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banking sector
CHAPTER I
INTRODUCTION

PART A- BANKING INDUSTRY

Indian Banking has come from a long way from being a sleepy business organization to a highly proactive and dynamic entity. This transformation has been brought by the liberalization and economic reforms that allowed Banks to explore new business opportunities. Banking in India has evolved through five distinct phases. Each phase could be separated from the other by a landmark development in the sphere of Banking Sector.

Phase I –Pre-independence Phase (up to 1947)

India had centuries old tradition of indigenous Banking. There existed many evidences showing that the concept of Banking was not new to India. As Chanakya‟s Arthashashtra about 3000 B.C. showed facts that Banking was already there in powerful existence in
India. Banking began with the foundation of the Agency houses in Calcutta and Bombay in
18 century 1.

1

In early periods, the lending money was simple and easy as it was sahukar who financed clients whom he closely knows. Moneylenders used to be known as people who fulfilled urgent needs of people but later they were known for malpractices. As they charged extra rates of interests and made illiterate people fool. With the arrival of the British rule, indigenous Banking received a setback.

The Bank of Hindustan was established in 1770 and due to the financial crisis, it was closed in 1832. The most significant achievement of this period was emergence of three
Presidency Banks: Bank of Bengal (1809), Bank of Bombay (1840) with a capital of Rs.52 lakhs, and Bank of Madras (1843) with a capital of Rs. 30 lakhs. These were Quasi
Government Institutions under charter from Local Government, which contributed to the share capital 2. Establishment of Joint Stock Banks like, Allahabad Bank of India 1865,
Alliance Bank of Simala 1894, and other Banks started gaining grounds by 1900. There were total 20 Banks, comprising of three Presidency Banks, nine Indian Banks, and



References: Panandikar, S.G and Mithani, D.M. (1975) Banking in India. Orient Longman Published. Guru, D. (1968) Trends in Indian Banking Past and Present, Chapter I. Panandikar, S.G. and Mithani, D.M. (1975), ibid (1). Chawla, O.P. (1995-96) Financial Sector Reforms: Progress and Prognosis. Prajnan, 4:421-444. Anindya, B. (2002) Banking Sector Reforms in India A Study, Yojana, July. 11. Shehar, C. K. (1986 ) Banking Theory and Practice, New Delhi Vikas Publishing House Pvt.Ltd. 12. Arun, T.G. and Turner, J.D. (2002) Financial Liberalisation in India. Journal of International Banking Regulation, 4 (2):183-188. 14. Bhukta, A. (2002) Banking Sector Reforms in India A Study. Yojana, 5-9. 16. Chansarkar, A.R. (2003) Banking Environment 2002-03. SBI Monthly Review. 17. Reserve Bank of India, (2004) Report on Trend and Progress of Banking in India 2003-04, < www.rbi.org>, retrieved on 21 January 2006. 18. Reserve Bank of India, (2004) Statistics Relating to Schedule Commercial Banks at a Glance, < www.rbi.org>, retrieved on 21 January 2006. 19. Hariharan, S. (2004) Prospects of Internet Banking in the Indian Scenario. SBI Monthly Review, 304-308. 20. Sheivastava, P.M., Pandey, K.P. and Vidyarthi, V. (2007) Banking Reforms and Globalisation, New Delhi: APH Publishing Corporation. 21. Reserve Bank of India (2009), Report on Trend and Progress of Banking in India 2008-09, < www.rbi.org> retrieved on 26 January 2009. 22. Reserve Bank of India Publication (2008) Basic Statistical Returns of Scheduled Commercial Banks, 37. 25. Chandler, A. (1962) Strategy and Structure, Cambridge Mass, Harvard University Press. 26. Miles, R. E. (1965) Human Relations or Human Resources? Harvard Business Review, 43(4): 148-157. 27. Ouchi, W. (1981) Theory Z- How American Business can Meet the Japanese Challenge, Reading, Addison- Wesley. 29. Fombrun, C. J., Tichy, N.M. and Devanna, M.A. (1984) Strategic Human Resource Management, New York: Johan Wiley. 30. Walton, R.E. (1985) From Control to Commitment in the Workplace. Harvard Business Review, 63:76-84. 31. Dowling, P.J. and Deery, S.J. (1985) The Australian Personnel and Industrial Relations Practitioner: A 1984 Profile, Human Resource Management Australia, 32. Golden, K.A. and Ramanujam, V. (1985) Between a Dream and a Nightmare: On the Integration of Human Resource Management and Strategic Business Planning. 33. Kochan, T., Katz, H. and McKersie, R. (1986) The Transformation of American Industrial Relations 34. Schuler, R. and Jackson, S. (1987) Linking Competitive Strategies with Human Resource Practices, Academy of Management Executive, 1(3): 207-219. 35. Marginson, P., Edwards, P., Martin, R., Purcell, J. and Sission, K. (1988) Beyond the Workplace, Oxford, Blackwell. 36. Baird, L. and Meshoulam, I. (1988) Managing Two Fits of Strategic Human Resource Management

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