DOI URL: https://doi.org/10.3126/jbssr.v4i2.

29481
Human Resource Development and Employee
Engagement in Nepalese Commercial Banks

Kishor Hakuduwal1
Lecturer
Bhaktapur Multiple Campus, Tribhuvan University, Nepal

Article History Abstract

Received 20 Oct 2019 The objective of the present study is to analyse the
Reviewed 12 Nov 2019 impact of human resource development on employee
Revised 28 Nov 2019 engagement in Nepalese commercial banks by taking
Accepted 15 Dec 2019 three human resource development components of
training and development, career development and
Keywords performance management as independent variables,
and employee engagement as a dependent variable.
career development, Using the random sampling, 384 employees were
employee engagement, selected, and a questionnaire survey was carried out
human resource to collect data. Using F-test and t-test, the study found
development, that the training and development, career development
performance and performance management have significant impact
management, training on employee engagement in Nepalese commercial
and development banks. The study also revealed that male employees
have more emphasis on performance management
Journal of Business but female employees have more emphasis on training
and Social Sciences and development. Likewise, the employees up to the
Research (ISSN: 2542- officer level have also more emphasis on performance
2812). Vol IV, No. 2, management but the employees below officer level have
December 2019 more emphasis on training and development.

1. Introduction and Study Objectives

A planned effort of an organisation to facilitate employee’s learning of job-related
behaviour, skills, knowledge and attitude is human resource development (HRD).
To improve the organizational efficiency and effectiveness enhancing employee’s
performance, human resource development is essential as continuous process
(Baniya, 2004). HRD is a functional necessity for any dynamic and growth-oriented
enterprise for the dynamism, competence and effectiveness of its employees.
Appraisal system, training, career planning, organisational development,

1
Dr. Hakuduwal has published a number of research papers in journals. He can be reached at
[email protected]

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 Journal of Business and Social Sciences Research: Vol. IV, No. 2: December 2019

rewards, quality of work life and human resources information are the activities
for HRD practice. HRD is the key to skill enhancement of workers for future works
in the organisation (Sthapit, 2019).
Armstrong (2014) defined human resource development as distinctive practice
which shapes the core competencies that determine how firms compete. A
process that builds and enhances the skills, knowledge and attitude of employees
is human resource development (CIMA, 2013). Redman and Wilkinson (2006)
define that human resource development is related with the development of
human competencies throughout time-bound It improves the creative input of
people to achieve organisational goals. Nadler and Nadler (1989) focus three
activities in human resource development such as (a) training, (b) education
and (c) development. To perform the current job more efficiently, training
is provided by employers to employees as a learning activity. Education
concerns with learning designed to prepare an individual for a job different
than the one currently held. Development concentrates the knowledge or
skills enhancement in a specified area.
An ability to capture the heads, hearts and souls of employees is employee
engagement that is related to instil an intrinsic desire and passion for excellence
(Fleming & Asplund, 2007). It is a positive attitude held by the employee
towards the organisation and its values. An engaged employee is aware of the
business. Engaged employees work more carefully with colleagues to improve
performance within the job for the benefit of the organisation (Robinson et
al., 2004). Engaged employees employ and express themselves physically,
cognitively, and emotionally during role performance in an organisation (Kahn,
1990). Engaged employees have a connection with work activities. Schaufeli et
al. (2002) define employee engagement with three elements. First element is
vigour: a high energy level and resilience when working. The second element
is absorption: interest in one’s work. The last element is dedication; employees
experience pride and enthusiasm in their work. Engaged employees care about
the future of the organisation. They are sincere in their work as well as loyal too.
They are willing to put in extra efforts in their work to ensure that the organisation
is led to growth in the industry.
It is said that the performance of the organisation depends on employee
engagement. Employee engagement is closely concentrated with human
resource development of any organisation. Banking sector is considered as
a lucrative sector for work (Nepal Rastra Bank, 2019). Banking sector had to
improve the organisational performance through employee engagement.
There is a vital role of the banking sector in the economic development of Nepal.
In Nepal, the 28 commercial banks (Nepal Rastra Bank, 2019) are operating
which comprise more than 80% of the assets of banking sectors, that are larger
and more complex than other types of financial institutions (Development
Banks, Finance Companies and Micro Finance Development Banks). Nepalese

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 Human Resource Development and Employee Engagement in Nepalese... : Hakuduwal

Commercial banks have provided employment to 33,429 individuals as of mid-

Jan 2019 (Nepal Rastra Bank, 2019). Out of them, 79.94 per cent employees are
working in the private banks and rest in three public banks (Nepal Bank Limited,
Rastriya Banijya Bank Limited and Agricultural Development Bank). The failure
of even a single commercial bank can produce contagious effects on the whole
financial system (Nepal Rastra Bank, 2019). The human resource of commercial
banks should be developed to get the competitive advantage and optimum
resource mobilization with employee engagement. Therefore, the objective of
the study is to analyse the impact of human resource development in employee
engagement of Nepalese commercial banks.

2. Review of Literature
Human resource development is a process of developing and unleashing expertise
of an employee. The purpose of it is to improve individual, team, work process, and
organisational system performance (Swanson & Elwood, 2009). It is a conscious
and continuous process. It increases the knowledge, education and skill of the
employee which help in improvement of organisational performance. Chalofsky
(1992) mentions human resource development as the practice of increasing
the learning capacity of individuals, groups, collectives and organisations. It
is related with the application of learning-based interventions for the purpose
of optimizing human and organisational growth and effectiveness. DeCenzo
and Robbins (1997) identify employee training, management development and
career development as major components of HRD. Gomez-Mejia, Balkin and
Cardy (2013) specify that four key activities in HRD: training, career development,
performance appraisal and performance management. Sthapit (2019) identifies
five major components of HRD: training and development, management
development, performance management, career development and organisation
development.
Employee engagement involves creating prospects for employees to attach
with their managers, colleagues and organisations. It covers performance
management systems, personal development and growth opportunities, and
workplace recreation and remuneration (Mokaya & Kipyegon, 2014). To
superior performance, reduce staff turnover, and improve the well-being of
employees, employee engagement is needed (Macey & Schneider, 2008;
Hakanen et al., 2008). Engaged employees’ value, enjoy and have pride in
their work. They are more willing to help each other and the organisation
succeeds.
Sardar et al. (2011), Rashid, Asad and Ashraf (2011) find that there is a significant
relationship among employee engagement and decision making / coordination,
performance reward systems and employee involvement. They also conclude
that training and career development and employee performance appraisals are
not significantly related to employee engagement.

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 Journal of Business and Social Sciences Research: Vol. IV, No. 2: December 2019

Pandey (2014) depicts that training and development, decentralization and self–
managed team, information sharing and job security are with organisational
performance of the financial sector of Nepal. Sthapit (2014) finds that the Nepalese
banks are not strategically mature in their current human resource practices.
Pandey (2017) finds that both incidence and intensity of training has a strong effect
on organisational performances in Nepalese commercial banks. He also finds
that the banks investing primarily in formal training better performed than those
relying on informal training. Gnawali (2018) finds that employees training and
development programme has positive relationship with organisational performance
of Nepal Rastra Bank. In commercial banks of Nepal, there are lots of switches the
employees from one bank to another bank (Subedi, 2013). Costs of employee
turnover seriously impact on organisational performance and growth (Khadka,
2013). The engaged employees are more productive, creative, loyal, committed
and have less absenteeism in Nepalese banking sector (Chhetri, 2017).

2.1 Training and Development and Employee Engagement

Employee engagement can be achieved through proper training and development.
It is one of the important components of HRD which contributes to employee
engagement (Sundaray, 2011). According to Kahn (1990), The employee
engagement is highly influenced by intervention from management. HR departments
and managers intervene in the working environment of employees mainly
through effective communication and strategic training and development to keep
constant engagement of employees that improve the organizational performance
(Kahn,1990). Jogi and Srivastava (2015) depicts that there is a significant impact
of employee development on employee engagement in Indian banking sector.
New recruited and current employees acquire the knowledge and skills to
perform their jobs effectively. Training is the one of the best ways for it. The
employees who enhance their skills through training are more likely to engage
fully in their work. The engaged employee derives satisfaction from grasping new
tasks (Swarnalatha & Prasanna, 2012). Training and development activities are
equally important HR functions which are concerned with imparting knowledge
and skills for a particular job (Khan, 2013). The opportunities to raise the profile
development activities in the organisation can be achieved through training
activities. Training and development help the employee to perform their work well.
It is useful to reduce the problem of attrition. Training positively predicts employee
engagement (Semwal & Dhyani, 2017). This leads to the first hypothesis.
Hypothesis 1: The training and development has significant impact on employee
engagement in Nepalese commercial banks.

2.2 Career Development and Employee Engagement

Career development is the series of on-going activities in the organisation. It
involves training on new skills, making a career change within an organisation
which helps in attracting and retaining the qualified and calibre employees (Kibui

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 Human Resource Development and Employee Engagement in Nepalese... : Hakuduwal

et al., 2014). Career development is a means of arming employees with skills

to perform their jobs. It is the representation of an employer’s commitment to
their workforce (Alnaqb, 2011). It is important to point out that HR practices work
to develop individual knowledge and skills, as well as employee attitude and
behaviours.
To attract, develop and retain the employees in the organization, career
development is the basic thing (Frederick, 2014). The opportunities for career
development play an effective role in employee engagement. Career development
is a great way not only to engage employees, but also recognise and motivate
them. Organisations with high levels of engagement provide employees with
opportunities to develop their abilities and learn new skills. It helps in acquiring
new knowledge and realising their potential. It also influences engagement of
employees, retaining the most talented employees and providing opportunities for
personal development of employees in the organisation (Vazirani, 2007). Deloitte
(2017) describes that extensive development opportunities reduces turnover rate
of employees. It creates the motivation to employees for engaging in their work
for better performance. This forms the basis for the second hypothesis.
Hypothesis 2: The career development has a significant impact on employee
engagement in Nepalese commercial banks.

2.3 Performance Management on Employee Engagement

Performance management is the process of creating a sound work environment
in the organisation. In such an environment, employees are able to perform
the job with their best knowledge, skills and abilities. It includes selection of
suitable employees, providing effective training and orientation, compensation
and recognition system, promotional and career development opportunities to
the employees. The overall performance of the organisation can be improved
by improving the performance of individuals within a teamwork (Mokaya &
Kipyegon, 2014).
Performance management process creates employee engagement. It
encourages managers to have a focus on roles and responsibilities of employees
to participate them in the decision-making process. It promotes acceptance of
challenging objectives of the organisation in a dynamic business arena. It also
recognizes and encourages contributions of employees that exceed expectations.
It creates a feeling of being valuable to the organisation that promotes employee
engagement (Sundaray, 2011). According to Costello (1994), performance
management supports an organisation’s overall business goals by linking the
work of each individual employee to the overall strategy of the organization. This
forms the basis for the third hypothesis.
Hypothesis 3: The performance management has a significant impact on
employee engagement in Nepalese commercial banks.

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 Journal of Business and Social Sciences Research: Vol. IV, No. 2: December 2019

3. Research Methods
To test and analyse the hypotheses, training and development, career
development, performance management as independent variables and employee
engagement was considered as dependent variables. The study followed the
descriptive and analytical research design.
The Cronbach’s Alpha was measured to test the reliability of the data. F-test was
used to determine the goodness of fit and whether a significant difference exists
between the means of the variables under study or not. Regression analysis
was used to show the influence of human resource development on employee
engagement of Nepalese commercial banks.
Table 1
Number of Sample Employees
No. of Sample
Name of Banks
Employees
Nepal Bank Limited 34
Agricultural Development Bank Limited 38
Nepal Investment Bank Limited 21
Nabil Bank Limited 16
Himalayan Bank Limited 13
Nepal SBI Bank Limited 14
Nepal Bangladesh Bank Limited 13
Nepal Credit and Commerce Bank Limited 18
NIC Asia Bank Limited 36
Machhapuchhre Bank Limited 15
Kumari Bank Limited 13
Siddhartha Bank Limited 19
Global Bank Limited 27
Citizens Bank International Limited 13
Prime Commercial Bank Limited 11
NMB Bank Limited 17
Prabhu Bank Limited 26
Mega Bank Limited 12
Century Bank Limited 14
Sanima Bank Limited 14
Total 384
The study used primary data for analysis of the perception of employees on
human resource development and employee engagement regarding training
and development, performance management and career development. For data
collection, a questionnaire was developed and distributed to the employees of
banks. All items of questionnaire regarding human resource development and
employee engagement were measured on a five-point Likert scale from 1 (strongly

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 Human Resource Development and Employee Engagement in Nepalese... : Hakuduwal

disagree) to 5 (strongly agree). The demographic profile of respondents such as

gender, age, designation, education and job experience are also included in the
questionnaire.
The total number of employees working in Nepalese commercial banks is
considered as population for the study. The 384 employees as respondents
from different commercial banks were randomly selected for the questionnaire
survey. The survey was conducted inside the Kathmandu valley and picked
the respondents by convenience. Since, the respondents for the questionnaire
survey constitute both male and female employees of banks, the sample size is
based on gender domain. Therefore, the probability of picking male employee for
a questionnaire survey is p (assuming 0.5) the probability of selecting a female
employee is 1-p = q, i.e., 0.5.
(Zα) *p*q
2

Using the above formula, the sample size n = = 384 where, z is the
2
δ2
selected critical value of desired confidence level, i.e., 95%, p is the probability
selecting male i.e. 50%, q = 1-p and e = error level, i.e., 0.05.
The multiple regression model of the study are as follows:
EE = β0 + β1TD + β2CD + β3PM + u
Where;
EE = perception of employees on employee engagement
TD = perception of employees on training and development
CD = perception of employees on career development
PM = perception of employees on performance management
β 0 = Constant term
β1 – β3 = Coefficients
u = Error term
4. Data Analysis and Discussion

4.1 Respondents Profile

The male respondents (65.6 per cent) are higher than female (34.4 per cent).
The respondents’ below 20 years old, 20 - 30 years old, 31 - 40 years old, and
above 50 years old is 1.6 per cent, 41.9 per cent, 33.3 per cent and 23.2 per cent
respectively (table 2). The percentage of respondents having Masters’ Degree
and above is 56 per cent which indicates that most of the employees are working
with master level education.
The highest participant is 73.2 per cent from below officer level and rest from up
to officer level. The respondents having working experience on banking sector
less than 5 years, 5 - 9 years, 10 - 14 years, 15 - 20 years and above 20 years
is 28.9 per cent, 33.9 per cent, 13.3 per cent, 8.3 per cent and 15.6 per cent
respectively which indicates that the most of respondents participated from fresh
group of employees.

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 Journal of Business and Social Sciences Research: Vol. IV, No. 2: December 2019

Table 2
Respondents Profile

Profile Category Number of Respondents Percentage

Male 252 65.6
Gender
Female 132 34.4
Below 20 years old 6 1.6
20 - 30 years old 161 41.9
Age
31 - 40 years old 128 33.3
Above 40 years old 89 23.2
SLC 15 3.9
Plus 2 32 8.3
Educational Qualification
Bachelors 121 31.5
Masters and above 216 56.3
Less than 5 years 111 28.9
5 - 9 years 130 33.9
Experience 10 - 14 years 51 13.3
15 - 20 years 32 8.3
Above 20 year 60 15.6
Up to Officer 103 26.8
Designation
Below Officer 281 73.2
Note. Survey, 2019

4.2 Reliability Test

The values of Cronbach’s Alpha of training and development, career development,
performance management and employee engagement are 0.788, 0.827, 0.868
and 0.847 respectively (table 3). For a reliability test, the value of Cronbach’s
Alpha of all variables is more than 0.7 which is enough to accept the questionnaire
(George & Mallery, 2009).
Table 3
Reliability Statistics
Variables No. of item Cronbach’s Alpha
Training and Development (TD) 5 0.788
Career Development (CD) 5 0.827
Performance Management (PM) 5 0.868
Employee Engagement (EE) 5 0.847

4.3 Multicollinearity
The tolerance value of all the variables are greater than 0.1 and all variance
inflation factor values are less than 10 which indicates that both are in acceptable
range (table 4).

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 Human Resource Development and Employee Engagement in Nepalese... : Hakuduwal

Table 4
Collinearity Statistics
Variable Tolerance Variance Inflation Factor
Training and Development, 0.566 1.766
Career Development 0.539 1.854
Performance Management 0.570 1.755

4.4 Independence or Residuals and Outlier

The value of Durbin-Watson is 1.972. The independence of residuals assumption
does not violate because the value is very close to 2. Therefore, the outliers have
no influence on the regression model.

4.5 Regression Results

The value of R Square 0.616 indicates the dependent variable i.e. employee
engagement is explained by variation in independent variables i.e. training and
development, career development, performance management by 61.6 per cent
(table 5). It means that the employee engagement is explained by variation in
other variables by 38.4 per cent.
Table 5
Regression Results
Standardised
Unstandardised Coefficients
Coefficients
B Std. Error Beta t Sig.
Constant 0.586 0.123   4.785 0.000
Training and Development 0.247 0.042 0.249 5.900 0.000
Career Development 0.162 0.043 0.163 3.760 0.000
Performance Management 0.459 0.039 0.492 11.677 0.000

Sum of
df Mean Square F Sig.
Squares
Regression 136.544 3 45.515 203.215 0.000
Residual 85.110 380 0.224
Total 221.653 383

Adjusted R
R R Square Std. Error of the Estimate
Square
0.785 0.616 0.613 0.4733
Dependent Variable: Employee Engagement
Predictors: (Constant), Training and Development, Career Development, Performance Management

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 Journal of Business and Social Sciences Research: Vol. IV, No. 2: December 2019

The sum of square of regression and residual is 136.544 and 85.110 (table 5)
respectively and the mean square of regression and residual is 45.515 and 0.224
respectively. The F value of the model is 203.215 with p value 0.000 (< 0.05)
indicates that the model is fitted at 5 per cent level of significance.
The t value and p value of training and development is 4.785 and 0.000 (0.000
< 0.05) respectively means training and development is significant at 5 per cent
level of significance. So, the alternative hypothesis is accepted i.e. training and
development has significant impact on employee engagement.
Similarly, t value of career development is 3.760 and p value is 0.000 (0.000
> 0.05) indicates the career development is significant at 5 per cent level
of significance. Therefore, the alternative hypothesis is accepted i.e. career
development has significant impact on employee engagement. The beta
coefficient and t value of performance management is 0.459 and 11.677
respectively. The p value of performance management is 0.00 (0.000 < 0.05)
which indicates that the performance management is significant at 5 per cent
level of significance. Performance management has a significant impact on
employee engagement because the alternative hypothesis is accepted.
From the value of coefficient, it is clear that performance management has the
highest positive significance on employee engagement of Nepalese commercial
banks followed by training and development and career development.

4.6 Mean Score

The male and female employees have reported the importance of the training
and development, career development and performance management as HRD
for employee engagement indicating mean score of responses more than 3 in all
variables.
Table 6.
Mean Score by Gender, Experience and Designation
Training and Performance Career
Basis
Development Management Development
Male 3.38 3.39 3.10
Gender
Female 3.44 3.32 3.21
Less than 5 years 3.33 3.31 3.09
5 - 9 years 3.50 3.43 3.26
Experience 10 - 14 years 3.51 3.39 3.12
15 - 20 years 3.42 3.32 2.92
Above 20 year 3.39 3.40 3.15
Up to Officer 3.33 3.34 3.10
Designation
Below Officer 3.45 3.39 3.17

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 Human Resource Development and Employee Engagement in Nepalese... : Hakuduwal

The highest mean score (3.39) of responses of the male respondent are found for
the performance management but the highest mean score (3.44) of responses
of the female respondent are found for the training and development (table 6)
which indicates that male has more emphasis on performance management and
female has more emphasis on training and development. The both male and
female employees have less emphasis for career development than training and
performance management.
Similarly, the respondent with service experience up to 20 years has more
emphasis on training and development but above 20 years’ experienced
employee emphasis on performance management. The highest mean score
(3.34) of responses of the respondent up to officer designation are found for
the performance management but the highest mean score (3.45) of responses
of the respondent below officer designation are found for the training and
development which indicates that respondent up to officer designation has
more emphasis on performance management and respondent below officer
designation has more emphasis on training and development.

5. Conclusion and Implications

The employee engagement involving level of commitment and involvement of an
employee is related with the human resource development in an organisation.
Human resource development is considered as a key success factor for employee
engagement. Therefore, the main focus of the study is to analyse the impact of training
and development, career development and performance management on employee
engagement in Nepalese commercial banks. The study found that the training and
development (Swarnalatha & Prasanna,2012; Khan, 2013; Semwal & Dhyani, 2017),
career development (Vazirani, 2007; Deloitte,2017), and performance management
(Mokaya & Kipyegon, 2014; Sundaray, 2011; Costello, 1994) has significant impact
on employee engagement of Nepalese commercial banks. The study revealed that
male employees have more emphasis on performance management but female
employees have more emphasis on training and development and same emphasis
also found in employees up to officer and below officer designation. The training
and development and performance management is more emphasis than career
development in Nepalese commercial banks.
Human resource development is a continuous process which imparts skills and
knowledge for employees and helps in employee engagement. On the basis
of findings of the study, employee engagement through employee training and
development, career development opportunities and performance management is
significant for Nepalese commercial banks to achieve the competitive advantage
in the changing business environment. An effective training and development
programmes help the employee to perform their work well and efficiently for
better banking performance. The provision for appropriate career development
is essential to retain the most talented employees which creates the motivation
to employees for engaging their work effectively. A feeling of being valuable to

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 Journal of Business and Social Sciences Research: Vol. IV, No. 2: December 2019

the banks is very important to the employees through a sound performance

management system. So, human resource development is a crucial part for
employee engagement of Nepalese commercial banks.
The findings of the study are implacable for the human resource managers of
Nepalese commercial banks in formulating the policies and programmes related
with the development of their employees for effective engagement in the job.
The study was mainly confined to perception of employee on human resource
development and employee engagement of Nepalese commercial banks. The
sample size was based on gender domain. To collect the data, a questionnaire
survey was conducted inside the Kathmandu valley and picked the respondents
by convenience. Therefore, the findings of the study cannot be generalised to all
the financial and non-financial sectors of the country. Further studies could cover
other areas than commercial banks by applying more analytical tools than those
used in this study.

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Funding
The author received no funding or financial support in carrying out the research.
Conflict of interest
The author has no conflict of interest in the research work.

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