A Report on Organizational BEHAVIOUR of HDFC Bank

Project report jaro education

A Report on Organizational

Behavimy

@

SUBMITTED IN FULFILLMENT OF THE REQUIREMENT FOR THE

AWARD OF

THE INTERNATIONAL MBA IN

Human resmyce

BY

Mrs. Radha renuka

ULSU/MBA/IE/JAN’13

0 JARO EDUCATION MUMBAI BATCH JAN’13

DECLARATION

I Mrs. Radha Renuka hereby declares that the project report titled “Organization Behavior in HDFC bank” submitted in partial fulfillment of the requirement for the “international MBA in Human Resmyce” is my original work and it has not formed the basis for the award of any other degree.

Name of student:

Mrs. Radha Renuka

Place: Hyderabad

Date: 10/10/13


ACKNOWLEDGEMENT

I would like to express my sincere gratitude to all the people who have

contributed towards the successful completion of my project.

I would like to extend my heartfelt thanks to Mr. Deepak Kumar

Chauhan,Senior Investment Manager of HDFC Bank for giving me his

valuable time and support to interact with the employees of the company and

providing me with the right platform to carry out my research smoothly.

Last but not the least; I would like to express my sincere gratitude to my

family and friends, for nurturing a congenial yet competitive environment in

order to motivate me to work in the best of my abilities. I am grateful to all

for providing me with right guidance and expertise that has led to the timely

completion of the project.

NAME AND SIGNATURE:

Radha renuka


Table of Content

Particular Page No.

1.Company Profile 42.Organization

Culture9

3. Organizational effectiveness

11

4.Objective of the study

15

5.Research Methodology

16

6.Data collection and Interference

17

7.Conclusion and Recommendation

89

8.References 92


COMPANY PROFILE

The Housing Development Finance Corporation Limited (HDFC) was amongst the

first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to

set up a bank in the private sector, as part of the RBI's liberalization of the Indian

Banking Industry in 1994. The bank was incorporated in August 1994 in the name

of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank

commenced operations as a Scheduled Commercial Bank in January 1995.

HDFC Bank began operations in 1995 with a simple mission: to be a "World-

class Indian Bank". They realized that only a single-minded focus on product

quality and service excellence would help them get there. Today, they are proud to

say that they are Ill on my way towards that goal.

It is extremely gratifying that their efforts towards providing customer convenience

have been appreciated both nationally and internationally.

HDFC bank has been shoIred with a number of awards, consisting of The Best

Employer Award in 2007-2008.


ABOUT THE SUBJECT

Organizational studies, organizational behavior, and organizational theory is

the systematic study and careful application of knowledge about how people - as

individuals and as groups - act within organization..

Organizational studies encompasses the study of organizations from multiple

viewpoints, methods, and levels of analysis.

Whenever people interact in organizations, many factors come into play. Modern

organizational studies attempt to understand and model these factors. Like all

modernist social sciences, organizational studies seeks to control, predict, and

explain.

A HISTORY OF THE SUBJECT

The Greek philosopher Plato wrote about the essence of leadership. Aristotle

addressed the topic of persuasive communication. The writings of 16th century

Italian philosopher Niccolò Machiavelli laid the foundation for contemporary work

on organizational poIr and politics. In 1776, Adam Smith advocated a new form of

organizational structure based on the division of labmy. One hundred years later,

German sociologist Max Iber wrote about rational organizations and initiated

discussion of charismatic leadership. Soon after, Frederick Winslow Taylor

introduced the systematic use of goal setting and rewards to motivate employees.

In the 1920s, Australian-born Harvard professor Elton Mayo and his colleagues


http://en.wikipedia.org/wiki/Elton_Mayo

http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Max_Weber

http://en.wikipedia.org/wiki/Adam_Smith

http://en.wikipedia.org/wiki/Niccol%C3%B2_Machiavelli

http://en.wikipedia.org/wiki/Aristotle

http://en.wikipedia.org/wiki/Plato

http://en.wikipedia.org/wiki/Explain

http://en.wikipedia.org/wiki/Predict

http://en.wikipedia.org/wiki/Control

conducted productivity studies at Istern Electric's Hawthorne plant in the United

States.

After the First World War, the focus of organizational studies shifted to analysis of

how human factors and psychology affected organizations, a transformation

propelled by the identification of the Hawthorne Effect. This Human Relations

Movement focused on teams, motivation, and the actualization of the goals of

individuals within organizations. Prominent early scholars included Chester

Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow,

David McClelland, and Victor Vroom.

MAIN CONTRIBUTORS TO THE FIELD

Frederick Winslow Taylor (1856-1915):

Taylor was the first person who attempted to study human behavior at work using

a systematic approach. Taylor studied human characteristics, social environment,

task, physical environment, capacity, speed, durability, cost and their interaction

with each other. His overall objective was to reduce and/or remove human

variability. Taylor worked to achieve his goal of making work behaviors stable and

predictable so that maximum output could be achieved. He relied strongly upon

monetary incentive systems, believing that humans are primarily motivated by

money. He faced some strong criticism, including being accused of telling

managers to treat workers as machines without minds, but his work was very

productive and laid many foundation principles for modern management study.


http://en.wikipedia.org/wiki/Frederick_Winslow_Taylor

http://en.wikipedia.org/wiki/Victor_Vroom

http://en.wikipedia.org/wiki/David_McClelland

http://en.wikipedia.org/wiki/Abraham_Maslow

http://en.wikipedia.org/wiki/Frederick_Herzberg

http://en.wikipedia.org/wiki/Mary_Parker_Follett

http://en.wikipedia.org/wiki/Henri_Fayol

http://en.wikipedia.org/wiki/Chester_Barnard

http://en.wikipedia.org/wiki/Chester_Barnard

http://en.wikipedia.org/wiki/Motivation

http://en.wikipedia.org/wiki/Teams

http://en.wikipedia.org/wiki/Human_Relations_Movement

http://en.wikipedia.org/wiki/Human_Relations_Movement

http://en.wikipedia.org/wiki/Hawthorne_Effect

Elton Mayo:

Elton Mayo, an Australian national, headed the Hawthorne Studies at Harvard. In

his classic writing in 1931, Human Problems of an Industrial Civilization, he

advised managers to deal with emotional needs of employees at work.

Mary Parker Follett:

Mary Parker Follett was a pioneer management consultant in the industrial world.

As a writer, she provided analyses on workers as having complex combinations of

attitude, beliefs, and needs. She told managers to motivate employees on their job

performance, a "pull" rather than a "push" strategy.

Douglas McGregor:

Douglas McGregor proposed two theories/assumptions, which are very nearly the

opposite of each other, about human nature based on his experience as a

management consultant. His first theory was “Theory X”, which is pessimistic and

negative; and according to McGregor it is how managers traditionally perceive

their workers. Then, in order to help managers replace that theory/assumption, he

gave “Theory Y” which takes a more modern and positive approach. He believed

that managers could achieve more if managers start perceiving their employees as

self-energized, committed, responsible and creative beings. By means of his

Theory Y, he in fact challenged the traditional theorists to adopt a developmental

approach to their employees. He also wrote a book The Human Side of Enterprise

in 1960; this book has become a foundation for the modern view of employees at

work.


http://en.wikipedia.org/wiki/Douglas_McGregor

http://en.wikipedia.org/wiki/Mary_Parker_Follett

http://en.wikipedia.org/wiki/Elton_Mayo

CURRENT SCENARIO:

Organizational behavimy is currently a growing field. Organizational studies

departments generally form part of business schools, although many universities

also have industrial psychology and industrial economics programs.

The field is highly influential in the business world with practitioners like Peter

Drucker and Peter Senge, who turned the academic research into business

practices. Organizational behavimy is becoming more important in the global

economy as people with diverse backgrounds and cultural values have to work

together effectively and efficiently. It is also under increasing criticism as a field

for its ethnocentric and pro-capitalist assumptions

During last 20 years organizational behavior study and practice has developed and

expanded through creating integrations with other domains:

Anthropology became an interesting prism to understanding firms as

communities, by introducing concepts like Organizational culture,

'organizational rituals' and 'symbolic acts' enabling new ways to understand

organizations as communities.

Leadership Understanding the crucial role of leadership at various level of

an organization in the process of change management.

Ethics and their importance as pillars of any vision and one of the most

important driving forces in an organization.


http://en.wikipedia.org/wiki/Peter_Senge

http://en.wikipedia.org/wiki/Peter_Drucker

http://en.wikipedia.org/wiki/Peter_Drucker

ORGANIZATIONAL CULTUREOrganizational culture is a concept in the field of Organizational studies and

management which describes the attitudes, experiences, beliefs and values of an

organization. It has been defined as "the specific collection of values and norms

that are shared by people and groups in an organization and that control the way

they interact with each other and with stakeholders outside the organization

Strong culture is said to exist where staff respond to stimulus because of their

alignment to organizational values.

Conversely, there is Iak culture where there is little alignment with organizational

values and control must be exercised through extensive procedures and

bureaucracy.

Where culture is strong—people do things because they believe it is the right thing

to do—there is a risk of another phenomenon, Groupthink. "Groupthink" was

described by Irving L. Janis. He defined it as "...a quick and easy way to refer to a

mode of thinking that people engage when they are deeply involved in a cohesive

ingroup, when members' strivings for unanimity override their motivation to

realistically appraise alternatives of action." This is a state where people, even if

they have different ideas, do not challenge organizational thinking, and therefore

there is a reduced capacity for innovative thoughts. This could occur, for example,

where there is heavy reliance on a central charismatic figure in the organization, or

where there is an evangelical belief in the organization’s values, or also in groups

where a friendly climate is at the base of their identity (avoidance of conflict). In

fact groupthink is very common, it happens all the time, in almost every group.


http://en.wikipedia.org/wiki/Groupthink

http://en.wikipedia.org/wiki/Stakeholder_(general)

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Value_(personal_and_cultural)

http://en.wikipedia.org/wiki/Attitude_(psychology)

http://en.wikipedia.org/wiki/Management

http://en.wikipedia.org/wiki/Organizational_studies

Members that are defiant are often turned down or seen as a negative influence by

the rest of the group, because they bring conflict.

Innovative organizations need individuals who are prepared to challenge the status

quo—be it groupthink or bureaucracy, and also need procedures to implement new

ideas effectively.


ORGANIZATIONAL EFFECTIVENESS

Organizational effectiveness is the concept of how effective an organization is in

achieving the outcomes the organization intends to produce. The idea of

organizational effectiveness is especially important for non-profit organizations as

most people who donate money to non-profit organizations and charities are

interested in knowing whether the organization is effective in accomplishing its

goals.

An organization's effectiveness is also dependent on its communicative

competence and ethics. The relationship betIen these three is simultaneous. Ethics

is a foundation found within organizational effectiveness. An organization must

exemplify respect, honesty, integrity and equity to allow communicative

competence with the participating members. Along with ethics and communicative

competence, members in that particular group can finally achieve their intended

goals.

Organizational effectiveness is an abstract concept and is basically impossible to

measure. Instead of measuring organizational effectiveness, the organization

determines proxy measures which will be used to represent effectiveness. Proxy

measures used may include such things as number of people served, types and

sizes of population segments served, and the demand within those segments for the

services the organization supplies.

For instance, a non-profit organization which supplies meals to house bound

people may collect statistics such as the number of meals cooked and served, the

number of volunteers delivering meals, the turnover and retention rates of


http://en.wikipedia.org/wiki/Volunteer

http://en.wikipedia.org/w/index.php?title=House_bound&action=edit&redlink=1

http://en.wikipedia.org/wiki/Non-profit_organization

http://en.wikipedia.org/wiki/Outcome

http://en.wikipedia.org/wiki/Effectiveness

volunteers, the demographics of the people served, the turnover and retention of

consumers, the number of requests for meals turned down due to lack of capacity

(amount of food, capacity of meal preparation facilities, and number of delivery

volunteers), and amount of wastage. Since the organization has as its goal the

preparation of meals and the delivery of those meals to house bound people, it

measures its organizational effectiveness by trying to determine what actual

activities the people in the organization do in order to generate the outcomes the

organization wants to create.

Activities such as fundraising or volunteer training are important because they

provide the support needed for the organization to deliver its services but they are

not the outcomes per se. These other activities are overhead activities which assist

the organization in achieving its desired outcomes.


http://en.wikipedia.org/wiki/Fundraising

http://en.wikipedia.org/wiki/Demographic_profile

EMPLOYEE ENGAGEMENT

Employee engagement is a concept that is generally vieId as managing

discretionary effort, that is, when employees have choices, they will act in a way

that furthers their organization's interests. An engaged employee is a person who is

fully involved in, and enthusiastic about, his or her work.

Engaged employees care about the future of the company and are willing to invest

the discretionary effort. Engaged employees feel a strong emotional bond to the

organization that employs them.

FACTORS AFFECTING EMPLOYEE ENGAGEMENT:

Employee perceptions of job importance.

Employee clarity of job expectations. "If expectations are not clear and basic

materials and equipment not provided, negative emotions such as boredom

or resentment may result, and the employee may then become focused on

surviving more than thinking about how he can help the organization

succeed."

Career advancement/improvement opportunities. "Plant supervisors and

managers indicated that many plant improvements Ire being made outside

the suggestion system, where employees initiated changes in order to reap

the bonuses generated by the subsequent cost savings."

Regular feedback and dialogue with superiors. "Feedback is the key to

giving employees a sense of where they’re going, but many organizations

are remarkably bad at giving it. "'What I really wanted to hear was 'Thanks.

You did a good job.' But all my boss did was hand me a check.'


http://en.wikipedia.org/wiki/Corporation

http://en.wikipedia.org/wiki/Wage_labour

http://en.wikipedia.org/wiki/Organization

http://en.wikipedia.org/wiki/Employees

Quality of working relationships with peers, superiors, and subordinates.

"...if employees' relationship with their managers is fractured, then no

amount of perks will persuade the employees to perform at top levels.

Employee engagement is a direct reflection of how employees feel about

their relationship with the boss."

Perceptions of the ethos and values of the organization.

Effective Internal Employee Communications - which convey a clear

description of "what's going on". "'If you accept that employees want to be

involved in what they are doing then this trend is clear (from small

businesses to large global organizations). The effect of poor internal

communications is seen as its most destructive in global organizations which

suffer from employee annexation - where the head office in one country is

buoyant (since they are closest to the action, know what is going on, and are

heavily engaged) but its annexes (who are furthest away from the action and

know little about what is happening) are dis-engaged. In the worst case,

employee annexation can be very destructive when the head office attributes

the annex's low engagement to its poor performance... when its poor

performance is really due to its poor communications.


http://en.wikipedia.org/w/index.php?title=Employee_annexation&action=edit&redlink=1

OBJECTIVES OF THE STUDYThe objective of the study is the purpose for which the study is conducted and it

is undertaken. The objective decides the procedure and the path which will be

taken for the study. The objective is the base on which the foundation of the

study is built. The objective should be decided with utmost concentration and

due consideration.

The objective of my study is:

To analyze the organizational culture in HDFC Bank

To analyze the employee engagement in HDFC Bank

To analyze organizational effectiveness in HDFC Bank


METHODOLOGY OF THE STUDY

Methodology refers to more than a simple set of methods; rather it refers to the

rationale and the philosophical assumptions that underlie a particular study.

This is why scholarly literature often includes a section on the methodology of

the researchers.

For the purpose of this study, the type of research undertaken was primary

research, which comprised of collecting information through questionnaires

from the selected sample. Primary research is more detailed and it involves

getting close information from the sample directly.

PROCEDURE OF THE STUDY:

The study was conducted by getting questionnaires filled by HDFC Bank

employees. Then the data collected was tabulated and various tools like SPSS

and Microsoft Excel Ire used for the quantification of the data collected.

INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:

The employees of HDFC Bank, who Ire selected as a part of the

sample, Ire told to fill the questionnaires with legitimate details in the

questionnaire. The sample individuals Ire also requested to give the

true and fair picture of the organization and the working environment

of the organization, as this would help us in getting a fair picture of

the organization and help us get the true findings from the study.


DATA COLLECTED, QUANTIFICATION

AND INFERENCE


QUESTIONNAIRE – 1—EMPLOYEE ENGAGEMENTQUESTION -- 1

Does ymy work group plan together and coordinate its efforts?

Frequency Percent Valid Percent Cumulative Percent

indifferent 1 10.0 10.0 10.0

Agree 8 80.0 80.0 90.0

strongly agree 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: From the above findings of the question, the inference that can be drawn is

that most of the employees think or consider that there is planning and coordination among the

various workgroup of the organization. 80% of the total sample agree that there is planning and

coordination among the various workgroups in an organization.

QUESTION-- 2


Does ymy work group make good decisions and solve problems Ill?


Indifferent 1 10.0 10.0 10.0

Agree 6 60.0 60.0 70.0


Total 10 100.0 100.0

INFERENCE: The inference drawn is that a majority of the employees feel that their

workgroup makes good decisions and solves problems Ill. but there is no one who is against this

statement.

QUESTION -- 3


Is information about important events and situations shared within ymy workgroup?


Valid disagree 1 10.0 10.0 10.0

indifferent 2 20.0 20.0 30.0

Agree 3 30.0 30.0 60.0


Total 10 100.0 100.0

INFERENCE: The findings of this question show us that information in the organization is shared in the organization to an extent. 40% strongly agree. 30% agree, and there is also a major part(30%) of the employees who disagree or are indifferent. QUESTION -- 4


Does ymy workgroup feel responsible for meeting its objectives successfully?


Valid indifferent 2 20.0 20.0 20.0

disagree 6 60.0 60.0 80.0

strongly disagree 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: The inference that can be drawn is that the workgroup does not feel

responsible about achieving its objectives successfully, but there is also a combined chunk of

employees(40%), who think that the workgroups do feel responsible to meet the objectives

successfully.QUESTION -- 5


Is ymy workgroup able to respond to unsual work demands placed upon it?



Agree 4 40.0 40.0 100.0

Total 10 100.0 100.0

INFERENCE: the inference is that, if unusual demands are placed upon the workgroup, the

group is either unsuccessful or any type of unusual demand is not placed on it.


QUESTION –6

Do you have confidence and trust in the persons in ymy workgroup?


Valid Disagree 2 20.0 20.0 20.0

Indifferent 3 30.0 30.0 50.0

Agree 2 20.0 20.0 70.0


Total 10 100.0 100.0

INFERENCE: The ansIr to this question came as a mixed response. Same proportion of

individuals agreed strongly and Ire indifferent about it. But, the difference betIen those who

agree and disagree is only 10%, which shows that there is distrust among individuals in the

workgroups.

QUESTION -- 7


Overall, are you satisfied with the persons in ymy workgroup?


Indifferent 3 30.0 30.0 30.0

Agree 4 40.0 40.0 70.0


Total 10 100.0 100.0

INFERENCE: Majority of the people in the organization are satisfied with the persons in

their workgroups. But 1/3rd of the employees are indifferent towards this.


QUESTION – 8

Overall, are you satisfied with ymy boss?



Agree 6 60.0 60.0 80.0


Total 10 100.0 100.0

INFERENCE: Most of the employees (80%), are satisfied with their bosses.

QUESTION -- 9


Overall, are you satisfied with ymy job?


Agree 7 70.0 70.0 70.0


Total 10 100.0 100.0

INFERENCE: All the employees are satisfied with their jobs. There is no employee who is

dissatisfied.

QUESTION -- 10


Overall, are you satisfied with this organization?


Valid Indifferent 1 10.0 10.0 10.0

Agree 7 70.0 70.0 80.0


Total 10 100.0 100.0

INFERENCE: A majority of the employees (90%), are satisfied with the organization. Only

10% are indifferent and there is no one who is dissatisfied.

QUESTION -- 11


Are you satisfied with the progress you have made in this organization up till now?


Valid Disagree 1 10.0 10.0 10.0

indifferent 2 20.0 20.0 30.0

Agree 5 50.0 50.0 80.0


Total 10 100.0 100.0

INFERENCE: A majority of the employees are satisfied with the progress they have made in

the organization. This proves that the organization provides ample growth opportunities to its

employees.


QUESTION -- 12

Are you satisfied with ymy chance for getting ahead in the organization in the future?



indifferent 6 60.0 60.0 70.0

Agree 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE: Majority of the employees are indifferent towards their chance of getting ahead in the organization.

QUESTION -- 13


Is this organization effective in getting you to meet its needs and contribute to its effectiveness?



indifferent 2 20.0 20.0 30.0

Agree 6 60.0 60.0 90.0


Total 10 100.0 100.0

INFERENCE: Most of the employees, (70%), agree that the organization is effective in

getting its employees to meet its needs. Only a small %ge, (10%), disagree.

QUESTION -- 14


Does this organization do a good job of meeting ymy needs as an individual?



Agree 6 60.0 60.0 80.0


Total 10 100.0 100.0

INFERENCE: The organization does a good job of meeting the needs of its employees and

that is why it was found in the earlier question that the employees Ire satisfies with their jobs.

QUESTION – 15


The goals of this team are Ill defined



Agree 5 50.0 50.0 70.0


Total 10 100.0 100.0

INFERENCE: The majority of the employees consider that goals are Ill defined. From this I

can infer that the organization is successful in communicating the goals to its employees.

QUESTION -- 16


The team has enough freedom to decide its sway of working


Valid strongly disagree 1 10.0 10.0 10.0

disagree 1 10.0 10.0 20.0

indifferent 5 50.0 50.0 70.0

Agree 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE: Not many employees feel there is enough freedom in the teams in the organization. QUESTION – 17


Members generally avoid discussing the problems facing the team.



Disagree 5 50.0 50.0 70.0

Indifferent 1 10.0 10.0 80.0

Agree 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: The majority of the employees disagree with this statement. This shows that,

when faced with a problem, the team discusses them and tries to find a solution to them.

QUESTION -- 18


There is confusion amongst the team members about its main tasks.



disagree 1 10.0 10.0 50.0

indifferent 3 30.0 30.0 80.0

Agree 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: It is clear from the table and the graph that the majority of the group, is either

disagreeing to this or is indifferent to the statement. Only 20% of the employees agree to it. This

shows that there is good communication in the organization and there is minimal confusion.

QUESTION -- 19


The sense of responsibility and accountability is pretty high amongst the team members.


Valid

disagree 1 10.0 10.0 10.0

indifferent 2 20.0 20.0 30.0

Agree 5 50.0 50.0 80.0


Total 10 100.0 100.0

INFERENCE: The above data shows that there is a high sense of responsibility among the

team members and that the team members are responsible about their tasks.

QUESTION -- 20


The team only carries out tasks given to it; it cannot decide its own priorities.



indifferent 4 40.0 40.0 70.0

Agree 2 20.0 20.0 90.0


Total 10 100.0 100.0

INFERENCE: The ansIr to this question is varied and most of the employees are either

indifferent or they disagree to it. But this shows that the team, carries out the tasks assigned to it,

but along with it, they can decide on priorities for themselves only to a certain extent.

QUESTION -- 21


The team generates alternative solutions for a problem.



indifferent 2 20.0 20.0 30.0

Agree 3 30.0 30.0 60.0


Total 10 100.0 100.0

INFERENCE: The team is creative and self sufficient and it feels that it can generate

alternative solutions for the problems it faces.

QUESTION -- 22


In the group, the task is divided into small teams.



indifferent 1 10.0 10.0 20.0

Agree 6 60.0 60.0 80.0


Total 10 100.0 100.0

INFERENCE: The above data shows that the majority (more than 80%) of the employees

feel that the tasks assigned to it are divided into smaller teams.

QUESTION -- 23


No one cares to assess the true achievement of the goals of the team.



disagree 6 60.0 60.0 70.0

indifferent 2 20.0 20.0 90.0


Total 10 100.0 100.0

INFERENCE: From the above data it can be inferred that there is assessment of the groups

achievements and there is care taken to recognize the efforts of the groups.

QUESTION -- 24


Each member in the team knows what his/her role in the team is.



Agree 7 70.0 70.0 90.0


Total 10 100.0 100.0

INFERENCE: This data shows that there is role clarity among the members of the team and

this allows the team to perform the tasks better.

QUESTION -- 25


Members of the team are not clear how to work towards the team goal.



disagree 3 30.0 30.0 50.0

indifferent 4 40.0 40.0 90.0

Agree 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: The ansIr to this question is a mixed ansIr. The majority of the team members

feel that they are not clear about how to achieve their goals. This shows a lack of direction

among the team members with respect to the execution of the tasks.

QUESTION -- 26


The team does not have autonomy in vital aspects of its working.



disagree 3 30.0 30.0 50.0

indifferent 3 30.0 30.0 80.0

Agree 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: The data above shows that the team does not have freedom in its working and

and the vital aspects. This fact has been resonated in earlier questions also. It shows that the poIr

structure is high in the organization.

QUESTION -- 27


Members in this group do not hesitate to express their differences with each other.



indifferent 5 50.0 50.0 80.0

Agree 1 10.0 10.0 90.0


Total 10 100.0 100.0

INFERENCE: It can be inferred from the above data that the members of the group hesitate

to express their differences with each other. This may result in low group affiliation and affect

the mood of the group. If this situation persists for a long time, there might be an outburst of the

pent-up anger which might be bad for the group.

Questionnaire 2


Set 1

(a)No consideration is given to the values in this organization


not so true 3 30.0 30.0 30.0

least true 7 70.0 70.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization employees strongly believe that consideration is given to the values

(b)


Values are not shared in the organization

Frequency Percent Valid Percent

Cumulative

Percent

good description 1 10.0 10.0 10.0

not so true 6 60.0 60.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization majority of the people believe that values are shared in the organization.

(c)


Values are shared only at the top level


Cumulative

Percent

accurate 2 20.0 20.0 20.0


not so true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization majority of employees believe that values are shared only at the top level which is a major drawback. Values should be shared at all the levels of the organization to motivate the employees to work towards a common goal.

(d)


Organizational values are widely shared in the organization


Cumulative

Percent

accurate 7 70.0 70.0 70.0


not so true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:

From the survey it is clearly observed that in this organization the values are widely shared.

According to ranks given to the questions in Set 1 it is clearly observed that organizational values are widely shared and due consideration is given to them. Set-2


(a)The size of a room and its furniture, is according to a person's rank


Cumulative

Percent

accurate 3 30.0 30.0 30.0


not so true 4 40.0 40.0 80.0

least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: In the organization employees cabins are not according to the person’s rank. There are open cabins being used by all the employees which promote informality in communication betIen employees.

(b)


Each senior member has a room with a large table and space for holding meetings


Cumulative

Percent

Accurate 2 20.0 20.0 20.0


not so true 2 20.0 20.0 50.0

least true 5 50.0 50.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization senior members don’t have a room with large tables and space for holding meetings. During the survey, it was observed that from senior managers to the consultants each had an open cabin.

(c) 50 JARO EDUCATION MUMBAI BATCH JAN’13

Generally, small tables are used by managers


Cumulative

Percent

accurate 1 10.0 10.0 10.0


not so true 4 40.0 40.0 90.0

least true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:According to the survey conducted it was seen that the managers Ire not satisfied with the size of their tables. They felt that according to their post they should have been provided with a bigger table where as on the other hand the subordinates felt that the tables provided to the managers Ire sufficiently large.

(d)


Large working tables are used here.


Cumulative

Percent

accurate 4 40.0 40.0 40.0


least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization most of the employees felt that large working tables are used since bigger tables are provided to the managers.

Set 3


(a)The dominant belief here is that things don’t happen, you make them happen


Cumulative

Percent

Accurate 1 10.0 10.0 10.0


not so true 1 10.0 10.0 60.0

least true 4 40.0 40.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization some employees believe that you have to work to achieve the desired goals while an equal number of employees agree that goals can be achieved automatically without putting any hard work.

(b)


The belief here is that most things depend on the top management.


Cumulative

Percent

Accurate 5 50.0 50.0 50.0


not so true 4 40.0 40.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization employees strongly believe that a lot many things such as promotions, pay hikes, incentives and so on depends on the top management.

(c)


People believe that the major constraints are managerial.


Cumulative

Percent


not so true 5 50.0 50.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization 50% of the employees believe that major constraints are managerial and 50% of them think that they are not managerial, they depend on other factors.

(d)


People believe there are too many external constraints, which are difficult to

fight


Cumulative

Percent

accurate 3 30.0 30.0 30.0

least true 7 70.0 70.0 100.0

Total 10 100.0 100.0

INFERENCE:

During my survey I found out that the employees of HDFC Bank believes that it is not difficult to fight external constraints, they can be easily overcome.Set 4


(a)

The leaders here expect to be implicitly obeyed.


Cumulative

Percent

accurate 1 10.0 10.0 10.0


not so true 5 50.0 50.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization there is a friendly and informal environment the leaders here don’t expect to be implicitly obeyed.


(b)

The leaders here are role models for their people


Cumulative

Percent


not so true 5 50.0 50.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE::

In the organization employees believe that the leaders are not role model for their people.


(c)

People are expected to follow the proper channels that have been laid down.


Cumulative

Percent

accurate 5 50.0 50.0 50.0


least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization people are required to follow the channels that have been laid down for smooth and effective functioning of the organization.


(d)

The leaders set the standards of performance.


Cumulative

Percent

accurate 4 40.0 40.0 40.0


least true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization the team leaders set the standards of performance and subordinates follow them it can be observed that only 10% of the people don’t agree to this fact.


Set 5

(a)

In meetings, people sit wherever they can find place.


Cumulative

Percent

accurate 4 40.0 40.0 40.0


not so true 4 40.0 40.0 90.0

least true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:

It can be observed that during meetings among same level of managers people sit wherever they can find place whereas during meeting with senior mangers people sit according to their post.


(b)

People are indifferent to meetings and try to avoid them.


Cumulative

Percent

accurate 1 10.0 10.0 10.0


not so true 1 10.0 10.0 80.0

least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization 60% of the employees try to avoid meeting and are indifferent to meetings.


(c)

There ia an implicit hierarchy in the seating pattern at meetings.


Cumulative

Percent

Accurate 3 30.0 30.0 30.0


not so true 4 40.0 40.0 80.0

least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization a majority of employees believe that during meetings there is no implicit hierarchy in the seating patterns.


(d)

In meetings, seats for those at top are fixed. Generally, meetings are not held

without top managers.


Cumulative

Percent

accurate 2 20.0 20.0 20.0


not so true 1 10.0 10.0 50.0

least true 5 50.0 50.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization basically there is an informal environment. For example during meetings no fixed sitting plans are formed.


Set 6

(a)

The customer is regarded as a most important person here.


Cumulative

Percent

Accurate 5 50.0 50.0 50.0


not so true 1 10.0 10.0 80.0

least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:

During the survey I found that the majority of the employee’s feels that the customer is regarded the most important person in their organization.


(b)

A good products given the highest importance


Cumulative

Percent

Accurate 1 10.0 10.0 10.0


not so true 5 50.0 50.0 80.0

least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:

According to the survey a good product was given importance but not the highest importance as other factors Ire given more importance like customers.


(c)

Rules and regulations are given high importance


Cumulative

Percent

Accurate 1 10.0 10.0 10.0


not so true 1 10.0 10.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization a majority of employees believe that rules and regulations are given high importance which means that there is discipline in the organization.


(d)

The Chief Executive is the most important here.


Cumulative

Percent

Accurate 2 20.0 20.0 20.0


not so true 3 30.0 30.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:Form the survey it is clearly seen that chief executive is not important.


Set 7

(a)

Most communication is generated at the meetings of top people.


Cumulative

Percent


not so true 3 30.0 30.0 80.0

least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization a majority of employees believe that communication is generated at the meetings of top people.


(b)

All communication is in writing and through memos.


Cumulative

Percent

Accurate 1 10.0 10.0 10.0


not so true 4 40.0 40.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization communication is mainly verbal it is not through writing and memos. This shows that there is an informal environment in the organization.


(c)

There is not much work related communication among people.


Cumulative

Percent

accurate 2 20.0 20.0 20.0


not so true 3 30.0 30.0 60.0

least true 4 40.0 40.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization a majority of employees believe that there is only work related communication among people.


(d)

People communicate with one another to solve problems.


Cumulative

Percent

accurate 6 60.0 60.0 60.0


not so true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:In the organization employees coordinate and communicate with one another to solve problems.Which shows that in the organization there is team work and unity while solving problems.


Set 8

(a)

A lot of attention is given to updating technology.


Cumulative

Percent

accurate 4 40.0 40.0 40.0


not so true 2 20.0 20.0 90.0

least true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:

During my survey I found out that the employees feel that HDFC Bank pays a lot of attention to updating technology.


(b)

The top management have parties to celebrate good performance of the orgn.


Cumulative

Percent

Accurate 2 20.0 20.0 20.0


not so true 2 20.0 20.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

During my survey I found out that the top management has parties to celebrate good performance of the organization this creates a healthy environment which motivates employees to perform better


(c)

High performance is celebrated with everybody joining in.


Cumulative

Percent

accurate 3 30.0 30.0 30.0


least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

In this organization the work environment is very informal and friendly .Employees celebrate high performance of the organization.


(d)

People are busy streamlining rules and regulations.


Cumulative

Percent


not so true 5 50.0 50.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

During my survey I found that people are concerned about their work and not busy with streamlining rules and regulation.


QUESTIONNAIRE -- NO.3 -- EMPLOYEE EFFECTIVENESS

QUESTION - 1

Do you know what is expected of you at work?


very much 7 70.0 70.0 70.0

much 2 20.0 20.0 90.0

very little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: About 70% of the people know exactly what organization expect from them, 20% more or less know, and only few of them are unaware of it. On the whole every employee of the firm is aware of their work.

QUESTION - 2


Do you have the materials and equipment you need to do ymy work right?


very much 2 20.0 20.0 20.0

much 6 60.0 60.0 80.0

somewhat 1 10.0 10.0 90.0

little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: Most of the employees are fully satisfied with the avaibility of the materials and equipments, most of the employee are not fully but still satisfied and rare of them think that materiaks and equipments are not upto the mark.


QUESTION - 3

At work, do you have the opportunity to do what you do best everyday ?


very much 2 20.0 20.0 20.0

much 5 50.0 50.0 70.0

somewhat 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

Not very much employee feels that they get the opportunity to deliver their best (20%), majority

of population feels that they get enough opportunity, but still a bunch of people doesn’t feel like

that.

QUESTION - 4


In the last & days, have you recieved praise or recognition for doing good work?


very much 1 10.0 10.0 10.0

much 5 50.0 50.0 60.0

somewhat 3 30.0 30.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE :When coming to praise I got a very mixed reaction as not very employee agree

that they get the proper recognization of their work, only 10% people feel that they get praise and

appreciation of what they think they must get, 50% think they get it but not upto their mark, and

a big group feels that they get very little or no appreciation for their work.

QUESTION - 5


Does ymy supervisor, or someone at work, seems to care about you as a person?


very much 3 30.0 30.0 30.0

Much 3 30.0 30.0 60.0

Somewhat 3 30.0 30.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE :Here I got a very mix reaction almost equal in every respect. 30% employee feel

that they get full support and help from their superior,30% feels they get enoufh support,

40%(30%+10%) feel they get little or no support.

QUESTION - 6


Is there someone at work who encmyages ymy development?


very much 3 30.0 30.0 30.0

much 5 50.0 50.0 80.0

somewhat 1 10.0 10.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: Most of the people feels that they are encmyaged by someone. and only few

think that there is no one to encmyage them.

QUESTION - 7


At work, do ymy opinions seem to count?


very much 4 40.0 40.0 40.0

Much 2 20.0 20.0 60.0

somewhat 3 30.0 30.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE :40% people strongly feels that their opinion are counted before taking the

decision, 20% feels their opinion is counted ,but 30% feels their opinion is counted but not too

much extent, and 10%feels on the negative side

QUESTION - 8


Does the mission/purpose of ymy company make you feel ymy job is important?


very much 4 40.0 40.0 40.0

much 4 40.0 40.0 80.0

somewhat 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: Most of the employee feels that the mission and purpose of company makes

them to feel good and feel like their job is important.

QUESTION - 9


Are ymy associates(fellow employees) committed to doing quality wok?


Much 6 60.0 60.0 60.0

Somewhat 3 30.0 30.0 90.0

very little 1 10.0 10.0 100.0

Total 10 100.0 100.0

QUESTION - 10


Do you have a best friend at work?


very much 1 10.0 10.0 10.0

Much 2 20.0 20.0 30.0

Somewhat 6 60.0 60.0 90.0

very little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: The trend for the best friend shows that the employees are fully professional in

their approach. Only 30% feels that they had good friends at work, while rest feels on negative

side.

QUESTION - 11


In the last six months, has someone at work talked to you about ymy progress?


very much 2 20.0 20.0 20.0

Much 4 40.0 40.0 60.0

Somewhat 2 20.0 20.0 80.0

Little 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE : More than 50% employee says that there are someone who constantly talked

about their progress in last 6 months, and 40% feels not so many or no one had talked to them

regarding the progress.

QUESTION - 12


In the last year, have you had opportunities at work to learn and grow?


very much 3 30.0 30.0 30.0

Much 3 30.0 30.0 60.0

Somewhat 4 40.0 40.0 100.0

Total 10 100.0 100.0

INFERENCE: About 30% people agree that they get enough opportunities to learn and grow,

while 30% say, yes they get it, while rest feels that opportunities Ire there but Ire not enough.

CONCLUSION


I see that nearly all the employees of the firm feel that there is employee engagement , organization effectiveness and organization culture .This means that the employees feel that they have a shared set of values ,beliefs and thought. Apart from this I even see that the employees feel that there is good team spirit among themselves.

SCOPE OF IMPROVEMENT :

Although I see that majority of the employees feel that the organization has an effective culture and the employees even appreciate their teamwork but if I analyze the questionnaires deeply I see that some of the employees are still not satisfied with their organization. Thus in order to improve the present situation the organization needs to fulfill all the employees aspirations. This the firm can do in many ways:

Recommendations

A career path that provides opportunities for advancement. Better management and effective communications. Reasonable workload . Engage by concentrating on fmy areas- selection, expectation, motivation and

development.

CONCLUSION


On the basis of the survey done by us I have come to the following conclusion.

Organization Culture

In HDFC BANK, culture plays a significant role. The firm already has a good organization culture according to the survey done by us. Organization culture is the unifying and shared patterns of thoughts, freely value and action that serve to bind together organizational members and distinguish them from non-members. Thus I see that in HDFC, the organization takes care of most of the employees.

Employee Engagement

Employee engagement is a two way communication process betIen the employees the organization. After scrutinizing the questionnaire I see that HDFC BANK has an effective employee engagement. The employees in this firm can readily relate themselves to the organization. The employees in this organization feel more engaged when they make unique contribution to the organization. The employee structure of HDFC BANK, is very loyal to the firm (according to the calculation done). There is little among themselves and I see that the employees perceive themselves as being unified with the organization.

Organizational Effectiveness.

By organizational effectiveness, I mean how effective an organization is to achieve its goal. In the context of HDFC BANK, I perceive that the firm has a sound management, strong governance and a willful dedication to achieve its specific goals. Most of the employees agree with the fact that the organization is effective to accomplish its target in time.

METHODOLOGY


The sample study was conducted on sample size of 100. Samples Ire employees from all managerial level Of HDFC BANK.

Aim

To find the deviation in the responses given by the employees and interpreting and analyzing their responses to questionnaires on the above mentioned parameters.

Parameter of analysis

1. Organizational culture

2. Employee engagement

3. Organization effectiveness.

PROCESS

1. Review of literature

2. Employees personal interview and getting fixed questionnaires.

3. Sorting and classification of questionnaire

4. Creating database using excel sheet, SPSS.

5. Calculation of MODE of individual data.

6. Analyzing interpreting and graphical representation of the collected data.

REFERENCES


1) http://www.google.co.in/search? hl=en&q=employee+blogs+on+hdfc+bank&meta

2) http://www.cuil.com/

3) http://www.wikipedia.org/

4) www.blackle.com

5) Organizational Behavimy Textbook


http://www.blackle.com/

http://www.wikipedia.org/

http://www.cuil.com/

http://www.google.co.in/search?hl=en&q=employee+blogs+on+hdfc+bank&meta

http://www.google.co.in/search?hl=en&q=employee+blogs+on+hdfc+bank&meta

A Report on Organizational BEHAVIOUR of HDFC Bank

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Transcript of A Report on Organizational BEHAVIOUR of HDFC Bank