsis

on the TITLE

OD Intervention Techniques and its impact

on Training and Development programs - a
comparative study between Public and
Private sector banks.

Under the Supervision of

Faculty of Management Studies

PACIFIC ACADEMY OF HIGHER EDUCATION AND

RESEARCH UNIVERSITY
UDAIPUR

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FORMAT FOR OUTLINE OF PROPOSED RESEARCH WORK

1. Name of Scholar: (In English)

2. (In Hindi) Jherh j{kk 'kekZZ

1. Title of the Research: (In English) OD Intervention Techniques and its

impact on Training and Development programs - a comparative study
between Public and Private sector banks.

(In Hindi) vksMh bUVjosku Vsdful ,.M bVl beisDV vksu Vsfuax ,.M
MoyiesUV izksXkzkel & , dksEijsfVo LVMh fcVfou ifCyd ,.M izkbosV lsDVj cSadl
A

4.Location: Udaipur

A) Organization/Department where the work is to be done Public and Private

sector Banks
B) Geographical Area of Investigation, if any Udaipur (Rajasthan)

5. Importance/Rationale of proposed Investigation:

With the changing of technology, market and environment faster and faster, an organization has
to change the members attitude, knowledge and its own framework in order to adapt the various
challenges. Organization development is a process that promotes the changes. The process of
these changes can be considered as organization development.
Organization development is a main technology which can change the quality of working

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relationship among the workers. Organization Development (OD) utilizes what we know about
systems, and what we know about human behavior, to plan and manage the development of
organizations into thriving, growing, healthy, organic human systems that meet the needs of all
their stakeholders. It is a deliberately planned, organization-wide effort to increase an
organization's effectiveness and/or efficiency and/or to enable the organization to achieve its
strategic goals. OD is an ongoing, systematic process of implementing effective organizational
change. OD is known as both a field of science focused on understanding and managing
organizational change and as a field of scientific study and inquiry. It is interdisciplinary in
nature and draws on sociology, psychology, particularly industrial and organizational
psychology, and theories of motivation, learning, and personality. Organization development is a
growing field that is responsive to many new approaches.
OD) is an application of behavioral science to organizational change. It encompasses a wide
array of theories, processes, and activities, all of which are oriented toward the goal of improving
individual organizations. OD stresses carefully planned approaches to changing or improving
organizational structures and processes, in an attempt to minimize negative side effects and
maximize organizational effectiveness.
Manpower Training and Development is a very important aspect of human resources
management which is embarked upon either proactively or reactively to meet any change
brought about in the course of time. The rationale behind it is to web the job and the job-holder
together to achieve the organizational objectives. Training and Development is often described as
a change agent whose purpose is to effect positive and permanent change in knowledge, skills
and attitude for improved performance of an employee. In todays dynamic environment the
stipulate for professional and highly skillful workforce are necessary for every organization to
perform well in this environment. The employees need to be trained and the development of an
employee to be highly skilled is essential. Training has the distinct role in the achievement of an
organizational goal by incorporating the interests of organization and the workforce. Now a days
training is the most important factor in the business world because training increases the
efficiency and the effectiveness of both employees and the organization. Training is important to
enhance the capabilities of employees.

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Training is an organized activity for increasing the knowledge and skills of people for a definite
purpose. It involves systematic procedures for transferring technical know-how to the employees
so as to increase their knowledge and skills for doing specific jobs with proficiency. In other
words, the trainees acquire technical knowledge, skills and problem solving ability by
undergoing the training program. While employee development is one of the crucial measures
emphasized by the top management, employees are more concerned about their own productivity
and are increasingly aware of the accelerated obsolescence of knowledge and skills in their
turbulent environment. The employees who have more on the job experience have better
performance because there is an increase in the both skills & competencies. The organizational
performance depends on the employee performance because human resource capital of
organization plays an important role in the growth and the organizational performance. So to
improve the organizational performance and the employee performance, training is given to the
employee of the organization. ( Raja Abdul Ghafoor Khan, Furqan Ahmad Khan Dr. Muhammad
Aslam Khan).

Employee performance depends on many factors like job satisfaction, knowledge and
management but there is relationship between training and performance, this shows that
employee performance is important for the performance of the organization and the training &
development are beneficial for the employee. There is a need in every organization to enhance
the job performance of the employees. The implementation of training and development are one
of the major steps that most companies need to enhance employee performance. With
organization having better trained and developed employees organizations are able to avoid
wasteful spending and improved performance. In todays environment employees or staffs are
increasingly demanding change, choice, flexibility, as well as variety in their work. The value of
the organization increases with better trained employees and also employees trained properly are
highly motivated and have a sense of responsibility as captivating the organization as their own.

Training and development in todays employment setting is far more appropriate than training
alone since human resources can exert their full potentials only when the learning process goes
for beyond the simple routine. Yoder (1970)

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Organizational Development (OD)
"Organizational development is a long-term effort led and supported by top management, to
improve an organization's visioning, empowerment, learning, and problem-solving processes,
through an ongoing, collaborative management of organizational culture-with special emphasis
on the consultant-facilitator role and the theory and technology of applied behavioral science,
including participant action research." Organization Development, [French & Bell, 1999]
An OD intervention can be defined as the set of structured activities in which selected
organization units engage with a task or a sequence of tasks where the task goals are related
directly or indirectly to organizational improvement in an od intervention the entire process of
diagnosis, alternative generation and making action choices are jointly conducted and OD will
also examine the process of such diagnosis, action planning and implementation.
(http://organisationaldesign.blogspot.in/2009/06/discuss-meaning-and-methods-of-od.html)

Objective of OD
1. The objectives of OD are:
2. To increase the level of inter-personal trust among employees.
3. To increase employees' level of satisfaction and commitment.
4. To confront problems instead of neglecting them.
5. To effectively manage conflict.
6. To increase cooperation and collaboration among the employees.
7. To increase the organization's problem solving.
8. To put in place processes that will help improve the ongoing operation of the organization
on a continuous basis.

Benefits of OD

1. Making individuals in the organization aware of the vision of the organization.

Organizational development helps in making employees align with the vision of the
organization.

2. Encouraging employees to solve problems instead of avoiding them.

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3. Strengthening inter-personnel trust, cooperation, and communication for the successful
achievement of organizational goals.

4. Encouraging every individual to participate in the process of planning, thus making them
feel responsible for the implementation of the plan.

5. Creating a work atmosphere in which employees are encouraged to work and participate
enthusiastically.

6. Replacing formal lines of authority with personal knowledge and skill.

7. Creating an environment of trust so that employees willingly accept change.

8. The OD process creates a continuous cycle of improvement whereby strategies are

planned, implemented, evaluated, improved and monitored. Organizational development
is a proactive approach that embraces change (internal and external) and leverages it for
renewal.

9. One of the key advantages to OD is increased communication, feedback and interaction

within the organization. The goal of improving communication is to align all employees
to shared company goals and values.

10. Organizational development focuses on increased communication to influence employees

to bring about desired changes. The need for employee development stems from constant
industry and market changes. This causes an organization to regularly enhance employee
skills to meet evolving market requirements.

11. A major benefit of OD is innovation, which leads to product and service enhancement.
Organizational development also increases product innovation by using competitive
analysis, market research and consumer expectations and preferences.

12. Organizational development affects the bottom line in a variety of ways. Through raised
innovation and productivity, efficiency and profits are increased. Costs are also reduced
by minimizing employee turnover and absenteeism.

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 OD Tools and Processes (Interventions)

Like every field of practice, OD uses many specialized tools and processes. These are called
Interventions.

1. Human Processes: Team building, conflict resolution, personal growth workshops,

interpersonal skills and communications training, emotional intelligence training, coaching skills,
cross-cultural understanding, conflict management.

2. Techno-structural: Total quality management, work process redesign, change

management, changes in organizational structure and participative management and Quality
circles, ISO.

3. Human Resource Management: job design, hiring and selection, performance

management, reward systems, multicultural training, coaching.

4. Strategic: strategic planning/management, Future Search conferences that help large

diverse groups discover common values, purposes, and projects; corporate culture change,
building a "learning organization" in which people at all levels are continually learning, Open
Space and other large group meeting methodologies.

5. Survey feedback-The intervention provides data and information to the managers.

Information on attitudes of employees about wage level, and structure, hours of work, working
conditions and relations are collected and the results are supplied to the top executive teams.
They analyze the data, find out the problem, evaluate the results and develop the means to
correct the problems identified.

6. Process Consultation- The process consultant meets the members of the department
and work teams observe the interaction, problem identification skills, solving procedures. The

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 information is collected through observations, coaches and counsels individuals & groups in
moulding their behavior.

7. Sensitivity Training- It is called a laboratory as it is conducted by creating an

experimental laboratory situation in which employees are brought together. The team building
technique and training is designed to improve the ability of the employees to work together as
teams.

8. The Managerial grid-This identifies a range of management behavior based on the

different ways that how production/service oriented and employee oriented states interact with
each other. Managerial grid is also called as instrumental laboratory training as it is a structured
version of laboratory training. It consists of individual and group exercises with a view to
developing awareness of individual managerial style,

9. Goal setting and Planning- Each division in an organization sets the goals or
formulates the plans for profitability. These goals are sent to the top management which in turn
sends them back to the divisions after modification.

10. Team Building and management by objectives-Team building is an application of

various techniques of sensitivity training to the actual work groups in various departments. These
work groups consist of peers and a supervisor.

MBO is a process by which managers at different levels and their subordinates work together in
identifying goals and establishing objectives consistent with organizational goals and attaining
them.

11. Job enrichment-It is based on the assumption in order to motivate workers; job itself
must provide opportunities for achievement, recognition, responsibility, advancement and
growth. (www.explorance.com Blog Organizational Development by TV Rao)

Training According to Edwin B. Flippo Training is the act of increasing the knowledge and
skills of an employee for doing a particular job. (Source: Personnel Management, McGraw Hill;

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6th Edition, 1984) Training involves the development of skills that are usually necessary to
perform a specific job. Its purpose is to achieve a change in the behavior of those trained and to
enable them to do; their jobs better. Training makes newly appointed workers fully productive in
the minimum of time. Training is equally necessary for the old employees whenever new
machines and equipment are introduced and/or there is a change in the techniques of doing the
things. In fact, training is a continuous process. It does not stop anywhere
.
On the Job Training Methods - a. Experience b. Coaching c. Job Rotation d. Special
Projects
e. Apprenticeship f. Vestibule g. Multiple Management.

Off the Job Training Methods - a. Special Courses and Lectures b. Conferences c.
Case Studies d. Brain storming e. Laboratory Training simulation and Sensitivity .

Development
Development is concerned with the growth of an employee in all respects. Development
programmes seek to develop skills and competence for future jobs while training programmes
are directed toward maintaining and improving job performance. The purpose of career
development is to identify and develop the potential within staff, to build existing skill levels,
and to prepare staff to take on greater responsibility during their career Development refers to
those learning opportunities designed to help employee grow. Development is not primarily
skills-oriented. Instead, it provides general knowledge and attitudes which will be helpful to
employees in higher positions. Efforts towards development often depend on personal drive and
ambition. Development activities, such as those supplied by management development
programmes are generally voluntary.

Development methods -Posting, Acting Appointment, Secondment, Classroom Instruction,

on the job training, varied work experiences, formal education.

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 Training Design and delivery Style

Training Design and delivery Chart - Zorlu Senyucel,2009

Benefits of Training to Employer / Management

Training raises the efficiency and productivity of managers. It also improves the performance of
workers due to their motivation.
Training improves the quality of production. It also reduces the volume of spoiled work and
wastages of all kinds. This reduces cost of production and improves quality.

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 It reduces accidents as trained employees work systematically and avoid mistakes in the work
assigned.
Training reduces expenditure on supervision as trained employees take interest in the work and
need limited supervision and control.
Training brings stability to labor force by reducing turnover of managerial personnel.
Training raises the morale of employees.
Training creates skilled and efficient manpower which is an asset of an industrial unit.
Training moulds attitudes of employees and develops cordial industrial relations.
Training reduces absenteeism as trained managers find their job interesting and prefer to remain
present on all working days.
Training facilitates the introduction of new management techniques and also new production
techniques including automation and computer technology.
Training creates a pool of trained and capable personnel from which replacements can be drawn
to fill up the loss of key personnel due to retirement, etc.
Training provides proper guidance and instructions to newly appointed executives and assists
them to adjust properly with the job and the organisation.

(B) Benefits of Training to Managers / Employees

Training creates a feeling of confidence among the employees. It gives personal safety and
security to them at the work place.
Training develops skills which act as valuable personal assets of employees.
Training provides opportunity for quick promotion and self-development to managers.
Training provides attractive remuneration and other monetary benefits to employees.
Training develops adaptability among employees. It updates their knowledge and skills and
keeps them fresh. It actually refreshes the mental outlook of employees.
Training develops positive attitude towards work assigned and thereby creates interest and
attraction for the job and the work place.
Training creates an attitude of mutual co-operation and understanding among the managers.
Such attitude is useful not only at the work place but also in the social life.

4. Scope of the proposed study:

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In the changing phase of the market, all organizations have a number of opportunities to grab and
number of challenges to meet. Due to such environment, the dynamic organizations are smoothly
surviving in the present competition. Organizational development thinking provides managers
with a vehicle for introducing change systematically by applying a broad selection of
management techniques. This, in turn, leads to greater personal, group, and organizational
effectiveness. OD is to improve the organization's capacity to handle its internal and external
functioning and relationships. This includes improved interpersonal and group processes, more
effective communication, and enhanced ability to cope with organizational problems of all kinds.
It also involves more effective decision processes, more appropriate leadership styles, improved
skill in dealing with destructive conflict, as well as developing improved levels of trust and
cooperation among organizational members.

In addition, in a rapidly growing market, if an organization has to maintain a constant output, its
market share would be falling. Development may be considered not so much a luxury as a
necessity if it is to maintain its position in the market place. This could be particularly important
for industries where economies of scale are an important consideration. (Palmer, A; Hartley, B
2005)
With the changing of technology, market and environment faster and faster, an organization has
to change the members attitude, knowledge and its own framework in order to adapt the various
challenges. The scope of Organization development is to promote the changes. The process of
these changes can be considered as organization development. It is a main technology which can
change the quality of working relationship among the workers. OD initiatives, in contrast, focus
on identifying the behavioral interactions and patterns that cause and sustain problems. Then,
rather than simply changing isolated behaviors, OD efforts are aimed at creating a behaviorally
healthy organization that will naturally anticipate and prevent (or quickly solve) problems.

The scope of OD is to 'coach' the organization so that it is capable of achieving its strategic
goals. This involves providing the broad planning and implementation of internal change so that
the organization can achieve its strategic goals. In other words, the role of OD is to help the
organization develop its internal capacity such that there is alignment with its strategic ambition.
(Mee-Yan Cheung-Judge and Linda Holbeche.) It is a practice that applies behavioral science

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knowledge to improve the performance of human systems. The scope of OD is therefore to help
organizations improve, and even transform, such that they can attain sustained organizational
effectiveness. Organization development has a clear goal and planning. It has top management
support. The activities in OD process are all for making and carrying out the goals and planning.
An advantage of a clear and idiographic goal is that it will motive the productivity better. We
cannot emphasize the importance of confirming clear goal too much. It exerts potential of
technology and human. According to above ideas, a very important factor for OD must be
confirming a long-range learning objective and operates the working skills.

For surviving the business and becoming a successful pillar in the market; training is a tool that
can help in gaining competitive advantages. Training proves to be a parameter for enhancing the
ability of the workforce for achieving the organizational objectives. Good Training and
Development programs thus result in conquering of the essential goals for the business. Hence,
training and Development is significant for giving a dynamic approach to the organization.
Training and development programs are the basic structural and functional foundations for the
development of the employees. These foundations are important for guiding the employees
through different situations. Training and development are necessary for the employees in a
number of ways. Many large organizations have a major focus of their attentions on training and
development in order to achieve competitive advantage. Many studies have revealed a direct
relation between strategically designed training and development programs and their effect on
the business performance. In Today, many organizations are considering their employees as a
valuable asset and any organization who invests in training and development initiatives will reap
the better returns in the future. Training and development ultimately results in higher returns
through optimum utilization of resources, development of employees, motivation, learning, team
work, productivity, health and safety and organizational culture. Training and development help
the employees to productively use their creative skills, understand the unique problems and solve
them unconventionally. It also keeps them motivated and loyal with the company with

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continuous opportunities to learn, experience, self-esteem and freedom to share their creative
thinking. Training and development is more important if the organization is going to extend
especially in some other culture or other country.

Training Scope gives the opportunity to manage Standards and Procedures, and staff training
and certification in real time. Following are some areas where Training and Development scope
can be specified:
1. Standard and Procedures -Standards and Procedures (SNPs) are created for every
important task. Some will even be created at the corporate level, while others will be
established at the branch level. These are maintained in the central SNP repository, where
they can be recalled at any time.

2. Position Training Profiles - Position Training Profile (PTP) is developed at the branch
level for every position and this is entered into the system. SNPs are simply recalled from
the central SNP repository and added to the PTP with one click. This fast tracks the
generation of PTPs when creating new PTP's or perhaps preparing for the opening of new
operations where the same or similar positions will be required.

3. Rating Staff Performance-The PTP contains a reference line for each and every SNP
that the staff member needs to know. So the staff member and their mentors can quickly
see exactly what they are required to be able to do. Their mentor can rate the staff
members performance to the required SNPs, and easily update their PTP with the status
of their training effort.

4. Certification-Training Scope tracks and records the required training and certification,
and monitors that staff member's training progress.

5. Reporting-The central data repository enables a range of reports that identify the status
of training not only in the business as a whole, but also at each department within the
business and within defined regional areas.

6. Multilayered System-Training Scope is multilayered. The system canbe configured to

allow for up to 8 levels within any organization including Head Office, Regional Office,
Property, Department etc...

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 7. Accessibility -Training Scope is delivered via the internet and can be ported into a
company intranet, web portal, or can simply be accessed directly via SNPNet. All
participants are issued with a username and password which is assigned their authorized
access rights, so participants can only access the content and level that they have
authority to access.

8. Security- The central repository resides in a Secure Sockets Layer (SSL) and can only be
accessed with an appropriate username and password. The security is bank strength.
(Workforce.com, (May 22, 2006), Special report: Training and Development). Roger
Kaufman-Florida State University Donald Nickels, M.A,(2009),

5. Review of work already done on the subject-

OD is a planned effort, initiated by process specialists to help an organization develop its

diagnostic skills, coping capabilities, linkage strategies in the form of temporary and semi
permanent systems and a culture of mutuality ( Pareek, 1975) . Organization development (OD)
is a top-management-supported, long-range effort to improve an organizations problem-solving
and renewal processes, particularly through a more effective and collaborative diagnosis and
management of organization culture-with the assistance of a consultant-facilitator and the use of
the theory and technology of applied behavioral science, including action research (French &
Bell,1990).
Organization development is a process by which behavioral knowledge and practices are used to
help organizations achieve greater effectiveness, including improved quality of life, increased
productivity, and improved product and service quality. The focus is on improving the
organizations ability to assess and to solve its own problems. Moreover, OD is oriented to
improving the total system-the organization and its parts in the context of the larger environment
that impacts upon them. (Cumming and Worley, 1997)
OD is a systematic effort, using behavioral science knowledge and skill, to change or transform
the organization to a new state. (Beckhard, 1999)

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ODis a long term effort, led and supported by top management, to improve organizations
visioning, empowerment, learning, and problem solving processes, through an ongoing,
collaborative management of organization culture with special emphasis on the culture of intact
work teams and other team configurations-using the consultant facilitator t\role and the theory
and technology of applied behavioral science including action research (French and Bell, 1999)
Organization Development Interventions (ODI) is the set of structural activities in which
selected organizational units, be individual or their groups, engaged with a task or a sequence of
a task. The activities can take the form of action research, survey feedback, and process
consultation group dynamics, inter-group conflict interventions and personal interventions
(Khanka, 2003;Armstrong, 2009).
Armstrong (2009) noted that organization development is about taking systematic stapes to
improve organizational capability, it is concerned with how things get done and it aims to help
people work more effectively together, improve organizational processes such as the formulation
and implementation of strategy, facilitate the transformation of the organization and management
of change.
OD is the systematic approach that is relevant to improving organizational effectiveness and
Health through planned intervention using behavioral science knowledge (Beckhard, 1969;
Cummings & Worley, 2009).Many organizations have been making change efforts, and there
have been various OD interventions to solve their problems or to intensify their strengths
(Cummings & Worley, 2009). Organization development (OD), a long-term planned change, is
considered one promising approach for organizational success (Rothwell,Stavros, & Sullivan,
2010).
The workforce development is focused on attracting, developing, and retaining, the best of the
people from the broadest business practices to meet the objectives or goals of the companies.
Intentionally, training and development are provided for the employees with best of the career
opportunities and encourages their individual growth and achievement ( Managing the human
Resource in the 21st Century by Zorlu Senyucel).
The organization is an approach which believes people at all levels in an organization. In many
cases, staffs are under-utilized and are capable, if given the opportunity, of taking on more
responsibility for the work they do and of contributing further to the achievement of objectives.
(BarbaraSenior,2002)

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The aim of OD is to update and maintain organization so that the company can keep
development in such a competitive environment. It is a manner of reeducate in order to carry out
the changing strategy with an effective planning. It is not only the changes of knowledge and
information, but also in changes of attitude, technology, human relationship and culture. Some of
OD theories consider that it can lead the organizational members built a new behavior via
organization development process and reeducate, consequently, the strategically goal can be
carried out. Staff training and development is a work activity that can make a very significant
contribution to the overall effectiveness and profitability of an organization. Adeniyi
(1995)Training and development aim at developing competences such as technical, human,
conceptual and managerial for the furtherance of individual and organization growth. Chris
(1996). Companies should realize that experienced employees are important assets and
companies have to suffer the challenge for retaining them (Garger 1999). Therefore, companies
which are providing training and development programs to their employees are getting success in
retaining them. Sears has established that in localities where manager provide help to their
employees to develop professionally, turnover is almost 40-50 percentage fewer than those stores
where association with the managers does not available (Logan 2000). On other side, numerous
employees participate in employee training programs are not assured of a conventional
association between
programs and employee retention (Rosenwald 2000); several managers found that positive
learning atmosphere directed to higher retention rates (Dillich 2000).
Training is a systematic approach to skills and knowledge acquisition or attitudinal enhancement
that improves performance (Goldstein, 2001). Therefore, Rothwell, (2002)indicates effective
training as systematically designed learning, based on a complete analysis of job requirements
and trainee compatibility.
Training design plays a very vital role in the employee as well as organizational performance. a
bad training design is nothing but the loss of time and money (Tsaurand Lin, 2004).
Barber (2004) described in the result of an effective training that a mechanic had worthy emotion
of how to hit the metal at the particular spot so that work must be performed in a systematic and
proper way. The research described that employee retention is a challenging notion and there is
no particular method to retain employees with the organization.

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Training and development-It is any attempt to improve current or future employee performance
by increasing an employees ability to perform through learning, usually by changing the
employees attitude or increase in his or her skills and knowledge (K Aswathappa, 2005).
Training refers to the process of imparting specific skills while the development is related to the
learning opportunities designed to help employees grow (K Aswathappa, 2005).
The rationale of training and development is not only on the ordinary employees but as well as to
their executives, to develop skills required in the diversification and competitiveness by making
the organization successful (Donald Nickels, M.A, 2009).
Cody Cox. B in the year (2009) has done his research in the topic The Moderating Effect of
Individual Differences on the Relationship between the Framing of Training and Interest in
Training and has reviewed that the moderating effect of individual differences in the
relationship between framing training was examined for technical and nontechnical content
areas. Participants were 109 working age adults (Mean age 38.14 years, SD 12.20 years). Self-
efficacy and goal orientation were examined as moderators. Results showed a three-way
interaction between performance orientation (a dimension of goal orientation reflecting the
desire to demonstrate competence in an achievement setting), age, and frame for technical
training and a three-way interaction between performance orientation, self-efficacy, and frame
for nontechnical training. Implications for future research as well as framing training to enhance
interest are discussed.
David Pollitt in the year (2009) has done his research in the topic Training Team Shines At
Axa Sun Life (Staff Development Adapts To Economic Downturn) and he has reviewed that
in the fiercely competitive, tightly regulated financial services sector, customer-facing staff must
be trained to sell the right product at the right time in a way that is fair to all. AXA sun life
provides pension and investment advice and products to millions of individuals and businesses
through two UK building societies Britannia and Birmingham Midshires. Ensuring that its 200
employees have up-to-date skills and knowledge falls to regulated-sales training manager Paul
Ingleby and his team of four, who operate from AXAs Coventry head office. We have robust
testing and assessment processes for every program and every delegate. This extends to the
trainers, who also go through an annual process to ensure that they have the product knowledge
themselves, as well as the skills to deliver it. A huge amount of experience resides within the

18
team, both as trainers and, formerly as advisors. Feedback suggests that enhanced training
proficiency is being translated into improved skills within the business.
Franco Gandolfi in the year (2009) has done his research in the topic Training and
Development in an Era of Downsizing and he has analyzed that downsizing as a restructuring
strategy which has been actively implemented for the last three decades. While employee
reductions were utilized mainly in response to crises prior to the mid 1980s, downsizing
developed into a fully-fledged managerial strategy for tens of thousands of companies in the mid
to late 1980s. Since then, downsizing has transformed the international corporate landscape and
affected the lives of hundreds of millions of individuals around the world. While the overall
effects of downsizing have been widely reported, many misconceptions surrounding the concept
of downsizing have remained. This conceptual paper focuses on the role of training and
development (T&D) during the downsizing process.
The workforce development is focused on attracting, developing, and retaining, the best of the
people from the broadest business practices to meet the objectives or goals of the companies.
Intentionally, training and development are provided for the employees with best of the career
opportunities and encourages their individual growth and achievement ( Managing the human
Resource in the 21st Century by Zorlu Senyucel).

In the literature review, it has been observed that training has an impact on different variables
like salary, job involvement and Employee Performance. Organizational performance ultimately
depends upon employee performance and training is a tool to improve employee performance
(Chris Amisano, 2010).Training and development programs play a vital role in every
organization. These programs improve Employee Performance at workplace, it updates
Employee Knowledge and enhances their personal Skills and it helps in avoiding Managerial
Obsolescence. With the use of these programs, it is easier for the management to evaluate the job
performance and accordingly take decisions like employee Promotion, rewards, compensations,
welfare facilities etc.

7. Research gaps identified in the proposed field of investigation:

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The benefits of OD interventions tools and training may have a cascading effect such that
individual-level benefits (e.g., individual performance) affect team-level benefits (i.e., team
performance), which in turn affect organizational (i.e., profitability) societal (i.e., human capital)
outcomes. However, future research is needed to understand the factors that facilitate a smooth
cross-level transfer of benefits. To identify valid and reliable tools to measure increased
organizational performance and changes in participant behavior as the result of different OD
training and development tools.
Second, a gap exists between the applied and scholarly literatures regarding the use of cycle time
as a variable to assess OD techniques and training effectiveness. Effect sizes for the quality of
performance may not be the same as those for the speed at which individuals, teams, and
organizations identify and implement solutions to new problems. Given competition and market
related pressures, organizations need to realize the benefits of training faster and faster. Third,
Analysis of how individual trainee demographics (gender, race, tenure, age,etc.) and group
composition affect the results achieved in diversity training interventions and impact whether
true organizational change is achieved in domestic and multinational environments.

Finally, the need to study moderators, including moderators of the relationship between behavior
modeling and training outcomes, the relationship between cross-cultural training and expatriate
adjustment, and the relationship between training and transfer ( Herman Aguinis1 and Kurt
Kraiger2 )

8. Objectives of the proposed study:

Main Objectives

To find out whether Organizational Development interventions tools and techniques exist
in Public sector banks.
To find out whether Organizational Development interventions tools and techniques exist
in Private sector banks.
To measure the impact of Organization Development Interventions tools on training and
development programmes in Public Sector Banks.
To measure the impact of Organization Development Interventions tools on training and
development programmes in Private Sector Banks.

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 To understand employees perception towards Training & Development as OD tool in
Public Sector Banks.
To understand employees perception towards Training & Development as OD tool in
Private Sector Banks.

9. Research methodology:

Research methodology is the process of systematically solving the research problem. It may be
understood as a science of study how research is done scientifically. Data collection is done from
secondary sources such as books, periodicals research review, and website. This is an exploratory
research based solely on insights drawn from the analysis of the existing literature of different
studies, reports, periodicals and books related to the topic of study in order to investigate the
impact and importance of Online Training. This research work will serves as a means to help
acquire useful information or Knowledge about the subject area.

Hypotheses to be tested
Hypothesis development is very important because acceptance and the rejection of hypothesis
show the significance of the study. On the basis of literature review and above theoretical frame
work following hypothesis has been developed: OD Intervention Techniques has significant
impact on Training and Development programs in Public and Private Sector Banks.

Sources of Information -Internet (Google), Books, periodicals review, reports and

website
Primary data will be collected from selected industries and a proper analysis would be done.

Tools and Techniques of Research:

Primary Data collection Questionnaire
Secondary Data Collection Internet surfing, books review , journals ,magazines etc.

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 10. Tentative Chapterization
1. Abstract
2. Introduction of the research study
3. Organizational Background
4. Literature Review
5. Objective of the study
6. Research Methodology
7. Data Collection
8. Data interpretation and analysis
9. Recommendation and Suggestions
10. Conclusion
11. Future Study
12. References

11. Bibliography
www.artofthestart.com/importance-of-training
www.annualreviews.org.,Benefits of Training and Development for Individuals and
Teams, Organizations, and Society,Herman Aguinis1 and Kurt Kraiger2 Annu. Rev.
Psychol. 2009.60:451-474.
www.businessmanagement.com
www.change-management.com/tutorial-scope-2010.htm
www.citehr.com ... Organizational Development
www.cscollege.gov.sg/.../Understanding-OD-and-Its-Role-A-Thin.
www.explorance.com Blog Organizational Development by TV Rao
www.humandimension.org/ODconsulting.html
www.nigeriavillagesquare.com/.../planned-interventions-and-organizatio...Sep 2, 2012
http://www.richardchangassociates.com/pdfs/mtiot.pdf
www.referenceforbusiness.com Oli-Per
http://www.studymode.com/essays/,The-Impact-Of-Training-And-Development- By
olayinka0
www.wikipedia.org/wiki/Organization_development
www.wikipedia.org/wiki/researchmethodology
www.uk.sagepub.com/.../Curtis%20and%20Dreachslin%20article.pdf by EF Curtis -2008
http://organisationaldesign.blogspot.in/2009/06/discuss-meaning-and-methods-ofod.html)

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 Cody B. Cox and Margaret E. Beier, (2009). The Moderating effect of individual
differences on the relationship between the framing of training and interest in training. The
International Journal Training and Development 13(4): 247-60.
David pollitt, (2009). Training team shines at AXA sun life. Journal of human resource
management international digest17(5): 23-24.
Dillich, S. (2000, August 4). Corporate universities. Computing Canada, 26 (16), 25.
Franco Gandolfi, (2009). Training and Development in an Era of Downsizing. Journal of
management research 9(1): 3-14.
Garger, E. M. (1999, November). Goodbye training, hello learning. Workforce, 78 (11), 35-
42.
(Global Journal of Management and Business Research Volume 11 Issue 7 Version 1.0 July
2011 by Raja Abdul Ghafoor Khan, Furqan Ahmad Khan Dr. Muhammad Aslam Khan
Impact of Training and Development on Organizational Performance
Human resource Management ,Michael C. C. SZE Secretary for the Civil Service, [H16/E-
HRMGuide-web.doc], Civil Service Branch December 1995
Human Resource And Personnel Management, K.Ashwathappa,Tata McGraw-Hill
Education, 2005
smallbusiness.chron.com ... Managing Change
siyil.blogspot.com/2006/09/concept-of-organizational-development.htmlSep 6, 2006
International Conference on Management and Education Innovation 2012 Hardeep Singh,T
raining and Development: A Prominent Determinant for Improving HR Productivity IPEDR
vol.37 (2012) (2012) IACSIT Press, Singapore
IJRMEC Volume3, Issue 3(March 2013) ISSN: 2250-057X International Journal of Research
in Management, Economics and Commerce,www.indusedu.org 46
International Refereed Research Journal , www.researchersworld.com, Vol.IV, Issue2,
April 2013[136],A LITERATURE REVIEW ON TRAINING &DEVELOPMENT AND
QUALITY OF WORK LIFE-Ms. Pallavi P. Kulkarni,
Logan, J. K. (2000, April). Retention tangibles and intangibles: More meaning in work is
essential, but good chair massages wont hurt. Training and Development, 54 (4), 48-50.
Managing Human Resource : Techniques And Practices Pentagon Press, 01-Jan-2009- TN
Chabra
Managing the Human Resource in the 21st Century by Zorlu Senyucel ZorluSenyucel&
Ventus Publishing Aps. ISBN 978-87-7681-468-7
Rosenwald, M. (2000, October 15). Working class: More companies are creating corporate
universities to help employees sharpen skills and learn new ones. Boston Globe, H1.

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 Workforce.com, (May 22, 2006), Special report: Training and Development). Roger
Kaufman-Florida State University Donald Nickels,M.A,(2009),

Signature of the Candidate with Date

Outline Approved

Name &signature of supervisor with date

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