PROJECT REPORT

EMPLOYEE -MOTIVATION
AT
HDFC BANK, HYDERABAD
MASTER OF BUSINESS ADMINISTRATION

Submitted by

(Student Name)

HT NO: 21WJ1E****

Under the Guidance of

Mr. K. SANDEEP REDDY

ASSISTANT PROFESSOR

School of Management studies

GURUNANAK INSTITUTIONS TECHNICAL CAMPUS

(Autonomous)
 PAGE
CHAPTER CONTENTS
NO.
INTRODUCTION
 Objectives of the study

CHAPTER - I  Need for the study

 Scope of the study

 Research Methodology

CHAPTER - II REVIEW OF LITERATURE

CHAPTER -
COMPANY PROFILE
III
CHAPTER -
THEORETICAL FRAMEWORK
IV
DATA ANALYSIS &
CHAPTER - V
INTERPRETATION
 Findings
CHAPTER -
 Suggestion
VI
 Conclusion
Annexure / Questionnaire
INDEX
 CHAPTER – I

INTRODUCTION
Introduction
The important task before every manager is to secure optimum performance from each of
his subordinates. The performance of the subordinate, in turn, is determined by his ability to
work and the extent to which he is motivated.
Motivation is the process of inducing and instigating the subordinates to put in
their best. Motivation is influenced significantly by the needs of a person and the extent
to which these have been fulfilled. To motivate the subordinates, the manager must, therefore,
understand their needs.
The term ‘motivation’ has been derived from the word ‘motive’. Motive is the urge, need,
want or desire that induces a person to work.
ORIGIN
The term motivation is derived from the “Latin” word “motive” which means
induces or desire to work.
Motivation is the process of attempting to influence others to do your will through
the possibility of gain or reward.- Edwin B. Flippo
Motivation means a process of stimulating people to action to accomplish desired
goals. W.G.Scott

1.1.2 NATURE AND CHARACTERISTICS OF MOTIVATION

1. Motivation is a psychological concept

The needs of person influence his behavior. A subordinate, whose needs have been fully
satisfied, feels mentally relieved.
2. Motivation is always total and not piece-meal
It means that a person cannot be motivated in instalments. An employee will not be
motivated if some of his needs are partly satisfied.
3. Motivation may be financial or non-financial
An employee may be motivated through financial or non-financial incentives.

4. Motivation may be positive as well as negative

Many people think that the method of motivation should always be positive. It may even
be negative.
5. Motivation is continues process
Man is a wanting animal. As soon as one need is satisfied another appears in its place.
This is an unending process.
1.1.3 IMPORTANCE OF MOTIVATION

1. Inducement of employees
2. Higher efficiency
3. Optimum use of resources
4. Avoidance of loss due to mishandling and breakage
5. No complaints and grievances
6. Better human relations
7. Avoidance of strikes and lock-outs
8. Reduction in labour turnover

1.1.4 PROCESS OF MOTIVATION

1. Recognition of an unfulfilled need

2. Finding the way out to satisfy the same
3. Fulfilments of the need
4. Discovery of new need
1.1.5 TYPES OF MOTIVATION

S.NO Financial motivation Non-Financial motivation

1 Higher wages and salary Job security
2 Bonus Recognize
3 Profit sharing Better designation
4 Commission Participation in decision making
5 Increment Job rotation
OBJECTIVES OF THE STUDY

To identify the motivational factors for the employees in “HDFC Bank ”.

To evaluate the opinion of the employees about the factors such as contents of the job, training
and development.

To find out the factors that influence the employee’s motivation provided by an organization.

To identify the significance of motivation that has an impact on productivity.

To identify the factors which bring high level of satisfaction.

 NEED FOR THE STUDY

 This study is emphasis on improvement of motivation and to bring in balance of work

and life helps the HDFC Bank to achieve its goals and targets in turn.

 This research focused on the employee satisfaction on motivational measures of the

company.

 To analyses the employee motivation scenario in “HDFC Bank Hyderabad”

 To identify methods of the organization motivates the employees.

SCOPE OF THE STUDY

 The important of studying employee’s motivation is to understand the internal

satisfaction in the minds of every employee. This study helps to know some
employees satisfaction level. The finding of this study helps the company to
implement the expectations from the employees.

 The study helps the company to know whether the motivations are undertaken strongly
accepted and also to know the lacking in the employee motivation.
 RESEARCH METHODOLOGY

3.1TYPE OF PROJECT:
This study is exploratory in nature. The study has been conducted in the form of survey, so that
the inputs can be received from the respondents. This study identifies the major factors for
knowledge sharing and attempts to capture the areas of improvement if any so as to increase and
fine tune the benefits of implementing new ideas at right time.

3.2 TARGET RESPONDENTS:

The target respondents are the employees belonging to the various teams [Training and
development, Gds cell, Human resources department] of the organization. Questionnaire has
been designed and the responses from the employees are obtained and analyzed.

3.3 RESEARCH APPROACH

Research can be defined as a systematic and scientific search for pertinent information. It
is the manipulation of things, concept or symbols for the purpose of generalizing to extend or
verify knowledge aids in construction of theory or in the practice of an art. Research
methodology is the method by which a research is conducted. It is a way to systematically solve
a problem. In research methodology the researcher studies the various steps that are generally
adopted in studying a research problem along with the logic behind them.

Research design
A research design is the arrangement of conditions for collections and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in procedure.
The research design is the conceptual structure within which research is conducted; it constitutes
the blueprint for the collection, measurement and analysis of data.
Descriptive research design is used for this study where the pilot study was conducted
among the employees and with that knowledge, questionnaires were given to the respondents.
Research design includes:
 Formulating the objectives of the study.
 Designing the methods of data collection.
 Selecting the sample.
 Collecting the data.
 Processing and analyzing the data.
 Reporting the findings.
Sources of data
The task of data collection begins after a research problem has been defined and research
design plan chalked out. The primary data are those, which are collected afresh and for the first
time, and thus happen to be original in character. The secondary data are those which have
already existing collected data by some other else and which have already been passed through
the statistical process.
Primary data
The Primary data was collected using structured questionnaire on “A Study on
Effectiveness of Employees motivation in Toyota Motor India Ltd.” from the employees of the
organization.
Secondary data
Secondary sources of information are summaries of information gathered from
translations, summaries and review of research abstracts, guide books, internet and other
publications regarding the company & industry processes.
Research instrument
The questionnaire is prepared with Multiple Five Point scale.

The questionnaire was administered in the following way:-

Scales Scores
SCALES SCORES
Strongly Agree 5
Agree 4
Neutral 3
Disagree 2
Strongly Agree 1

3.4 Sample design

A sample design is a definite plan for obtaining a sample from a given population. It
refers to the technique or the procedure the researcher would adopt in selecting items for the
sample. Sampling design, this deals with the method of selecting items to be observed for the
given study. The researcher conducted field survey and used questionnaire as the instrument for
collecting data.
Sampling unit
A decision has to be taken concerning a sampling unit before selecting sample. Employees of
HDFC Bank . are taken as sampling unit as the study was conducted only at HDFC Bank .

Sample size and Populations:

Nearly 68,000 employees are working in HDFC Bank Hyderabad. Out of which we have
consider 120 respondents for our study. Since these members are actively involved in this
particular’s project [Training and development, Gds cell, Human resource department].
Responses of 100 employees are meeting our questionnaire expectation. So we have taken the
sample size of our project to be 100. Since out of those three departments we have randomly
chosen 120 employees for our project. So, random sampling method has been used in this study.
Sampling procedure
The researcher must decide about the technique to be used in selecting the items for the
sample. Convenient sampling method is used for the study.
3.5 DATA PROCESSING
The data thus gathered were appropriately summarized and analyzed using the following
methods:
Percentage Method
We analyses our data by using the Percentage method. This method helps in reducing
number to a common base, which is turn helps in comparisons. The following formula is used to
analysis the data.

Formula:
No . ofRepondents
PERCENTAGE = × 100
TotalNo . ofRespondents
3.6 TOOLS FOR ANALYSIS:
 Chi-Square Test
It is a non parametric test used most frequently to test the hypothesis.
This aims at determining whether difference exists among groups of data or whether differences
are due to sampling. It describes the discrepancy between the theory and observation. This test is
done to find the dependence of one factor over the other. Chi-square is a statistical test
commonly used to compare observed data with data we would expect to obtain according to a
specific hypothesis.
Formula:
(O−E)2
χ2 =∑
E

Where ‘E is the expected frequency

‘O’ is the observed frequency
(r−1)(c−1)
Degree of freedom =
Rank Correlation

Rank correlation is a technique of determining the degree of correlation between

two variables in the case of ordinal data ranks are given to the different values of the
variables. This coefficient is determined as under.

Spearman’s coefficient of Correlation (or)

r = 1- _6Σd²_
n (n²-1)

 Percentage
Percentage analysis was mainly used by the research to analyze and interpret the data.
The percentage refers to special kinds of ratio. Percentage is used in making comparison between
two or more series of data.
 Mean score Value
The questionnaire is framed using five- point type scaling techniques. The responses to
various statements are scored in such a way that responses indicative of strongly agree is given
the highest score of 5 and agree is given the score of 4 and neutral is given the moderate score of
3, disagree is given the score of 2 and that with the strongly disagree is given the lowest score of
1.
3.7 TECHNIQUES USED FOR REPRESENTATION OF DATA
 Bar charts:
It is a Clustered column with 2 visual effect. The bars are of same width and only the
length varies.
LIMITATIONS OF THE STUDY

 The study has been carried out with the assumption that the responses from the workers
are real.
 The study has been conducted and it is applicable only to in- house motivational level of
HDFC Bank .
 Hesitation and a little difficulty of the employees to express their views was an obstacle
to the investigator.
 Certain employees of the company are not aware of what factors motivates them.
 Most of the employees didn’t come forward to give opinion about the management.
Hence it doesn’t provide them to derive a concrete solution.
 The study was conducted only for a short period of time.
 CHAPTER –II
REVIEW OF LITERATURE
 REVIEW OF LITERATURE
From the literature gathered for the study, the factors that enhance employees motivation
are fair pay, incentives, special allowances, fringe benefits, leadership, encouragement, trust,
respect, joint decision making, quality of supervision, adequate working relationships,
appreciation, chances for growth, identification and fulfilment of their needs, reorganisation,
empowerment, inspiration, safe working condition, training and information availability and
communication to perform action. Independent variables based on the concept rewards and
recognition, satisfaction with supervision, works itself. Dependent variables based on the concept
job satisfaction and total outcome concept intrinsic motivation.

Rewards & Recognition

Satisfaction with supervision
Work itself

INDEPENDENT
VARIABLES

EMPLOYEES MOTIVATION

RESEARCH REVIEW

Review of Literature

Steven G. Westlund et al.(2008) , suggested that the turnover or attrition of the

softwaredevelopers can be reduced by emphasizing the factors related to their advancement,
responsibility, achievement and recognition. In this survey samples were collected from 24
organizations representing higher education, consulting, defense contracting , local govt. and
software developers across the United States.The turnover measured as the degrees of
relationship of the job satisfaction variables: contingent rewards, promotion, supervision, pay,
operating conditions, coworkers, benefits, communication and nature of work. This study
concluded that IT workers are the vital resource in our 21 st century and the IT firm can better
leverages their talent by developing the culture which encourage creativity, empowerment ,
motivation and organizational commitment and provide them the complete opportunity for
accepting challenging assignments, to learn new technology, and recognition of achievement
from management and peers.

Abhijit Siddhanta et al.(2010), summarized the relevance of employee engagement through

thedata collection from various research findings and corporate practices and implications for
theory which includes Gallup, Hay Group, ISR, Right Management , Blessing white & HR
Annexi etc and found that 34% employees in India are fully engaged and 13% are actually
disengaged which proved to be most focused and statisfied globally. All the key measures which
results and drive organizational performance (productivity, profitability, safety, employees
retention, innovation, loyalty and quality, customer service and satisfaction, customer loyalty and
retention) are the outcome of engaged committed employees. The new corporate culture focused
on the employees not only what the produce but also to focus their hidden talent for organization
contribution and growth. There are four major factors on which the employee engagement
depends are such as : Organization’s culture , implementation of people focused policies,
measureable KRA’s and organization performance. The highly engaged employees of any
organization make the organization stable and successful in terms of financial and non- financial.

Solomon Markos et al.(2010), defined that the scope of the employee engagement are very
wideand broader in nature, which is strongly supported by the two way relationship between
management and employees. It is very true that the engaged employees are always positive in all
respect for the organization; such as employee retention, productivity, profitability, customer
satisfaction and safety etc. Employee engagement is depend on the personal traits of the
employee’s( knowledge, skills, attitude etc. ) , organization culture, environment and practices
(leadership, social networks , personal respect, process, context component of job performance
etc.). The employees engagement starts from the first day through effective recruitment and
orientation program , begins from the top management in the organization and always keep focus
on the top- talented employees to reduce their turnover and continuously maintain or increase the
business performance of the organization.

Mohammed Javed Kalburgi et al.(2010), concluded that there are lots of factors which
playinto the concept of employee motivation and it differ from situation to situation. Some
organization’s guidelines related to motivation may not be effective for the other organisation
because the motivation is based on various theories. The good environment of the organization
and supervisor’s help in performing the task of the employees played vital role for employee’s
motivation i.e. the success of any organization depends on its motivated employees.

According to Preeti Khatri et al.(2010) , that managing talent in global organization is

morecomplex and demanding. The current business scenario showing the weaknesses in the
talent management practices in many organization , as well as the lack of a comprehensive
understanding of skills , capabilities, key workforce and top talent. Talent strategy is also an
integral part of the overall organizational strategy. Most of the companies also develop their plan
and keep the track of the record of the talents of their employees which includes attracting and
recruiting qualified candidates with competitive backgrounds, managing and defining
competitive salaries, training and development opportunities, performance management process
retention program, promotion, transitioning and the leading organization generally ensure that
the right person with right skills in the right job at the right time. Talent management can be the
major strategy for the company’s value proposition and a distinct competitive advantage.

Tamilselvan. R et al.(2010), studied the impact of industrial relation on employee productivity

which recognized thatNow a days various new technologies and latest machineries are being
introduced in the market for the improvement in productivities, but the human input towards the
improvement in the productivity , economic growth and development is very-very crucial factor
which can not be overlooked by organisations. The trade unions also plays an important roles to
make industrial environment conducive and with the objective of promotion of productive
efficiency, capitalism.

Francis C. Anyim et al. (2011), marked change of form , appearance, character of collective
bargaining specially at the timeof economical recession. During the declining of economy the
recession is very big challenge to face by the management or the union , the industrial harmony
and industrial peace can only be achieved through the concept of effective collective bargaining
and win-win approach for both the parties.

Mostak, Ahamed Galib et al.(2011), collected the recent labour unrest from May-2009 to June-
2011(i.e. 11 nos. of labour unrest) in the Indian Banking industries. Now a days maintaining the
co-ordial human relation in the auto industries in India is a very big challenge. The factors which
are affecting the industries are demand for wage hike, reinstatement of terminated or dismissed
workers, demand for recognition of labour union, hiring of 85% on contractual basis to run the
plant, lack of motivation ,security, safety in the organizations. Some of the factors are also
having the indirect relation to strike such as price hiking of raw materials, customers complaints,
additional govt. tax liabilities etc.

Bassey,Antigha Okon et al.(2012), studied the strong effect or impression of multi-union

onindustrial harmony. In this study there is tertiary hospital organization in Cross River State and
taken a sample of 226 subjects randomly from the two hospital , having the multi-union , each
union struggle to survive and do better than other union. Due to the existence of inter-union
conflict the industrial harmony disturbed by frequent strike. Donnelly , Gibson and Ivancevich
(1984) shared that inter-group disagreement in any organization works as major source of
industrial conflict and disharmony. To prevent from strike and disparity , the govt. should review
the existing employee’s salary structure , the scale and make relevant amendment in industrial
law periodically.

M.N. Badrinath et al.(2012), founded that , now a days the companies are facing throat
cutcompetition and to increase the profitability , deploying the 55 % of the labour force on
contract basis. Most of the Banking companies are just having the 7% people on permanent
basis. In this case study of the company’s named Maruti Suzuki India ltd focuses on various
aspect of labour issue and shared their impact on profit of the organization , issue of contract
labour and importance of collective bargaining in maintaining positive industrial relations.

Nupur Chaudhary et al.(2012), interpreted that motivation is an effective tools for

employee’sperformance(productivity ) and their retention in any organization. To face the
challenges and market competitiveness all the factors of employee retention and production (4M-
Men. Material , Machine , Method) should be utilized in an optimum manner for the survival of
any organization. The profit and revenue growth of any organization is only the outcome of the
motivated employees which are also the actual assets of the concerned organization. Positive
motivation is only possible in the organization by handling of thoughts, feelings and emotions to
protected highest productivity.In this research the data is collected from 70 employees in the
form of questionnaire from the employees working in various deptt having different job
responsibilities and concluded that employees motivation is having the direct impact on
productivity and growth of the organizations.

Arun Kumar Puttapalli et al.(2012), defined that the discipline is primary requirement
formaintain the industrial harmony ,smooth running of any organization and its prosperity. Any
organization which is having the good culture, motivated employees, outstanding quality always
invariably and ultimately succeed. The structured disciplined system in the organization keep the
morale high of the employees , make them more responsible, increase the productivity and
quality of work, encourage the employees to be more creative, bring new suggestions or ideas to
the organization on the other hand the non-committed or in disciplined employees shows the lack
of interest or enthusiasm in his work and resulted in conflict and frustrations.

U. M. Premalatha(2012), shown an approach that the industrial development i.e. improving

theproductivity and profitability is a result of industrialization. The study on industrial relations
is done by among 15 industrial undertakings in Thane distt. Of Mumbai which were covered
under the umbrella of MIDC . The economic conditions of an industry depend upon its
harmonious relationship, which can only be possible by the emotional involvement of both
employer and employee. For the development of nation or any organization ; the constant review
of the harmonious industrial relations is required; which add value to the continual association by
increasing the productivity and profitability.

R.N. Kadam(2012), searched that, if any country required to develop its economic conditions
then it is necessary for them tomaintain the industrial harmony, which resulted into the more
productivity and prosperity. The state govt. of the country plays a very crucial role in dealing the
industrial conflicts-strikes and lockouts.The findings of this study is that the employees involved
in the strike and lockouts has increased from 5.12 lakhs(1971) to 1 crore 19 lakhs (1999). To
achieve the industrial peace the harmonious relationship between labour and management is the
basic requirement for the same. ILO defines, “Industrial relations deals with relation between the
state, employer’s and workers unions/organizations.The main industrial disputes are mostly
related to with their wages ,hours of work, working conditions and welfare facilities etc.

Meera Singh(2012), defined that the image of any organization can be built very easily through
retaining the branded talents inthe organization. There are four major area which has to be
looked into for the employee branding i.e. selective recruitment , targeted training, effective
communication about organization goals, role clarity and compensation system. It is known that ,
now a days there is throat cut competition in the market in the era of globalization and emphasis
on customer delight. It is also necessary for the organization to focus on skilled manpower ,
retention and motivation of knowledge workmen and talented workmen through employee
branding. It is important that the available talents in the organization should be empowered ,
which resulted to have satisfied customer.This reports is having very wide view of talent
management which is the biggest challenges before the HR professionals in today’s scenario.

R. Thamilselvan et al. (2012), carried out the study toidentify the employee’s opinion and
management strategies towards thetalent management in the organization. It is not necessary that
money is the only reason of leaving the organization but the dysfunctional company culture is
also one of the main reason for the same. The major strategies such as Job rotation and New
Assignment, Alternative Work Schedule (AWS), Reward and Recognition system, Retention
bonus/ scheme are the more acceptable by the majority of the employees in the IT organizations.
Anupam Rani et al. (2012), described that talent management is a strategic tool and holistic
approachfor attracting and selecting people wisely, developing and retaining leaders , placing the
right talent at right place and right time , as well as prepared the organization for the future
challenges and development. Talent management comprising three major components : Talent
Identification, Talent development (internal and external) , Talent engagement , motivation and
retention.

Sayed Ali Akbar Ahmadi et al.(2012), shared about the considerable or meaningful
relationbetween the social capital and talent management which has been faced by Iranian
organizations such as attraction, evaluation, exploration and also development and maintain of
talents at the Southern Khorasan Electric Energy Distribution Company(SKEDC). The total
population at SKEDC is 120 people and out of that there were 92 respondents and questionnaires
based on the questions related to talent management system and social capital for analysis. The
talent management level can be enhanced by improving the social capital status i.e. promotes co-
operations between two or mores individuals(Fukuyama,2010) , in an organization. The
existence of positive social capital an inevitable tool for creating the trust and certainty in each
employee life.

Viresh Mathur et al. (2013), revealed that Tyre industries should be pro-active for the
development of philosophy IndustrialRelation Management. The workers should be involve for
sharing their views about their working conditions, welfare measures, encourage to provide their
valuable and innovative suggestions or ideas for improving the productivity and profitability of
the organization. The culture of empathically approach should be adhered for resolving the issues
of the workmen.

Pallavi Kumari (2013), emphasize that now–a-day industrial harmony is very much required for
sustained economicdevelopment and growth. In our country we are having mixed economy i.e.
both private sector and public sector. Industrial relation play a vital role in establishing and
maintaining industrial harmony and the techniques used for the same differ from industry to
industry and organization to organization in view of difference of objective.
Akpoyovwaire Samuel Mukoro(2013) , suggested that communication is very essential part
ofany social system because it creates an environment of mutual trust , harmony and
proficiency ,which motivates the workers for more productivity. School staff and management in
Nigeria should be instructed to communicate regularly with both internal, external audiences and
stakeholders. It is an effective tool of management which avoids mistrust , conflict, suspicion,
confusion or mis-understandings among the workers and management. The two-way
communications allowing / inviting the workers to participate in the decisions that affect their
lives within the organization , it also make them motivated ,capable , respectable and facilitate
for the achievement of the common organizational goals.

Hiteshwari Jadeja et al.(2013), Now days the labour issue in the automobiles in India are
verycommon and uncontrolled, the main reason of this is low-wage contract workers. Because in
Banking industries the wage difference in-between permanent worker and contractual worker is
very huge for the similar skill and job profile. All the contractual are being removed after every
six month and reappointed again for escaping from their medical-benefits and provident fund
payment responsibilities in Maruti Suzuki’s , Manser plant, which comes under the unfair labour
practices and resulted into the labour unrest.To maintain the harmonious industrial relation HR
people has to be proactive to address and resolve the grievances of the workmen.

Nibedita Nanda et al.(2013), communicated the challenges and effectiveness of

industrialrelation environment by adopting better kind of welfare activities for their workmen ,
which resulted the better productivity, minimum cost, higher profit, reduces industrial dispute ,
harmonious relationships etc. There were 40 respondents at Rourkela steel plant and collected
the data through structured interview method and found the satisfied results in respect of all the
welfare scheme adopted by the company. It is inevitable to have better relationship between
employer and employee for successful running of any organization and avoid many adverse
situation i.e. maintaining cordial relation.Rourkela Steel Plant has taken every step to maintain a
cordial relation.
Sanjay Gaur et al.(2013), reported that there are lot of Human Resource functions ,the
scholarcollected the data from 200 nos. respondents and response rate was 100% from various
organization located at Jaipur, Rajasthan which includes Banks, Manufacturing units, Export
divisions, Govt. organizations, Educational institutes, Insurance companies, IT sectors, Hotels
and Hospitals. Although there are various Human Resource functions are being carried out in all
the organization. The employees do not perceive them equally important such as Performance
Appraisal, Training, Executive Development and Career Planning etc. but not indifferent some
function like Planning & Procurement , Development, Compensation, Integration and
maintenance. It is desirable that the HR systems must be transparent and shared perceptions
about the work culture and behaviors that management expects supports and rewards.

Rajpreet Kaur(2013), observed that talent management is a crucial tool for identification of the
strength and weakness of theemployees of the organization. Now a days the managing the talent
in a global organization is very challenging, which includes the process of attracting, selecting,
training, developing, promoting and retaining the employees throughout the organization. Talent
management assist to improve the organizational performance by focusing the key variables
(leadership, competencies, individual skills, motivations, experience, reward and recognition ).

Hassan, Olanrewaju Makinde(2013), opines that industrial harmony at the workplace is very
much important for theachievement of organizational goal and objectives. The industrial
harmony can be achieved and maintained at the workplace through effective industrial relations
i.e it shows that the existence of the significant relationship between industrial harmony and
effective industrial relation. This study recommend for the organization to prevent strike action,
disputes and disorderliness at work place some factors should be attended maturely such as pride
to be given to Industrial / Trade union activities, individual problem as organizational problems,
arrangement or collection of funds for the smooth running of union activities.

Abhishek Gupta(2013), shown the industrial revolution scenario from pre-independence to

post-independence practices forindustrial revolution. During the period of pre-independence
there were no existence of any legislative measure to protect the interest of workmen except the
Employer & Workmen (Disputes) Act 1860 and employers exploited the workers with very low
salary and poor working conditions and workers were being used as the commodity. After the
post-independence there is an intervention of state govt. by framing the labour policies and
providing machinery for the settlement of industrial dispute to prohibit strikes and lock- outs
viewing a common platform of consultative tripartite relationship.

B. Ravi Kumar(2014), emphasize on some important points to ensure for maintaining the
congenialand cordial relation in the organization. The points are such as : the relation between
the superiors and subordinates should be healthy, adequate training to the superiors is to be given
for maintaining better relations, unbiased procedure should be maintained for the grievance
settlement, management should not discourage the workmen for participating in union activities,
management should firm and fair with the demand of union.

Bidayatul Akmal Mustafa Kamil et al. assessed that identification and development of talent
management strategies isrequired for organization success and sustain for future , benefit for its
employee. People of the organization are the valuable assets and talent management would
anticipate human resource activities such as recruitment and selection, coaching, training and
development, performance management, engagement and retention for the organization
development and performance.

Mohammadhossein Hajikaimisari et al. , expressed the “Talent Management”as

anorganization’s strategic management system and by implementing the same we can develop
the human resource , which would be capable to support the current and future organizational
growth direction and objectives in Iranian construction firm. TM is having the major three
components: Talent identification, Talent development- Internal and External talent
development, Talent Engagement- motivation and retention.The TM ability can be used for
welding process and explained flexibility(100%), work environment(75.63%),balance(87.10%)
and accessibility(82.34%) for promoting the welding quality and welder proficiency in which
investment on two categories of work environment and balance is profitable.
 CHAPTER –III
INDUSTRY PROFILE
COMPANYPROFILE
 INDIAN BANKING INDUSTRY REPORT
The banking sector is the lifeline of any modern economy. It is one of the important financial
pillars of the financial sector, which plays a vital role in the functioning of an economy. It is very
important for economic development of a country that its financing requirements of trade,
industry and agriculture are met with higher degree of commitment and responsibility. Thus, the
development of a country is integrally linked with the development of banking. In a modern
economy, banks are to be considered not as dealers in money but as the leaders of development.
They play an important role in the mobilization of deposits and disbursement of credit to various
sectors of the economy. The banking system reflects the economic health of the country. The
strength of an economy depends on the strength and efficiency of the financial system, which in
turn depends on a sound and solvent banking system. A sound banking system efficiently
mobilized savings in productive sectors and a solvent banking system ensures that the bank is
capable of meeting its obligation to the depositors.

In India, banks are playing a crucial role in socio-economic progress of the country after
independence. The banking sector is dominant in India as it accounts for more than half the
assets of the financial sector. Indian banks have been going through a fascinating phase through
rapid changes brought about by financial sector reforms, which are being implemented in a
phased manner.

The current process of transformation should be viewed as an opportunity to convert Indian

banking into a sound, strong and vibrant system capable of playing its role efficiently and
effectively on their own without imposing any burden on government. After the liberalization of
the Indian economy, the Government has announced a number of reform measures on the basis
of the recommendation of the Narasimhan Committee to make the banking sector economically
viable and competitively strong.

The current global crisis that hit every country raised various issue regarding efficiency and
solvency of banking system in front of policy makers. Now, crisis has been almost over,
Government of India (GOI) and Reserve Bank of India (RBI) are trying to draw some lessons.
RBI is making necessary changes in his policy to ensure price stability in the economy. The main
objective of these changes is to increase the efficiency of banking system as a whole as well as of
individual institutions. So, it is necessary to measure the efficiency of Indian Banks so that
corrective steps can be taken to improve the health of banking system.

EVALUATION OF INDIAN BANKING 1

The period of last six decades has viewed many macro economic development of India. The
monitory, external and banking policies have undergone several changes. The structural changes
in the Indian financial system specially in banking system has influence the evaluation of Indian
Banking in different ways. After the independence and implementation of banking reforms, we
can see the changes in the functioning of commercial banks. In order to understand the changing
role of commercial banks and the problems and challenges, it would be appropriate to review the
major development in the Indian banking sector. Evaluation of Indian banking may be traced
through four distinct phases .

1. Evolutionary phase (Prior to 1947)

2. Foundation phase (1947-1969)
3. Expansion phase (1969-1990)
4. Consolidation and Liberalization phase (1990 to till)
The present chapter analyses the above phases and structure of the banking sector in India. The
main objective of this chapter is to setup the ground and logic for the next chapter.

Recent development in Indian Banking Sector In the recent year, the banking Industry has been
under going rapid changes which is reflecting in banking reforms. Telecommunication and
Information technology are the most significant areas which have changed rapidly. It has
accelerated the broadcasting of financial information which lowering the costs of many financial
activities. In the last few year banking sector has introduce new products: Credit Cards, ATM,
Tele-Banking, Electronic Fund Transfer (EFT), Internet Banking, Mobile Banking etc. These
new products increase the efficiency of banks by reducing transactions cost. Some of the
important areas which developed recently are discussing here.

Retail Banking Concept One of the major development in the banking sector is the introduction
of retail Banking in the country. At present, banks are focusing more on retail banking by
proving various loan facilities to depositors. The banking sector is facing increased competition
from non-banking institution. The Retail Banking encompasses various financial products
(different type of deposit accounts, home loan, auto loan, credit cards, demate facilities,
Insurance mutual funds, credit and debit cards, ATM, Stock broking, payment of utility bills)
catering to diverse customer groups, offering a host of financial services, mostly to individuals.
Simply speaking, it takes care of the diverse banking needs of an individual. (Kaur, Bhandri and
Gupt, 2009.

Information Technology Information technology (IT) has transformed the functioning of

businesses, the world over. With the innovation in the IT, Indian banking sector has benefited a
lot by offering new products and services. Information technology has helped the banking sector
by opening newer delivery channels to customers – ATMs networking in the form of shared
payment networks, internet banking, implementation of core Banking solutions, mobile banking
etc.

The RBI has played a proactive role in the implementation of IT in the banking sector.

According to RBI the two major advantages of technological adoptions - a. Reduction in banks
operational cost. b. Facilitating more efficient transactions among customers with in the same
network. Over the year RBI has increase the role of technology in the day to day operation of
banks.
The IT Vision Document, 2011-17 of the Reserve Banks sets out the roadmap for
implementation of key IT applications in banking with special emphasis on seamless delivery of
banking services through effective implementation of Business Continuity Management (BCM).
Information Security policy, and Business process Re-engineering (BPR). Public sector banks
accounting for more than 60% of the total number of ATMs as at end March 2012, while close to
one third of the total ATMs were attribute to the new private sector banks.

On Comparing the number of off-site and on-site ATM installed, it has been noted that new
private sector banks have largest number of off-site ATMs in 2011-12, while Public sector banks
have largest number of on-site ATMs. Further, foreign banks have more offsite ATMs than on-
site ATMs in all the financial area.
COMPANY PROFILE
The Housing Development Finance Corporation Limited or HDFC was among the first financial
institutions in India to receive an “in principle” approval from the Reserve Bank of India (RBI)
to set up a bank in the private sector. This was done as part of RBI’s policy for liberalisation of
the Indian banking industry in 1994.

HDFC Bank was incorporated in August 1994 with its registered office in Mumbai, India. The
bank commenced operations as a Scheduled Commercial Bank in January 1995. As of June 30,
2020, the Bank had a nationwide distribution network 5,326 branches and 14,996 ATM's in
2,825 cities/towns.

HDFC Bank's MOGO - our Musical Logo - is a vibrant expression of the values that have
driven the Bank to become India's premier digital bank. It helps form a powerful emotional
connect with customers and builds recall among stakeholders across platforms - ATMs,
PhoneBanking, Apps and other touch-points
Our MOGO reflects the two dimensions of what we stand for:

Trust
Created through being caring and reliable over the last two decades

Progressive change
To address the ever changing needs of our customers

This piece is inspired on the one hand, by RaagBilawal which expresses innovation and
dynamism, and on the other by RaagShudhKalyan which reflects the caring, humane nature of
HDFC Bank. You will find contemporary western instruments such as the Piano and Guitar
accompanying our very own Sitar, thus creating a wholesome blend of global aspiration and
Indian earthiness.
MOGO is a registered trademark of Brand Musiq.

CSR

At HDFC Bank, corporate social responsibility or CSR is all about developing a business model
that not only creates economic value but also contributes to a healthy ecosystem and strong
communities. Our endeavour is to evolve and develop appropriate business processes and
strategies to achieve a common goal that contributes to the greater good.

Our CSR programmes encompass sustainable livelihood, sanitation, education, skilling,

community initiatives and environmental sustainability.

VISION, MISSION AND VALUES

HDFC Bank’s mission is to be a world class Indian bank. We have a two-fold objective: first, to
be the preferred provider of banking services for target retail and wholesale customer segments.
The second objective is to achieve healthy growth in profitability, consistent with the bank’s risk
appetite.

The bank is committed to maintaining the highest level of ethical standards, professional
integrity, corporate governance and regulatory compliance. HDFC Bank’s business philosophy is
based on five core values: Operational Excellence, Customer Focus, Product Leadership, People
and Sustainability.

Promoter

HDFC is India's premier housing finance company and enjoys an impeccable track record in
India as well as in international markets. Since its inception in 1977, the Corporation has
maintained a consistent and healthy growth in its operations to remain the market leader in
mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has
developed significant expertise in retail mortgage loans to different market segments and also
has a large corporate client base for its housing related credit facilities. With its experience in the
financial markets, strong market reputation, large shareholder base and unique consumer
franchise, HDFC was ideally positioned to promote a bank in the Indian environment.
Section I.01 Business Focus

As on September 30, 2016 the authorised share capital of the Bank is Rs. 650 crores. The paid-up
share capital of the Bank is Rs. 509,12,67,434 (2545633717 equity shares of Rs. 2 each). The
HDFC Group holds 21.34 % of the bank’s equity and about 18.58 % of the equity is held by the
ADS / GDR Depositories (in respect of the bank’s American Depository Shares (ADS) and
Global Depository Receipts (GDR) Issues). Also, 32.04 % of the equity is held by Foreign
Institutional Investors (FIIs) and the bank has 4,74,443 shareholders.

HDFC Bank shares are listed on the BSE Limited and The National Stock Exchange of India
Limited (NSE). The bank’s American Depository Shares (ADS) are listed on the New York
Stock Exchange (NYSE) under the symbol ‘HDB’ and Global Depository Receipts (GDRs) are
listed on Luxembourg Stock Exchange under ISIN No US40415F2002.

Capital Structure

HDFC Bank is headquartered in Mumbai, India. As of June 30, 2020, the bank’s distribution
network was at 5,326 branches across 2,825 cities. All branches are linked online in real-time.
Customers across India are also serviced through multiple delivery channels such as phone
banking, NetBanking, mobile banking and SMS-based banking.

Our expansion plans take into account the need to have a presence in all major industrial and
commercial centers where our corporate customers are located. We also seek to build a strong
retail customer base for both deposits and loan products.

Being a clearing and settlement bank to various leading stock exchanges, we have branches in
centres where the NSE and BSE have a strong and active member base. The bank also has a
network of 14,996 ATMs across India. Our ATM network can be accessed by all domestic and
international Visa / MasterCard, Visa Electron / Maestro, Plus / Cirrus and American Express
Credit / Charge cardholders.

CBoP& Times Bank Amalgamation

On May 23, 2008, the amalgamation of Centurion Bank of Punjab (CBoP) with HDFC Bank was
formally approved by Reserve Bank of India to complete the statutory and regulatory approval
process. As per the scheme of amalgamation, shareholders of CBoP received one share of HDFC
Bank for every 29 shares of CBoP.

The amalgamation added significant value to HDFC Bank with an increased branch network,
geographic reach, customer base, and a larger pool of skilled manpower.

In a milestone transaction in the Indian banking industry, Times Bank Limited (a new private
sector bank promoted by Bennett, Coleman & Co. or Times Group) was merged with HDFC
Bank Ltd., effective February 26, 2000. This was the first merger of two private banks in the new
generation private sector banks. As per the scheme of amalgamation approved by the
shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank received
one share of HDFC Bank for every 5.75 shares of Times Bank.

Distribution Network

HDFC Bank is headquartered in Mumbai. As of June 30, 2020, the Bank's distribution network
was at 5,326 branches across 2,825 cities. All branches are linked online on a real-time basis.
Customers across India are also serviced through multiple delivery channels such as Phone
Banking, Net Banking, Mobile Banking, and SMS based banking. The Bank's expansion plans
take into account the need to have a presence in all major industrial and commercial centers,
where its corporate customers are located, as well as the need to build a strong retail customer
base for both deposits and loan products. Being a clearing / settlement bank to various leading
stock exchanges, the Bank has branches in centres where the NSE / BSE have a strong and active
member base. The Bank also has a network of 14,996 ATMs across India. HDFC Bank's ATM
network can be accessed by all domestic and international Visa / MasterCard, Visa Electron /
Maestro, Plus / Cirrus and American Express Credit / Charge cardholders.
Technology

HDFC Bank operates in a highly automated environment powered by information technology

and communication systems. All branches have online connectivity which enables speedy funds
transfer for customers. Multi-branch access is also provided to retail customers through the
branch network and Automated Teller Machines (ATMs).

We have made substantial efforts and investments in acquiring the best technology available
internationally to build the infrastructure for a world class bank.

For our core banking software needs, the corporate banking business is supported by Flexcube,
and the retail banking business by Finware, both from i-Flex Solutions Ltd. The systems are
open, scaleable and web-enabled.
HDFC Bank has prioritised its engagement in technology and the internet as one of its key goals
and has already made significant progress in web-enabling its core businesses. In each of its
businesses, the bank has succeeded in leveraging its market position, expertise and technology to
create a competitive advantage and build market share.
Section I.02 Awards
HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian Bank".
We realised that only a single-minded focus on product quality and service excellence would
help us get there. Today, we are proud to say that we are well on our way towards that goal.
It is extremely gratifying that our efforts towards providing customer convenience have been
appreciated both nationally and internationally.

ORGANIZATION STRUCTURE:
HDFC Bank's Board of Directors is comprised of distinguished individuals with a wealth of
experience in public policy, administration, industry and commercial banking. Senior executives
representing HDFC Ltd. are also on the Board.

Various businesses and functions in the bank are headed by senior executives with work
experience in India and abroad. They report to the Managing Director. The Bank is focussed on
recruiting and retaining the best talent in the industry as it believes that its people are a
competitive strength.
Section I.03 Senior Management Team
HDFC Bank’s leadership team brings together a diversity of talent and a wealth of experience.
Guided by an experienced board and visionary managing director, the team steers the bank to
new heights. As the world becomes increasingly digital, the management team is leading the
bank to leadership in this emerging domain with innovative products and services.
PRODUCTS AND SERVICES OF THE COMPANY:
 CHAPTER – IV
THEROTICAL FRAMEWORK
 CHAPTER – V
DATA ANALYSIS & INTERPRETATION
DATA ANALYSIS & INTERPRETATION
Analysis means the computation of certain indices or measures along with searching for
patterns of relationship that exist among the data groups. Analysis, particularly in case of survey
or experimental data, involves estimating the values of unknown parameters of the population.
Interpretation refers to the task of drawing inferences from the collected facts after an
analytical and/or experimental study. It is essential for the simple reason that the usefulness and
utility of research finds lie in proper interpretation.
The data after collected has been processed and analyzed in accordance with the outline
laid down for the purpose at the time of developing the research plan. This is essential for a study
and for ensuring that we have all the relevant data for making comparisons and analysis.
The real value of this research lies in its ability to arrive at central generalization. So the
data collected for analyzing the motivational level of employees in HDFC Bank ., has been
tabulated, analyzed interpreted and presented in this chapter.

The analysis is based on the following tools

 Percentage
 Mean Square Value (MSV)
 TABLE 4.1.1 AGE OF THE RESPONDENT
Cumulative
AGE Frequency Percent Valid Percent
Percent

20-30 49 49.0 49.0 49.0

30-40 37 37.0 37.0 86.0

Valid
40-50 14 14.0 14.0 100.0

Total 100 100.0 100.0

CHART 4.1.1 AGE OF THE RESPONDENT

INTERPERTATION:
It prevails from the above table 49% of respondents are in the age group of 20-
30. 37% of respondents are in the age group of 30-40. 14% of respondents are in the age group
of 40-50.
 TABLE 4.1.2 GENDER OF THE RESPONDENTS
Cumulative
GENDER Frequency Percent Valid Percent
Percent

MALE 81 81.0 81.0 81.0

Valid FEMALE 19 19.0 19.0 100.0

Total 100 100.0 100.0

CHART 4.1.1 GENDER OF THE RESPONDENT

INTERPRETATION:
It is clearly analyses from the above table81%of respondents are male.19% of respondents are
female.
 TABLE4.1.3 CADRE OF THE RESPONDENTS
Cumulative
CADRE Frequency Percent Valid Percent
Percent

EXECUTIVES 59 59.0 59.0 59.0

Valid JUNIOR EXECUTIVES 41 41.0 41.0 100.0

Total 100 100.0 100.0

CHART 4.1.3 CADRE OF THE RESPONDENTS

INTERPRETATION:
The above table shows that 59% of employee’s are executives. 41% of employee’s are Junior
executives.
 TABLE 4.1.4 EXPERIENCE OF THE RESPONDENTS
Cumulative
EXPERIENCE Frequency Percent Valid Percent
Percent

Valid 0-5 60 60.0 60.0 60.0

6-10 29 29.0 29.0 89.0

11-15 8 8.0 8.0 97.0

16-20 3 3.0 3.0 100.0

Total 100 100.0 100.0

CHART 4.1.4 EXPERIENCE OF THE RESPONDENTS

INTERPERTATION:
It prevails from the above table 60% of respondents are in the experience of 0-5. 29% of
respondents are in the experience of 6-10. 8% of respondents are in the experience of 11-15. 3%
of respondents are in the experience of 16-20.
 TABLE 4.1.5 SATISFACTION OF THE ORGANIZATION
LEVEL OF Cumulative
SATISFACTION Frequency Percent Valid Percent
Percent

STRONGLY
10 10.0 10.0 10.0
DISAGREE

DISAGREE 7 7.0 7.0 17.0

Valid NEUTRAL 14 14.0 14.0 31.0

AGREE 51 51.0 51.0 82.0

STRONGLY AGREE 18 18.0 18.0 100.0

Total 100 100.0 100.0

CHART 4.1.5 SATISFACTION OF THE ORGANIZATION

INTERPRETATION:
It is clearly analyses from the above table 51% of respondents agree with the satisfaction of the
organization.18%of respondents strongly agree with the satisfaction of the organization.14%of
respondents neutral with the satisfaction of the organization.10%of respondents strongly disagree
with the satisfaction of the organization.7%of the respondents disagree with the satisfaction of
the organization.
TABLE4.1.6 MOTIVATING OF THE EMPLOYEE’S
MOTIVATING Cumulative
EMPLOYEES Frequency Percent Valid Percent
Percent

STRONGLY
1 1.0 1.0 1.0
DISAGREE

DISAGREE 10 10.0 10.0 11.0

Valid NEUTRAL 22 22.0 22.0 33.0

AGREE 45 45.0 45.0 78.0

STRONGLY AGREE 22 22.0 22.0 100.0

Total 100 100.0 100.0

CHART 4.1.6 MOTIVATING OF THE EMPLOYEE’S

INTERPRETATION:
The above table shows that 45% of respondents agree with motivating of the employee’s.22%
of respondents neutral with motivating of the employee’s. 22% of respondents strongly agree
with motivating of the employee’s. 10% of respondents disagree with motivating of the
employee’s. 1% of respondents strongly disagree with motivating of the employee’s.
TABLE 4.1.7 FEEL SECURED IN THE ORGANIZATION
 Cumulative
FEEL SECURED Frequency Percent Valid Percent
Percent

Valid STRONGLY
5 5.0 5.0 5.0
DISAGREE

DISAGREE 6 6.0 6.0 11.0

NEUTRAL 28 28.0 28.0 39.0

AGREE 42 42.0 42.0 81.0

STRONGLY AGREE 19 19.0 19.0 100.0

Total 100 100.0 100.0

CHART 4.1.7 FEEL SECURED IN THE ORGANIZATION

INTERPRETATION:
It prevails from the above table 42% of respondents agree to feel secured in their job. 28% of
respondents neutral to feel secured in their job. 19% of respondents strongly agree to feel secured
in their job. 6% of respondents disagree to feel secured in their job. 5% of respondents strongly
disagree to feel secured in their job.
TABLE 4.1.8 GOOD RELETIONSHIP IN THE ORGANIZATION
 GOOD Cumulative
RELATIONSHIP Frequency Percent Valid Percent
Percent

Valid STRONGLY
6 6.0 6.0 6.0
DISAGREE

DISAGREE 7 7.0 7.0 13.0

NETURAL 16 16.0 16.0 29.0

AGREE 46 46.0 46.0 75.0

STRONGLY AGREE 25 25.0 25.0 100.0

Total 100 100.0 100.0

CHART 4.1.8 GOOD RELETIONSHIP IN THE ORGANIZATION

INTERPRETATION:
It is clearly analyses from the above table 46%of respondents agree with the good relationship
in the organization. 25%of respondents strongly agree with the good relationship in the
organization. 16%of respondents neutral with the good relationship in the organization. 7%of
respondents disagree with the good relationship in the organization. 6%of respondents strongly
disagree with the good relationship in the organization.
TABLE 4.1.9 DECISIONS REGARDING THE WORK
 Cumulative
DECISION MAKING Frequency Percent Valid Percent
Percent

Valid STRONGLY DISAGREE 8 8.0 8.0 8.0

DISAGREE 10 10.0 10.0 18.0

NEUTRAL 20 20.0 20.0 38.0

AGREE 32 32.0 32.0 70.0

STRONGLY AGREE 30 30.0 30.0 100.0

Total 100 100.0 100.0

CHART 4.1.9 DECISIONS REGARDING THE WORK

INTERPRETATION:
The above table shows that 32%of respondents agree with decision taken in the organization.
30%of respondents strongly agree with decision taken in the organization. 20%of respondents
neutral with decision taken in the organization. 10%of respondents disagree with decision taken
in the organization. 8%of respondents strongly disagree with decision taken in the organization.
TABLE 4.1.10 PERFORMANCE APPRAISAL ACTIVITIES
 PERFORMANCE Cumulative
APPRAISAL Frequency Percent Valid Percent
Percent

Valid STRONGLY
12 12.0 12.0 12.0
DISAGREE

DISAGREE 16 16.0 16.0 28.0

NEUTRAL 24 24.0 24.0 52.0

AGREE 36 36.0 36.0 88.0

STRONGLY AGREE 12 12.0 12.0 100.0

Total 100 100.0 100.0

CHART 4.1.10 PERFORMANCE APPRAISAL ACTIVITIES

INTERPRETATION:
It prevails from the above table 36%of respondents agree with the performance appraisal
activities in the organization. 24%of respondents neutral with the performance appraisal
activities in the organization. 16%of respondents disagree with the performance appraisal
activities in the organization. 12%of respondents strongly disagree with the performance
appraisal in the organization. 12%of respondents strongly agree with the performance appraisal
activities in the organization.

TABLE 4.1.11 CAREER DEVELOPMENT OPPORTUNITIES

 CAREER Cumulative
DEVELOPMENT
Frequency Percent Valid Percent Percent

Valid STRONGLY DISAGREE 2 2.0 2.0 2.0

DISAGREE 12 12.0 12.0 14.0

NEUTRAL 29 29.0 29.0 43.0

AGREE 44 44.0 44.0 87.0

STRONGLY AGREE 13 13.0 13.0 100.0

Total 100 100.0 100.0

TABLE 4.1.11 CAREER DEVELOPMENT OPPORTUNITIES

INTERPRETATION:
It is clearly analyses from the above table 44%of respondents agree with career development in
the organization. 29%of respondents neutral with career development in the organization. 13%of
respondents strongly agree with career development in the organization. 12%of respondents
disagree with career development in the organization. 2%of respondents disagree with career
development in the organization.

TABLE 4.1.12 ACHIEVING POLICIES OF THE ORGANIZATION

 POLICIES Frequency Percent Valid Percent Cumulative Percent

Valid STRONGLY
1 1.0 1.0 1.0
DISAGREE

DISAGREE 12 12.0 12.0 13.0

NEUTRAL 32 32.0 32.0 45.0

AGREE 40 40.0 40.0 85.0

STRONGLY AGREE 15 15.0 15.0 100.0

Total 100 100.0 100.0

CHART 4.1.12 ACHIEVING POLICIES OF THE ORGANIZATION

INTERPRETATION:
The above table shows that 40%of respondents agree with policies in the
organization. 32%of respondents neutral with policies in the organization. 15%of respondents
strongly agree with policies in the organization. 12%of respondents disagree with policies in the
organization. 1%of respondents disagree with policies in the organization.

TABLE 4.1.13 SUCCESS OF THE CAREER OBJECTIVES

 CAREER Cumulative
OBJECTIVES Frequency Percent Valid Percent
Percent

Valid STRONGLY
1 1.0 1.0 1.0
DISAGREE

DISAGREE 8 8.0 8.0 9.0

NEUTRAL 23 23.0 23.0 32.0

AGREE 43 43.0 43.0 75.0

STRONGLY AGREE 25 25.0 25.0 100.0

Total 100 100.0 100.0

CHART 4.1.13 SUCCESS OF THE CAREER OBJECTIVES

INTERPRETATION:
It prevails from the above table 43%of respondents agree attaining the career objectives in the
organization. 25%of respondents strongly agree with attaining the career objectives in the
organization. 23%of respondents neutral with attaining the career objectives in the organization.
8%of respondents disagree with attaining the career objectives in the organization. 1%of
respondents strongly disagree with attaining the career objectives in the organization.
TABLE 4.1.14 FREEDOM TO THE JOB
 Cumulative
FREEDOM Frequency Percent Valid Percent
Percent

Valid STRONGLY
9 9.0 9.0 9.0
DISAGREE

DISAGREE 4 4.0 4.0 13.0

NEUTRAL 18 18.0 18.0 31.0

AGREE 39 39.0 39.0 70.0

STRONGLY AGREE 30 30.0 30.0 100.0

Total 100 100.0 100.0

CHART 4.1.14 FREEDOM TO THE JOB

INTERPRETATION:
It is clearly analyses from the above table 39%of respondents agree with freedom to do the job
in the organization. 30%of respondents strongly agree with freedom to do the job in the
organization. 18%of respondents neutral with freedom to do the job in the organization. 9%of
respondents strongly disagree with freedom to do the job in the organization. 4%of respondents
disagree with freedom to do the job in the organization.
TABLE 4.1.15 TRAINING CONDUCTED IN THE ORGANIZATION
 TRAINING AND Cumulative
DEVELOPMENT Frequency Percent Valid Percent
Percent

STRONGLY
4 4.0 4.0 4.0
DISAGREE

DISAGREE 7 7.0 7.0 11.0

Valid NEUTRAL 28 28.0 28.0 39.0

AGREE 47 47.0 47.0 86.0

STRONGLY AGREE 14 14.0 14.0 100.0

Total 100 100.0 100.0

. CHART 4.1.15 TRAINING CONDUCTED IN THE ORGANIZATION

INTERPRETATION:
The above table shows that 48%of respondents agree with training conducted in the
organization. 288%of respondents neutral with training conducted in the organization. 14%of
respondents strongly agree with training conducted in the organization. 7%of respondents
disagree with training conducted in the organization. 4%of respondents strongly disagree with
training conducted in the organization

TABLE 4.1.16 FAIRLY AND EQUALLY OF THE EMPLOYEE’S

 FAIRLY AND Cumulative
EQUALLY Frequency Percent Valid Percent
Percent

STRONGLY
3 3.0 3.0 3.0
DISAGREE

DISAGREE 15 15.0 15.0 18.0

Valid NEUTRAL 22 22.0 22.0 40.0

AGREE 43 43.0 43.0 83.0

STRONGLY AGREE 17 17.0 17.0 100.0

Total 100 100.0 100.0

CHART 4.1.16 FAIRLY AND EQUALLY OF THE EMPLOYEE’S

INTERPRETATION:
It prevails from the above table 43%of respondents agree with treated fairly and equally in the
organization. 22%of respondents neutral with treated fairly and equally in the organization.
17%of respondents strongly agree with treated fairly and equally in the organization. 15%of
respondents disagree with treated fairly and equally in the organization. 3%of respondents
strongly disagree with treated fairly and equally in the organization.

TABLE 4.1.17 TRAINING AND DEVELOPMENT OF THE EMPLOYEE’S

 TRAINING AND Cumulative
DEVELOPMENT
Frequency Percent Valid Percent Percent

Valid STRONGLY
4 4.0 4.0 4.0
DISAGREE

DISAGREE 7 7.0 7.0 11.0

NEUTRAL 28 28.0 28.0 39.0

AGREE 47 47.0 47.0 86.0

STRONGLY AGREE 14 14.0 14.0 100.0

Total 100 100.0 100.0

TABLE 4.1.17 TRAINING AND DEVELOPMENT OF THE EMPLOYEE’S

INTERPRETATION:
It is clearly analyses from the above table 47%of respondents agree with training
and development in the organization. 28%of respondents neutral with training and development
in the organization. 14%of respondents strongly agree with training and development in the
organization. 7%of respondents disagree with training and development in the organization.
4%of respondents strongly disagree with training and development in the organization.
TABLE 4.1.18 SATISFIED WITH THE HUMAN RESOURCE DEPARTMENT
 HUMAN Cumulative
DEPARTMENT Frequency Percent Valid Percent
Percent

Valid STRONGLY
6 6.0 6.0 6.0
DISAGREE

DISAGREE 11 11.0 11.0 17.0

NEUTRAL 20 20.0 20.0 37.0

AGREE 47 47.0 47.0 84.0

STRONGLY AGREE 16 16.0 16.0 100.0

Total 100 100.0 100.0

CHART 4.1.18 SATISFIED WITH THE HUMAN RESOURCE DEPARTMENT

INTERPRETATION:
The above table shows that 47%of respondents agree with satisfaction of human resource
department in the organization. 20%of respondents neutral with satisfaction of human resource
department in the organization. 11%of respondents disagree with satisfaction of human resource
department in the organization. 16%of respondents strongly agree with satisfaction of human
resource department in the organization. 6%of respondents strongly disagree with satisfaction of
human resource department in the organization.
TABLE 4.1.19 INTERESTED IN MOTIVATING THE EMPLOYEE’S
 INTEREST IN Cumulative
MOTIVATION
Frequency Percent Valid Percent Percent

Valid STRONGLY DISAGREE 4 4.0 4.0 4.0

DISAGREE 7 7.0 7.0 11.0

NEUTRAL 20 20.0 20.0 31.0

AGREE 41 41.0 41.0 72.0

STRONGLY AGREE 28 28.0 28.0 100.0

Total 100 100.0 100.0

CHART 4.1.19 INTERESTED IN MOTIVATING THE EMPLOYEE’S

INTERPRETATION:
It prevails from the above table 41%of respondents agree with motivating the employee’s in the
organization. 28%of respondents strongly agree with motivating the employee’s in the
organization. 20%of respondents neutral with motivating the employee’s in the organization.
7%of respondents disagree with motivating the employee’s in the organization. 4%of
respondents strongly disagree with motivating the employee’s in the organization.
TABLE 4.1.20 PERIODICAL INCREASE IN SALARY
 SALARY Cumulative
Frequency Percent Valid Percent Percent

Valid STRONGLY
13 13.0 13.0 13.0
DISAGREE

DISAGREE 12 12.0 12.0 25.0

NEUTRAL 21 21.0 21.0 46.0

AGREE 36 36.0 36.0 82.0

STRONGLY AGREE 18 18.0 18.0 100.0

Total 100 100.0 100.0

CHART 4.1.20 PERIODICAL INCREASE IN SALARY

INTERPRETATION:
It is clearly analyses from the above table 36%of respondents agree with salary increases in the
organization. 21%of respondents neutral with salary increases in the organization. 18%of
respondents strongly disagree with salary increases in the organization. 13%of respondents
strongly disagree with salary increases in the organization. 12%of respondents disagree with
salary increases in the organization.

TABLE 4.1.21 RETIREMENT BENEFITS OF THE EMPLOYEE’S

 RETIREMENT Cumulative
BENEFITS Frequency Percent Valid Percent
Percent

STRONGLY
3 3.0 3.0 3.0
DISAGREE

DISAGREE 10 10.0 10.0 13.0

Valid NEUTRAL 27 27.0 27.0 40.0

AGREE 43 43.0 43.0 83.0

STRONGLY AGREE 17 17.0 17.0 100.0

Total 100 100.0 100.0

CHART 4.1.21 RETIREMENT BENEFITS OF THE EMPLOYEE’S

INTERPRETATION:
The above table shows that 43%of respondents agree with retirement benefits in the
organization. 27%of respondents neutral with retirement benefits in the organization. 17%of
respondents strongly agree with retirement benefits in the organization. 10%of respondents
disagree with retirement benefits in the organization. 3%of respondents strongly disagree with
retirement benefits in the organization.

TABLE 4.1.22 JOB SECURITY IN THE ORGANIZATION

 JOB SECURITY Cumulative
Frequency Percent Valid Percent Percent

Valid STRONGLY
2 2.0 2.0 2.0
DISAGREE

DISAGREE 12 12.0 12.0 14.0

NEUTRAL 26 26.0 26.0 40.0

AGREE 44 44.0 44.0 84.0

STRONGLY AGREE 16 16.0 16.0 100.0

Total 100 100.0 100.0

CHART 4.1.22 JOB SECURITY IN THE ORGANIZATION

INTERPRETATION:
The above table shows that 44%of respondents agree with job security in the organization.
26%of respondents neutral with job security in the organization. 16%of respondents strongly
agree with job security in the organization. 12%of respondents disagree with job security in the
organization. 2%of respondents strongly disagree with job security in the organization.
TABLE 4.1.23 PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION
 Cumulative
PROMOTION Frequency Percent Valid Percent
Percent

STRONGLY
6 6.0 6.0 6.0
DISAGREE

DISAGREE 6 6.0 6.0 12.0

Valid NEUTRAL 17 17.0 17.0 29.0

AGREE 45 45.0 45.0 74.0

STRONGLY AGREE 26 26.0 26.0 100.0

Total 100 100.0 100.0

CHART 4.1.23 PROMOTIONAL OPPORTUNITIES IN THE ORGANIZATION

INTERPRETATION:
It prevails from the above table 45%of respondents agree with promotion opportunities to the
employee’s in the organization. 26%of respondents strongly agree with promotional
opportunities to the employee’s in the organization. 17%of respondents neutral with promotional
opportunities to the employee are in the organization. 6%of respondents disagree with
promotional opportunities to the employee’s in the organization. 6%of respondents strongly
disagree with promotional opportunities to the employee’s in the organization.

TABLE 4.1.24 CAR OR BIKE FACILITIES TO THE EMPLOYEE’S

 Cumulative
CAR OR BIKE Frequency Percent Valid Percent
Percent

Valid STRONGLY
7 7.0 7.0 7.0
DISAGREE

DISAGREE 11 11.0 11.0 18.0

NEUTRAL 19 19.0 19.0 37.0

AGREE 33 33.0 33.0 70.0

STRONGLY AGREE 30 30.0 30.0 100.0

Total 100 100.0 100.0

CHART 4.1.24 CAR OR BIKE FACILITIES TO THE EMPLOYEE’S

INTERPRETATION:
It is clearly analyses from the above table 33%of respondents agree with car or bike
provide to the employee’s in the organization. 30%of respondents strongly agree with car or bike
provide to the employee’s in the organization. 19%of respondents neutral with car or bike
provide to the employee’s in the organization. 11%of respondents disagree with car or bike
provide to the employee’s in the organization. 7%of respondents strongly disagree with car or
bike provide to the employee’s in the organization.
TABLE 4.1.25 EMPLOYEE’S WELFARE SCHEME’S BY THE ORGANIZATION
 WELFARE SCHEME'S Cumulative
Frequency Percent Valid Percent Percent

Valid STRONGLY
18 18.0 18.0 18.0
DISAGREE

DISAGREE 11 11.0 11.0 29.0

NEUTRAL 17 17.0 17.0 46.0

AGREE 32 32.0 32.0 78.0

STRONGLY AGREE 22 22.0 22.0 100.0

Total 100 100.0 100.0

CHART 4.1.25 EMPLOYEE’S WELFARE SCHEME’S BY THE ORGANIZATION

INTERPRETATION:
The above table shows that 32%of respondents agree with welfare schemes in the organization.
22%of respondents strongly agree with welfare schemes in the organization. 18%of respondents
strongly disagree with welfare schemes in the organization. 17%of respondents neutral with
welfare schemes in the organization. 11%of respondents disagree with welfare schemes in the
organization.
TABLE 4.1.26 SATISFIED OF THE CANTEEN FACILITIES
 CANTEEN Cumulative
FACILITIES Frequency Percent Valid Percent
Percent

STRONGLY
4 4.0 4.0 4.0
DISAGREE

DISAGREE 14 14.0 14.0 18.0

Valid NEUTRAL 22 22.0 22.0 40.0

AGREE 39 39.0 39.0 79.0

STRONGLY AGREE 21 21.0 21.0 100.0

Total 100 100.0 100.0

CHART 4.1.26 SATISFIED OF THE CANTEEN FACILITIES

INTERPRETATION:
It prevails from the above table 39%of respondents agree with canteen facilities to the
employees in the organization. 22%of respondents neutral with canteen facilities to the
employees in the organization. 21%of respondents strongly agree with canteen facilities to the
employees in the organization. 14%of respondents disagree with canteen facilities to the
employees in the organization. 4%of respondents strongly disagree with canteen facilities to the
employees in the organization.
TABLE 4.1.27 WORKING ROOM ATMOSPHERE
 Cumulative
WORKING ROOM Frequency Percent Valid Percent
Percent

STRONGLY
5 5.0 5.0 5.0
DISAGREE

DISAGREE 11 11.0 11.0 16.0

Valid NEUTRAL 18 18.0 18.0 34.0

AGREE 38 38.0 38.0 72.0

STRONGLY AGREE 28 28.0 28.0 100.0

Total 100 100.0 100.0

CHART 4.1.27 WORKING ROOM ATMOSPHERE

TABLE 4.1.28

INTERPRETATION:
It is clearly analyses from the above table 38%of respondents agree with working
atmosphere in the organization. 28%of respondents strongly agree with working atmosphere in
the organization. 18%of respondents neutral with working atmosphere in the organization.
11%of respondents disagree with working atmosphere in the organization. 5%of respondents
strongly disagree with working atmosphere in the organization.
FACILITIES FOR FIRST AID
 Cumulative
FIRST AID Frequency Percent Valid Percent
Percent

STRONGLY
4 4.0 4.0 4.0
DISAGREE

DISAGREE 8 8.0 8.0 12.0

Valid NEUTRAL 18 18.0 18.0 30.0

AGREE 47 47.0 47.0 77.0

STRONGLY AGREE 23 23.0 23.0 100.0

Total 100 100.0 100.0

CHART 4.1.28 FACILITIES FOR FIRST AID

INTERPRETATION:
The above table shows that 47%of respondents agree with first aid facilities in the
organization. 23%of respondents strongly agree with first aid facilities in the organization.
18%of respondents neutral with first aid facilities in the organization. 8%of respondents disagree
with first aid facilities in the organization. 4%of respondents strongly disagree with first aid
facilities in the organization.
TABLE 4.1.29 FACILITIES FOR DRINKING WATER
 Cumulative
DRINKING WATER Frequency Percent Valid Percent
Percent

STRONGLY DISAGREE 13 13.0 13.0 13.0

DISAGREE 3 3.0 3.0 16.0

NEUTRAL 8 8.0 8.0 24.0

Valid
AGREE 36 36.0 36.0 60.0

STRONGLY AGREE 40 40.0 40.0 100.0

Total 100 100.0 100.0

CHART 4.1.29 FACILITIES FOR DRINKING WATER

INTERPRETATION:
It prevails from the above table 40%of respondents strongly agree with drinking water
facilities in the organization. 36%of respondents agree with drinking water facilities in the
organization. 13%of respondents strongly disagree with drinking water facilities in the
organization. 8%of respondents neutral with drinking water facilities in the organization. 3%of
respondents disagree with drinking water facilities in the organization.

4.2 Correlations
 Descriptive Statistics
Std.
Mean Deviation N
TRAINING AND
3.6000 .95346 100
DEVELOPMENT
HUMAN
3.5600 1.07609 100
DEPARTMENT

Correlations
TRAINING AND HUMAN
DEVELOPMENT DEPARTMENT
TRAINING AND Pearson
1 .289**
DEVELOPMENT Correlation
Sig. (2-tailed) .003
N 100 100
HUMAN Pearson
.289** 1
DEPARTMENT Correlation
Sig. (2-tailed) .003
N 100 100
**. Correlation is significant at the 0.01 level (2-tailed).

INFERENCE:
This means that there is a strong relationship between two variables. This means that changes in
one variable are strongly correlated with changes in the second variable. In our example,
Pearson’s r is 0.289. This number is very close to 1. For this reason, we can conclude that there
is a positive relationship between training and development and human resource department .

4.3 CHI – SQUARE TEST

H0: There is a relationship between the experience and the salary

H1: There is no relationship between the experience and the salary
 Descriptive Statistics
Std.
N Mean Deviation Minimum Maximum
EXPERIENCE 100 1.5400 .77094 1.00 4.00
SALARY 100 3.3400 1.27303 1.00 5.00

Chi-Square Test

Frequencies

EXPERIENCE
Observed N Expected N Residual
0-5 60 25.0 35.0
6-10 29 25.0 4.0
11-15 8 25.0 -17.0
16-20 3 25.0 -22.0
Total 100
 SALARY
Observed N Expected N Residual
STRONGLY
13 20.0 -7.0
DISAGREE
DISAGREE 12 20.0 -8.0
NEUTRAL 21 20.0 1.0
AGREE 36 20.0 16.0
STRONGLY
18 20.0 -2.0
AGREE
Total 100

Test Statistics
EXPERIENCE SALARY
Chi-Square 80.560a 18.700b
df 3 4
Asymp. Sig. .000 .001

a. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 25.
b. 0 cells (.0%) have expected frequencies less than 5. The minimum expected cell frequency is 20.

INFERENCE:
We can conclude there is no relationship between the experience and the employee’s
salary.
Hence it is accepted.
CHAPTER – VI
FINDINGS
SUGGESITIONS
CONCLUSION
5.1 FINDINGS
 83% of the employees have a good opinion and satisfaction with the organization.
 45% of the employees have chosen “Agree” option for their motivation level from the
organization. 22% employees have chosen strongly agree option and 22% of them
neutrally responded.
 Nearly 89% of the employees feel secured about their job.
 71% of the employees have said that they have a very good relationship in the
organization.13% of the employees have shown a negative opinion in this regards.
 Nearly 81% of the employees have said that they are considered in the decision making
process at their work.
 36% of the employees gave agree rating and 12% of the employees have given strongly
agree rating for the performance appraisal activities in the organization. 24% of the
employees have chosen neutral options and 28% of them are against these.
 57% of the employees have said that they have career development opportunities in the
organization.
 Almost all the employees have given a good feedback on the process of achieving their
aims and objectives of the organization.
 Nearly 91% of the employees have agreed that they are successful in achieving their
career objectives.
 Almost all the employees have agreed that they are given maximum freedom to do their
job.
 89% of the employees have agreed that the training conducted in the organization is
going good.
 82% of the employees have said that they are treated fairly and equally during the
training period
 The employees have given a good feedback on the periodical scheduling of the training
and development program.
 Almost 83% of the employees are satisfied with the human resources department. 17% of
the respondents have given a negative opinion.
 Nearly 89% of the employees have said that the organization is showing a great interest
in motivating the employees.
 36% of the employees have chosen agree option and 18% of them have chosen strongly
agree option, regarding the periodical increase in salary. 25% of them have disagree with
this and 21% of them are neutral.
 87% of the employees have agreed that they have their retirement benefits through the
organization.
 60% of the employees have agreed that they have their job security in the organization
with regards to intrinsic motivation.
 Nearly 88% of the employees have shown a good sign on the promotional opportunities
in the organization.
 Almost all the employees have said that they are provided transport facilities within the
official working sites. 18% of the employees have chosen negative responses.
 54% of the employees have given a good feedback about the employees welfare schemes
provided by the organization. 17% of the employees are neutrally satisfied.
 Nearly 82% of the employees are satisfied with the canteen facilities in the organization.
 66% of the employees have agreed that they are provided a good working room
atmosphere. 16% of them have disagreed with this.
 A good feedback is given about the first aid facilities available in the organization.
 Around 84% of the employees have given a good opinion about the drinking water
facilities available in the organization.16% of them have disagreed with this.
 Performance level of the employees has increased greatly due to the organization
motivations.
 5.2 SUGGESTIONS AND RECOMMENDATIONS

 The organization could attend on training of employees in various skills my study

confirms that the employees around that some are not happy with the current training.
Hence could suggest improve their aspect.

 The feedback from the employees should be regularly obtained in order to

understand effectiveness and employees motivation.

 Relationship between employees and employer needs to be improved.

 The management should pay more attention for the employee’s involvement in decision
making.

 The organization should take measure to improve promotional opportunities.

 Employees safety and welfare measures provided by the organization needs to be

improved.

 The management should Recognize and reward the employee who performs well.

 Training on technical assistance can be given to the employees based on their educational
background and their role in the project involved in the organization.

 Every respondents needs to be motivated to work hard to gain the desired knowledge and
skills in the organization.

 The higher management’s awareness about the importance of motivations and its various
ways of achieving their goals in the organization.
 5.3 CONCLUSION

 Motivation is one of the cores of management.

 Motivation creates an environment where willingness is created in the minds of
employees to work efficiently and to increase the productivity.
 The study helped to find motivational programmers’ which are conducted in the
organization.
 The employees are properly motivated they work efficiently and effectively in the
organization.
 There are various factors that motivate the employees such as salary, working conditions,
welfare measures, and promotion policies and so on. Motivation is ultimate function of so
many individuals attitudes in the organization.
 From the study I concluded that the company uses various factors to motivate employees
and it was found to be effective.

The study has been made at HDFC Bank , sriperambudur, Hyderabad has shown that generally
the employees are highly motivated in all the areas contributing towards the motivation except
for a few factors like requirement of the on- the job training, grievances redresses procedure,
non- financial motivators and canteen facilities.
There is no simple answer to the question of how to motive the people. Can money
motivate? Yes, but money alone is not enough though it does help. More than the monetary
benefits the employee expects many things. And so, from the study it is found that the
management should take more care in employee benefits. Not only by providing the
benefits more than that the employee should be motivated by boosting him. The
management should consider many things that discussed in the study. To conclude,
HIGHLY MOTIVATED EMPLOYEE IS AN ASSET FOR THE ORGANISATION.
BOOKS REFERRED:
 Stephen P. Robbins, Organization Behavior, Twelfth Edition, Pg. 184.

 P C Tripathi, Principles of Management, Fourth Edition, Pg. 255.

 Kothari.C.R. Research Methodology, New Age international Publishers, 2nd Edition.

TECHNICAL REFERENCE:
www.google.com
www.scribd.com
www.managementparadise.com
www.hyundai.com
 ANNEXURE

Dear Sir/Madam,

I am POORANI. R, final year MBA student of GKM COLLEGE OF ENGINEERING &

TECHNOLOGY, New Perungalathur. As part of my curriculum, I am doing a project survey on
“A STUDY ON EFFECTIVENESS OF MOTIVATION OF EMPLOYEES IN HDFC
BANK ”, Hyderabad. I kindly request you to co-operate with me by filling this questionnaire.

NAME (OPTIONAL):

AGE:
a) 20-30 b) 30-40 c) 40-50

DESIGNATION:

GENDER: a) MALE b) FEMALE

CADER: a) EXE b) JEX

EXPERIENCE (in HMI): a) 1-5 b) 6-10 c) 11- 15 d) 16-20

RELATIONSHIP BETWEEN SUPERVISOR & EMPLOYEES:

S.NO QUESTIONNAIRE STRONGLY DISAGREE NEUTRAL AGREE STRONGLY
DISAGREE AGREE

1. Satisfied with the working culture

of the organization
2. Management is interested in
motivating the
employees
3. Employees in the organization feel
secured in their job
4. Good relationship with co staff
members
5. Employees have a voice in major
decisions regarding changes in the
work
CAREER ADVANCEMENT:
S.NO QUESTIONNAIRE STRONGLY DISAGREE NEUTRAL AGREE STRONGLY
DISAGREE AGREE

6. Performance appraisal
activities are motivating
7. Carrier development
opportunities motivates the
employees

8. Organizational Policies
motivates for achieving its
aims and objectives

9. Successful in attaining the

career objectives
10. Satisfied with the freedom to
do the job

TRAINING & DEVELOPMENT:

S.NO QUESTIONNAIRE STRONGLY DISAGREE NEUTRAL AGREE STRONGLY
DISAGREE AGREE

11. The training sessions

conducted in the
organization is very
useful
12. Employees are treated
fairly & equally
13. Satisfied with the
training & development
of employees
14. Satisfied with the
support from HR
department
15. Management is really
interested in motivating
the employees

PAY AND PROMOTION:

S.NO QUESTIONNAIRE STRONGLY DISAGREE NEUTRAL AGREE STRONGLY
DISAGREE AGREE

16. Reasonable periodical increase

in salary

17. The retirement benefits available

to the employees are useful
18. Job security exist in the
organization

19. Effective promotional

opportunities in the organization
20. Provides car or bike to the
employees for company purpose

SAFETY AND WELFARE MEASURES:

S.NO QUESTIONNAIRE STRONGL DISAGREE NEUTRAL AGREE STRONGLY
Y AGREE
DISAGREE

21. Satisfied with the employees welfare

scheme’s given by the organization
22. Satisfied with the canteen
facilities
23. Satisfied with the working room
atmosphere
24. Facilities for first aid
25. Facilities for drinking water