Attempt CAIIB ABM Case Study Practice Quiz & Download PDF

Case Study 1 (Q1–Q4): Read the following carefully and answer the questions.

Northstar Bank’s Retail Division is experiencing persistent interpersonal conflict among members of the credit appraisal team. The team of 12 officers is headed by Mr. Anand, Deputy General Manager (DGM). The conflict has escalated from a minor disagreement about work assignments to heated arguments about team goals and values. Performance has declined and three officers have submitted transfer requests.

HR Manager Ms. Priya has been asked to intervene. She observes the following:

• Officer A (senior) refuses to share client data with Officer B (junior), saying it is not his role.
• Officer B feels the task allocation is unfair and is de-motivated.
• Officer C frequently criticises the team’s approach in front of external stakeholders.
• The DGM tends to avoid conflict, often delaying decisions that could resolve disputes.

Case Study 2 (Q5–Q8): Read the following carefully and answer the questions.

The Internal Audit Department of Heritage Bank is conducting a statistical sampling exercise of loan accounts to estimate the average outstanding balance. The following information is available:

• Total number of loan accounts in the population: N = 800
• Sample size drawn: n = 100
• Sample mean outstanding balance: Rs. 45,000
• Population standard deviation: Rs. 20,000
• Confidence level required: 95% (Z = 1.96)

The department needs to determine the Standard Error and the confidence interval for the population mean.

Case Study 3 (Q9–Q12): Read the following carefully and answer the questions.

Global Finance Bank has recently restructured its operations and conducted an internal employee satisfaction survey. The following observations were recorded:

• Officer Rajiv: Recently transferred to a new city; his main concern is arranging stable accommodation for his family.
• Officer Sunita: Has secured accommodation and has a supportive team. She now wants to be part of important projects and contribute meaningfully.
• Officer Deepak: Performing exceptionally well; recently praised publicly. He feels confident and wants to be recognised as the best performer in the region.
• Officer Priya: Has achieved all career milestones; she is now focused on pursuing leadership coaching and contributing to the bank’s social initiatives.

The HR Head is designing a motivation strategy and is also debating between Theory X and Theory Y approaches for managing the field sales team.

Case Study 4 (Q13–Q16): Read the following carefully and answer the questions.

Central Bank’s analytics team is forecasting retail loan disbursements using time series analysis. Historical quarterly disbursements (Rs. crore) for the last 3 years are shown below:

• Year 1: Q1=120, Q2=140, Q3=160, Q4=100
• Year 2: Q1=130, Q2=155, Q3=175, Q4=110
• Year 3: Q1=140, Q2=165, Q3=185, Q4=120

The trend line equation derived from regression analysis is: Y = 125 + 6.5t (where t = 1 for Y1Q1, t = 2 for Y1Q2, and so on).

The seasonal indices computed are: Q1 = 0.94, Q2 = 1.08, Q3 = 1.22, Q4 = 0.76

Case Study 5 (Q17–Q20): Read the following carefully and answer the questions.

Progressive Bank Ltd., a mid-sized private sector bank with 6,000 employees across 18 states, has decided to implement an integrated Human Resource Management System (HRMS). Currently:

• Employee records are maintained in Excel files at branch level.
• Leave applications are submitted on paper.
• Payroll is processed manually by the Accounts department.
• Training attendance is tracked verbally by branch managers.
• Performance appraisals are completed in physical forms, stored in physical files.

The Bank’s IT infrastructure is moderate, with reliable internet at all zonal offices and most branches.

The CHRO has been tasked to design the e-HRM rollout in three phases: Operational, Relational, and Transformational.