Training to address attitudes and behaviour of rural bank managers in Madhya Pradesh, India: A programme to facilitate financial inclusion

Training to address attitudes and behaviour of rural bank managers in Madhya Pradesh, India A programme to facilitate financial inclusion

Given their physical presence in India, banks are arguably well‐placed to improve financial inclusion in rural areas. However, uncertain repayment capacities and high transaction costs mean formal financial institutions are often reluctant to lend to the rural poor. Conversely, high transaction cost...

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Bibliographic Details
Published in:Journal of international development Vol. 19; no. 6; pp. 841 - 851
Main Authors: Jones, J. Howard M, Williams, Marylin, Nilsson, Esse, Thorat, Yashwant
Format: Journal Article
Language:English
Published: Chichester, UK John Wiley & Sons, Ltd 01-08-2007
Wiley Periodicals Inc
Series:Journal of International Development
Subjects:
attitudes
Ausbildung
Community banks
Employee attitude
Financial inclusion
Finanzierung
Führungskraft
India
Indien
Managers
Poverty
Rural areas
rural banks
Studies
Training
Madhya Pradesh India
India
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Summary:Given their physical presence in India, banks are arguably well‐placed to improve financial inclusion in rural areas. However, uncertain repayment capacities and high transaction costs mean formal financial institutions are often reluctant to lend to the rural poor. Conversely, high transaction costs in dealing with banks are also incurred by clients, through, for example, lengthy, cumbersome and potentially ignominious procedures. Negative attitudes towards poor clients can be an important component of such transaction costs. An applied research project funded by the Enterprise Development Innovation Fund (EDIF‐DFID) developed an innovative training programme designed to encourage more positive attitudes of bank staff towards poor clients, and towards their own role in rural poverty alleviation and development. This paper examines the development of the training programme, its implementation, and the results of its evaluation. It is shown that training can bring about attitudinal change, which in turn is reflected in behaviour and social impact. Copyright © 2007 John Wiley & Sons, Ltd.
Bibliography:ark:/67375/WNG-31PWQR57-R
EDIF-DFID (Department for International Development, UK) - No. AG 3120
istex:192F409CCE9577F8D36276FE337759406993273F
ArticleID:JID1400
Chairman of National Bank for Agriculture and Rural Development (NABARD), India.
ISSN:0954-1748
1099-1328
DOI:10.1002/jid.1400