HUMAN RESOURCE PRACTICES AND ORGANIZATIONAL EFFECTIVENESS IN INDIAN BANKING: A COMPARATIVE STUDY OF PUBLIC AND PRIVATE SECTOR BANKS

Human resource practices have become a central source of organizational effectiveness in Indian banking, where service quality, compliance, digital capability, and employee commitment jointly determine competitiveness. This article examines human resource practices and organizational effectiveness in public and private sector banks with a comparative empirical orientation. The study focuses on recruitment and selection, training and development, performance appraisal, compensation, career development, employee participation, and workplace support as major human resource dimensions. A structured questionnaire was designed for 90 bank employees, with equal representation from public and private sector banks. Descriptive analysis and four statistical tests, namely independent sample t-test, ANOVA, chisquare analysis, and multiple regression, were used to examine differences, associations, and predictive effects. The findings indicate that private sector banks report stronger perceptions of performance-linked rewards, technology-based training, and appraisal responsiveness, while public sector banks show comparatively higher perceptions of job security and procedural fairness. Regression results suggest that training, appraisal, compensation, and employee involvement positively influence organizational effectiveness. The study concludes that balanced human resource systems, combining employee security with performance orientation, can improve productivity, service quality, adaptability, and employee commitment in contemporary Indian banking institutions. It offers practical insights for managers seeking evidence-based HR improvement.