Ilkogretim Online - Elementary Education Online, 2021; Vol 20 (Issue 1): pp.

7268-7283
http://ilkogretim-online.org
doi: 10.17051/ilkonline.2021.01.753

An Examination Of The Effects Of Hr Policies And Procedures

On Employee Performance, Particularly With Regard To A
Few Punjabi Public And Private Banks

Prabhdeep Singh Department of Computer Science & Engineering, Graphic Era

Deemed to be University, Dehradun, Uttarakhand India, 248002, [email protected]

Subodh Pundeer Department of Management Studies, Graphic Era Deemed to be

University, Dehradun 248002, India , [email protected]

Amar kumar Mishra Department of Commerce, Graphic Era Deemed to be University,

Dehradun 248002, India , [email protected]

Mandakini Sharma School of Design, Graphic Era Hill University, Dehradun,

Uttarakhand India, 248002 , [email protected]

Abstract:

The current research explores Human Resources (HR) activities in Bhopal, Punjab, on
employee performance at public and private banks. Primary sources and secondary
sources were used to consider the collected data. The research followed the sampling
approach of non-probability convenience. This study targets the workforce of public and
private sector banks in Bhopal, Punjab. Via standardised questionnaires, the answers are
accumulated. 350 questionnaires are circulated in total, and 300 answers are ultimately
used for the analysis. The factors identified for HR practices, namely performance
assessment, incentives and recognition, career development, recruitment and selection,
and employee involvement in the study region’s employee participation in the public and
private banking sectors, found that performance assessment factors significantly
influence HR practices in the study region’s public and private banks. In this paper, we
are focusing on two banks. From the public sector, we are talking Union Bank of India
(UBI), and from the private sector, we are talking Housing Development Finance
Corporation (HDFC) Bank.

Keywords: Human Resources, Union Bank of India, HDFC Bank, Employee

Performance, Bhopal.

INTRODUCTION

The Indian banking sector plays an essential role in our nation’s economic growth and is
the most important financial sector segment. By allocating savings to assets that have the
7268 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies
And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
potential to produce higher returns, banks help channel investment savings and
encourage economic growth. An extensive range of possibilities and bright future events
are seen in the Indian banking sector. The worsening economic conditions, represented
by the rapid globalisation method, have brought together entire nations of the globe,
without trade and trade regional boundaries, but with an enormous number of people’s
employment opportunities. In recent years, due to rapid growth in Information
Technology (IT) and telecommunications, the banking sector has undergone accelerated
changes, following many existing processes of reform. Authors [1] indicated that if an
organisational source is precious, exceptional, and costly to imitate, competitive
advantages are realised.

Human Resources (HR) is essential because, because of its uniqueness, it engages these
models. [2]They are continually presented by businesses seeking to find, expand and
attract qualified workers who are experienced and valuable income to provide competing
benefits. The detention of talent workers has become more critical than organised, and
with the most valuable outlets, it has become one of the most extensive organisational
policies on aggressive rewards and organisational performance. Nevertheless, firms have
not invested sufficiently in a preponderance of companies, and the practice of HR is
connected to HR systems and employee engagement [3]. As a consequence, the outcome
of this pattern in HR, to some ability, has created employees not motivated to reward
successful actions, and the groups do not get the necessary conclusion of the business.
Employers attempt organisational equipment management companies to meet particular
challenges and describe workers by buying how it exercise-trained and surprisingly
familiarising employees and enhancing job performance [4].

The full set of employee engagement researchers [5] has revealed that job performance
is accepted as most of the organisational performance experience widely studied and
clarified the effect and complexity of the difficulty improving by its entire dimensions. It
noted that numerous significant variables influence the job performance of employees.
Also, employee engagement is an integral part of enhancing workers’ job performance to
help businesses achieve goals. Employers should remain to distinguish the efficacy of
increasing employee records by having employees more involved in the group and plan
the consequence of hiring professional and trained employees.[5] The company’s
priorities, therefore, paid more attention to improving employee engagement levels. It is
to be expected that the HR approach is known as playing an essential role in raising the
level of commitment and rising the job performance of subordinates. HR is the policies
and procedure, including management’s HR views on planning, selection, training and
management, recruiting, the methodology of performance evaluation and labour
relations. Several authors [6] wanted HR systems to reflect the job’s excellent history of
employee engagement & job efficiency. It is more important because they remain and are
present in the company’s daily success in enhancing employees’ feelings, intellect, and
actions. It also helps companies improve their performance. HR uses the belief that
employee appreciation collides with creating an environment of security, motivation,
7269 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies
And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
meaningfulness, and feeling. Therefore, it is essential to recognise the relationship
between HR systems with employee engagement and job efficiency.

LITERATURE REVIEW

HR techniques are not original ideas. HR processes approach from the Management of
Human Resources (HRM). It interpreted and had a theoretical context consisting of a
perspective underpinned by multiple theories. HR is a methodology that starts from an
HR viewpoint that involves overarching aims and guiding philosophy to assume
legitimacy by organisational characters. It focuses on HR techniques, policies, and
procedures containing the employment relationship of whole HR activities engaged in
growing and coordinating employees and supervision [7].

The author [8] examines the genuine well-being-oriented connection. Also, it focuses on
the agreed social environment of well-being-oriented affiliation. The study also indicates
that there is an affirmative correlation between versatility and the level of production of
employees. Finally, the association between the social climate was negotiated by
employee versatility, and employee performance states that HR directly affects company
performance. The authors [9] conclude that the authorities concerned must be mindful
of the smooth running of HR.

HR practices play an essential role in the company’s growth in leisure. Authors [10]
addressed that businesses may be able to achieve their HR goals based on human
resources to guide and formulate workers to act, execute, and expect in an approach to
producing items. HR also has significant effects on employees’ concentration, emotion,
and efficiency, impairing organisational performance. There are different forms of HR
systems that have evolved from more sophisticated research. Different phases and
modifications are the measurements of HR structures used in investigations. Therefore,
in several organisations, the studies specified that HR procedures are uncommon.

Nevertheless, in various models of HR systems with five critical factors, there are large
elements used. These components are the core elements of HR systems that are highly
involved in any company management, especially in the banking field. Therefore, the
present study focuses on measuring HR practices in public and private sector banks in
Bhopal, Punjab, and their effect on employee performance [11].

The author’s [12] perspective on an employee’s responsibility and devotion to the

organisation’s growth and consequences. An employee is involved; the employee must be
well aware of his business duty and inspire his colleagues to achieve organisational goals.
Employee engagement is the perception that increased attractiveness for an extended
stage in both educational investigators and practitioners. Presently, employee
engagement is one central subject of HR, and it is expressed in associating with promoting
and desirable outcomes in any company. In a role that requires employees advancing
individually to grow and understand the entire self in their performance of responsibility,
the author [13] stated the dedication favours one-self. Authors [14] also challenged that
7270 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies
And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
workers involved in their engagements have an immense level of motivation, passion for
their work, and daily honesty to their job. It is a mental disorder that is linked to
functioning confidently and competently. It demonstrates that complete happiness in
their job, paying attention to the business, extra time, linked, and enjoying the feeling of
functions and shedding themselves from work.

In increasing employee involvement, HR systems serve a significant role. Authors [15]

argued that by providing a demanding job with potential sources and possibilities for
extension and management, HR systems’ significant role as frameworks for companies to
provide workers informed and engaged in their job performance. The study favours the
complementary exchange relationships between businesses through HR systems and
employee engagement by the proportion of HR systems with employee performance and
recommendation to explain employee engagement’s effects on priorities. In their turn,
the workers who obtain and identify the health, job concern, consideration, and gain
satisfaction from the system will return in a way that makes the company more dedicated.

Recruitment is an activity designed to bring and acknowledge adequate, competent

candidates to connect the company’s principality duties. The collection is also the way to
determine the most suitable and competent applicant from the prospective applicants
who are most safe and suitable for performing the job appropriately. The author [16]
noted that successful recruiting and selection aids establish access between individuals
and the organisation. It provides candidates with sufficient knowledge or penetration
into the job’s duties needed to make notified decisions about their jobs.

Training typically considers the role of actions designed to improve people’s knowledge,
expertise, and abilities to introduce a more appropriate rivalry between workers and
characteristics of work service training plans to set specific behavioural principles across
all aspects of a tune-up conflict. It should also be generated under the exact specifications
of the service available. Organisations should make specific staff know and appreciate
what they do and why they should be prepared to provide consumers with a higher
quality of services. The correlation between training performances and employee
engagement is clarified by the standard of expectation of social exchange that aspires
employees to feel obligated to respect their bank’s success. The author [17] claimed that
through good training programs, the organisation spends belongings, workers can
counter by participating more in their duties.

The author [18] mentioned that the association retains the Performance Assessment for
prospective orientation as a tool by which managers evaluate, judge, and represent work
assistants’ performance over a specific phase and complete the evaluation. The author
[19] suggested that companies provide employee offerings with comments on
Performance Assessment’s outcome to achieve improved workers’ performance as it
helps employees discern their nervousness and focus that carry to overcome their
vulnerability, improve abilities and traditional tasks.

7271 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
The rewards scheme is processes, policy, methods, and procedures that compensate their
workers for their abilities, participation, and ability by displaying various proper forms,
wage levels, benefits, and other types of rewards. The reward scheme causes workers to
accomplish substantial targets. Although most essential workers recognise monetary
rewards for a job well done, other people want to be recognised as an entity or an aspect
of a thriving job cluster. Author [20] sponsored that incentives and appreciation enhance
desired outcomes and collectively mobilise conduct externally and immediate workers to
improve their acts, mainly to superior performance consequences. Awards and
acknowledgement are often known as essential applications used by influential
companies to enhance employee engagement.

The author [21] explained that career progression is the degree to a business provides
forecasts for workforce career development, and workers within their organisations have
a bright career pathway step. The theory of career advancement has been described as a
phase that encourages employees to vision beyond their contemporary works and make
their trade open to more favourable future conditions. If the company executes career
advancement opportunities for workers, it triggers concrete approaches and
psychological fortification for employees and creates them more stimulated, committed
and fanatical towards their jobs.

Employee performance is one of the progressions of the pronouncement in which

individuals are engaged and demands whether they are consulted individually or as an
alignment by their planner, who either builds the termination or splits the closing
decision-making with the manager, or the manager assigns employees responsibility for
formative. According to the author [22], employees’ contribution has led to an expanded
combination of human beings into associations, and employees are more interested in
jobs. Employee engagement generates workers recognising the critical need for
originality and having feasible and creative job resolution by transformed employee
relationships that maximise their behavioural outcome at higher levels.

Authors [23] described the exchange of information as members within an organisation

to obtain truthful information on market implications, consumer criticism, and
excellence. Authors [24] argued that workers are motivated to present the realisation of
the organisation’s values as employees feel important knowledge allocation. Front line
staff clarify the link that links the organisation and its customers. They periodically
contact consumers and acknowledge the responses of clients to the products or services
of the company. As regards banks, when customers expect to explore more details, they
generally [25]address frontline employees as a consequence, more critical in turn
participating in providing customer information or contribution advice can
accommodate frontline representatives in responding to customer investigation and
assist them in developing relationships with customers that revolve and may improve the
customer service knowledge designed for the study.

RESEARCH METHODOLOGY
7272 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies
And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
The current paper aims to assess HR activities’ effect on employees’ performance in
public and private banks in Bhopal, Punjab. In this paper, we are focusing on two banks.
From the public sector, we are talking Union Bank of India (UBI) and the private sector;
we are talking about the Housing Development Finance Corporation (HDFC) Bank. The
analysis used both primary sources and secondary sources. The study’s secondary
sources are derived from textbooks, scientific papers, magazines and news articles
related to the study—the primary sources of data collected from public and private bank
employees in the field of research. The research followed the approach of non-probability
sampling. The research used the approach of comfort sampling. Employees of public and
private sector banks are the target population of this study. Via standardised
questionnaires, the answers are accumulated. In total, 350 questionnaires were
distributed, of which 320 answers were completed and returned. Out of 320 responses,
due to the employees’ irrelevant information, 20 responses were rejected—lastly, the
final analysis used 300 answers. 170 from UBI bank and 130 from HDFC Bank.

Objectives:

• In Bhopal, Punjab, to find out the relationship between HR techniques and aspects of
employee performance in the public and private banking sector; and
• To investigate the effect on employee performance in the public and private banking
sector in Bhopal, Punjab for HR practice, i.e., recruitment & selection, training,
performance evaluations, incentives and acknowledgement, career development, and
employee involvement.

Hypothesis Development:

• H1: In Bhopal, Punjab, there is no positive correlation between HR activities and

employee performance in public and private banking sectors.
• H2: There is no significant effect on HR activities, i.e., in the public and private banking
segment of Bhopal, Punjab, recruitment & selection, training, performance evaluation,
incentives and acknowledgement, career development, employee engagement, and
knowledge sharing against employee performance.

Variables Measurement:

The variables are used in their research work by the researchers [25]. The reactions are
gathered from strongly agree to disagree with the five-point Likert scale spectrum
strongly. Karl Pearson correlation and Structural Equation Modelling are the
computational methods used for the present analysis.

Variables Items Included Reference

HR Practices 21 [26]
Employee Performance 9 [27]

RESULTS AND DISCUSSION

7273 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies
And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
The Demographic Profile of Bank Employees is shown in Table 1 to 5. Out of 300 surveys,
68.33 percent were male, and 35 percent were over 30-40 years of age. 65.1 percent of
the participants are married, and 60.33 percent of the respondents’ educational history
is Post-Graduate. The study results also suggest that Rs. 5-10 Lakhs is the majority of
53.33 percent of the annual CTC respondents. The p-value of the fundamental
components of HR practices is shown in Table 2, suggesting that there is a substantial
relationship between the practices of HR and its components.

Table No. 1: Age Specifications of Employees of Surveyed Banks

UBI HDFC Bank

Age Group (In No. of Percentage No. of Percentage

years) respondents (%) Respondents (%)

Below 30 41 24.12 37 28.46

30-40 55 32.35 50 38.46

40-50 28 16.47 31 23.85

50 and above 46 27.06 12 9.23

Total 170 100 130 100

Source: Prepared based on employees responses of both banks

80

70
Percentage of Respondents

60

50 38.46

40 28.46
30 9.23
23.85
20
32.35
24.12 27.06
10 16.47
0
Below 30 30-40 40-50 50 and above
Age (In Years)

UBI HDFC Bank

Figure No. 1: Age Specifications of Employees of Surveyed Banks

7274 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
The age of selective bank workers has been divided into four groups, varying from fewer
than 30 years to more than 50. The largest UBI and HDFC branch bank workers are 55
and 50, respectively, at 30-40 years. The lowest number of UBI bank workers is 28 in the
age group of 40-50 years, and HDFC bank is 12 in the age range of 50 years and above.

Table No. 2: Gender of Surveyed Banks Employees

Gender UBI HDFC Bank

No. of Percentage No. of Percentage

Respondents (%) respondents (%)

Male 109 64.12 96 73.85

Female 61 35.88 34 26.15

Total 170 100 130 100

Source: Prepared based on both banks’ employees responses

73.85

80 64.12
Percentage of Respondents

70
60 26.15
50 35.88
40
30 HDFC Bank
20
10 UBI
0
Male Female
Gender

UBI HDFC Bank

Figure No. 2: Gender of Surveyed Banks Employees

Out of the sample size of workers, 109 are males, 61 are UBI bank females, and 96 are
males, and 34 are HDFC bank females.

Table No. 3: Educational Qualification of Surveyed Banks Employees

UBI HDFC Bank

7275 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
 Educational No. of Percentage No. of Percentage
Qualification respondents (%) respondents (%)

Under-Graduate 6 3.53 2 1.54

Graduate 51 30.00 40 30.77

Post-Graduate 100 58.82 81 62.31

Others 13 7.65 7 5.38

Total 170 100 130 100

Source: Prepared based on both banks’ employees responses

5.38
Others
7.65
Educational Qualification

62.31
Post-Graduate
58.82

30.77
Graduate
30

1.54
Under-Graduate
3.53

0 10 20 30 40 50 60 70
Percentage of Respondents

HDFC Bank UBI

Figure No. 3: Educational Qualification of Surveyed Banks Employees

Selective bank employees have been divided into four groups in terms of professional
qualification: Under Graduates, Graduates, Post Graduates and Others. If 170 selective
UBI staff, 6 bank employees are undergraduate, 51 bank employees are professionals, and
110 bank employees are post-graduate, 13 employees also have other credentials such
as banking practice-related diplomas. Although 40 bank employees are graduates of 130
chosen HDFC Bank employees, 81 bank employees are post-graduates, of which 7
employees still have other credentials.

Table No. 4: Marital Background Particulars of Employees of Surveyed Banks

UBI HDFC Bank

7276 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
 Marital No. of Percentage No. of Percentage
Status
respondents (%) respondents (%)

Married 109 64.11 93 71.54

Unmarried 61 35.89 37 28.46

Total 170 100 130 100

Source: Prepared based on employees responses of both banks

80
71.54
70 64.11
Percentage of Respondents

60

50

40 35.89
28.46
30

20

10

0
Married Unmarried
Marital Status

UBI HDFC Bank

Figure No. 4: Marital Background Particulars of Employees of Surveyed Banks

Out of sample size employees, 109 are married, and 61 are unmarried in UBI. While in
HDFC bank, 93 are married, and 37 are unmarried employees.

Table No. 5: Employees of Surveyed Banks’ Annual Profits

Annual Income UBI HDFC Bank

(In
No. of Percentage No. of Percentage
Rs. Lakhs)
respondents (%) respondents (%)

Below 5 68 40.00 70 53.85

5-10 101 59.41 59 45.38

10 and above 1 0.59 1 0.77

Total 170 100 130 100

Source: - Prepared based on both banks’ workers responses

7277 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies
And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
 70
59.41
60
53.85
Percentage of Respondents

50 45.38
40
40
32.31
30

20

10
0.59
0
Below 5 5 to 10 10 and above
Annual Income (In
Rs. Lakhs)

UBI HDFC Bank

Figure No. 5: Employees of Surveyed Banks’ Annual Profits

The chosen bank employee’s annual salary was divided into three groups: the lowest level
below Rs. 5 Lacs and the highest category over Rs. 10 Lacs. The first division comprises
68 UBI-related staff and 70 HDFC bank-related workers. UBI belongs to the RS 5-10 Lacs
group with 101 employees, and HDFC bank has 59 employees. There were only 1
respondent workers from both banks in the Rs.10 Lacs range and above.

Table 6: Karl Pearson Correlation for factors influencing towards HR Practices

(n=300)

Correlations
Recruitment Performance Rewards Carrier Employee HR
and Appraisal and Advancement Participation Practices
Selection Recognition

7278 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
Recruitment Pearson 1 0.376 0.421 0.246 0.316 0.367
and Selection Correlation

Performance Pearson 0.369 1 0.473 0.468 0.528 0.426

Appraisal Correlation

Rewards and Pearson 0.437 0.492 1 0.474 0.519 0.495

Recognition Correlation
Carrier Pearson 0.215 0.482 0.476 1 0.618 0.482
Advancement Correlation

Employee Pearson 0.321 0.508 0.513 0.647 1 0.461

Participation Correlation

HR Practices Pearson 0.376 0.452 0.452 0.413 0.462 1

Correlation

Structural Equation Modelling was used to test the adequacy of the approach-based
model leading to the assembled samples. When determining the connecting relationship
between variables and checking the compatibility of the model used, Structural Equation
Modelling is most realistic. Three kinds of variables were included in the proposed model,
i.e., observed, endogenous, observed, exogenous, and unobserved, exogenous objects.
Observed, two variables contained endogenous variables, i.e., HR activities and
performance of employees. Exogenous variables observed included performance
evaluation, compensation and appreciation, the carrier’s progression, recruitment and
selection, and employees’ involvement. Two variables contained unobserved, exogenous
variables, i.e., v1 and v2. The hypothesised model is whether employee involvement in
the public and private banking sector is influenced by HR activities, namely performance
evaluation, incentives and appreciation, carrier promotion, recruitment and selection,
and employee participation.

From Table 7, the estimated t & p-value for the effect of performance evaluation on HR
practices is 1.375 & 0.022, the p-value <0.5, at a level of 5 percent, is statistically
significant. Therefore, the research confirms that the performance evaluation variables
in the study area have a substantial effect on HR activities in public and private banks. It

7279 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
also points out that the workers in their company agree favourably on their performance
evaluation aspect. It contributes to the satisfaction of workers and develops the degree
of productivity. The impact of incentives and recognition on the t & p-value of HR
practices are 2.284 & 0.002, the statistically relevant 1 percent level of the p-value.
Rewards make it easier to reassure workers that their job meets the needs of customers.

Furthermore, work success that is rewarded is likely to be replicated. The employee

serves customers more consistently; it tends to boost an organisation’s competitive
position as happy customers are more likely to return. The carrier’s development
towards the t & p-value of HR practices is 1.473 & 0.020; career progression is the most
critical factor in an organisation’s employee satisfaction and preservation. Companies of
all dimensions make good business sense to invest time designing and maintaining
significantly organised career path programs. The incentives and selection for the t & p-
value of the HR practices are 2.27 &<0.002. These two p-value variables are statistically
significant at the level of 1 percent. These two variables, employee engagement and
recruitment and selection, play an essential role in the organisation’s growth.

Table 7, Model Fit Overview of the Structural Equation Model on Employee Efficiency
Effects of HR Activities. The modelling of structural equations tests if the data is a
hypothetical model. Chi-square/degrees of freedom, P-value, Goodness of Fit Index,
Adjusted Goodness of Fit Index, Normed Fit Index, Adjusted Goodness of Fit Index,
Normed Fit Index, Root Mean Square Error of Approximation, and Comparative Fit Index
were emphasised to determine the representation.

Since 0.038 & 0.819 are the p-value & Chi-square value/ degrees of freedom as shown in
Table 8. The p-value is more than 0.05. Therefore, the hypothesis is agreed and concluded
that the variables of HR activities, namely performance assessment, incentives and
acknowledgement, carrier promotion, recruitment and selection, and involvement of
employees in the study area in the performance of employees in public and private
banking sectors.

Table 7: Variables Results in the Structural Equation Model Analysis

Endogenous Exogenous Estimate SE t P

variables variables
HR Performance 0.254 0.067 1.375 0.022
appraisal
HR Rewards and 0.238 0.061 2.284 0.002
Recognition
HR Carrier 0.256 0.064 1.473 0.020
Advancement
HR Recruitment 0.283 0.066 2.287 <0.002
and Selection

7280 | Prabhdeep Singh An Examination Of The Effects Of Hr Policies

And Procedures On Employee Performance, Particularly With Regard To A Few
Punjabi Public And Private Banks
 HR Employee 0.282 0.068 2.243 <0.002
Participation
Employee HR 0.313 0.065 2.642 <0.002
Engagement
**Significant at 1% level and *significant at 5% level

Table 8: Model fit summary of Structural Equation Model on the Influence of HR practices
towards the Employee Performance

Indices Value Suggested Value

Chi-square value 7.429 -
Degrees of Freedom 4 -
P-value 0.038 >0.04
Chi-square value/ 0.819 <4.00
Degrees of Freedom
Goodness of Fit Index 0.872 >0.90
Adjusted Goodness of Fit 0.852 >0.90
Index
Normed Fit Index 0.871 >0.90
Comparative Fit Index 0.864 >0.90
Root Mean Square Error 0.053 <0.080
of Approximation

CONCLUSION

In Bhopal, Punjab, the research focused on assessing HR activities’ effect on employee

performance in public and private banks. The current paper helps explain HR activities
and their effect on employees’ success in the banking sector. The HR elements, namely
Recruitment and Selection, Performance Evaluation, Compensation and Appreciation,
Carrier Promotion, and Employee Engagement, had a substantial relationship with the
HR activities based on the results. It generates team building, team spirit among the staff.
This contributes to improving the organisation’s level of effectiveness. Furthermore, it
concluded that the variables of HR practices in the study area, namely performance
evaluation, incentives and acknowledgement, carrier promotion, recruitment and
selection, and employee engagement in the performance of employees in public and
private banking sectors.

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