stuti project table part

8/7/2019 stuti project table part

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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 liberalisation 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 realised 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 well on our 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 showered with a number of awards, consisting of The Best Employer

Award in 2007-2008.


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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.


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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 Niccol

Machiavelli laid the foundation for contemporary work on organizational power and politics. In

1776, Adam Smith advocated a new form of organizational structure based on the division of

labour. One hundred years later, German sociologist Max Weber 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 conducted productivity

studies at Western 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.


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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.

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.


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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 howmanagers 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.


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CURRENT SCENARIO:

Organizational behaviour 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 behaviour

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:

y 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.

y Leadership Understanding the crucial role of leadership at various level of an

organization in the process of change management.

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

forces in an organization.


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ORGANIZATIONAL CULTURE

Organizational 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 anorganization 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 weak culture where there is little alignment with organizational values and

control must be exercised through extensive procedures and bureaucracy.

Where culture is strongpeople do things because they believe it is the right thing to dothere

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 organizations 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. 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 quobe it

groupthink or bureaucracy, and also need procedures to implement new ideas effectively.


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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 between 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 withinthose 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 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.


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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.


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EMPLOYEE ENGAGEMENT

Employee engagement is a concept that is generally viewed 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:

y Employee perceptions of job importance.

y 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."

y Career advancement/improvement opportunities. "Plant supervisors and managers

indicated that many plant improvements were being made outside the suggestion system,

where employees initiated changes in order to reap the bonuses generated by the

subsequent cost savings."

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

a sense of where theyre 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.'

y 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."


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y Perceptions of the ethos and values of the organization.

y 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.


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OBJECTIVES OF THE STUDY

The 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 objectiveshould be decided with utmost concentration and due consideration.

The objective of our study is:

y To analyze the organizational culture in HDFC Bank

y To analyze the employee engagement in HDFC Bank

y To analyze organizational effectiveness in HDFC Bank


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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 were used

for the quantification of the data collected.

INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:

The employees of HDFC Bank, who were selected as a part of the sample, were told to fill

the questionnaires with legitimate details in the questionnaire. The sample individuals were

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.


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DATA COLLECTED, QUANTIFICATION

AND INFERENCE

QUESTIONNAIRE 1EMPLOYEE ENGAGEMENT

QUESTION -- 1

Does your 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

strongly agree 1 10.0 10.0 100.0

Total 10 100.0 100.0


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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 your work group make good decisions and solve problems well?


Indifferent 1 10.0 10.0 10.0

Agree 6 60.0 60.0


Total 10 100.0 100.0


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

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

this statement.

QUESTION -- 3

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


Valid disagree 1 10.0 10.0 10.0

indifferent 2 20.0 20.0 30.0

Agree 3 30.0 30.0


Total 10 100.0 100.0


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

QUESTION -- 4

Does your 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


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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 your workgroup able to respond to unsual work demands placed upon it?



Agree 4 40.0 40.0

Total 10 100.0 100.0


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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 your workgroup?


Valid Disagree 2 20.0 20.0 20.0

Indifferent 3 30.0 30.0 50.0

Agree 2 20.0 20.0


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

individuals agreed strongly and were indifferent about it. But, the difference between those whoagree 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 your workgroup?


Indifferent 3 30.0 30.0 30.0

Agree 4 40.0 40.0


Total 10 100.0 100.0


Total 10 100.0 100.0


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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 your boss?


Valid indifferent2 20.0 20.0 20.0

Agree 6 60.0 60.0


Total 10 100.0 100.0


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

QUESTION -- 9

Overall, are you satisfied with your job?


Agree 7 70.0 70.0 70.0


Total 10 100.0 100.0


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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 Indifferent1 10.0 10.0 10.0

Agree 7 70.0 70.0


Total 10 100.0 100.0


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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


Total 10 100.0 100.0


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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 your chance for getting ahead in the organization in the future?



indifferent 6 60.0 60.0 70.0

Agree 3 30.0 30.0

Total 10 100.0 100.0


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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


Total 10 100.0 100.0


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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 your needs as an individual?



Agree 6 60.0 60.0


Total 10 100.0 100.0


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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 were satisfies with their jobs.

QUESTION 15

The goals of this team are well defined



Agree 5 50.0 50.0


Total 10 100.0 100.0


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

we 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


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disagree 1 10.0 10.0 20.0

indifferent 5 50.0 50.0 70.0

Agree 3 30.0 30.0

Total 10 100.0 100.0

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

Members generally avoid discussing the problems facing the team.


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Disagree 5 50.0 50.0 70.0

Indifferent 1 10.0 10.0 80.0

Agree 2 20.0 20.0

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


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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

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


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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


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


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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


Total 10 100.0 100.0

INFERENCE: The answer 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


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The team generates alternative solutions for a problem.



indifferent 2 20.0 20.0 30.0

Agree 3 30.0 30.0


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


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



indifferent 1 10.0 10.0 20.0

Agree 6 60.0 60.0


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.


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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.


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QUESTION -- 24

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


Valid indifferent2 20.0 20.0 20.0

Agree 7 70.0 70.0


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.


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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

Total 10 100.0 100.0

INFERENCE: The answer to this question is a mixed answer. 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.


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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

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

power structure is high in the organization.


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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


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.


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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


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(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.


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(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 tomotivate the employees to work towards a common goal.


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(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 organizationalvalues are widely shared and due consideration is given to them.


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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 persons rank. There are opencabins being used by all the employees which promote informality in communication between

employees.


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(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 dont have a room with large tables and space for holdingmeetings. During the survey, it was observed that from senior managers to the consultants each

had an open cabin.


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(c)

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 were not satisfied with the sizeof 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 themanagers were sufficiently large.


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(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.


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Set 3

(a)The dominant belief here is that things dont 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 withoutputting any hard work.


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(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.


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(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.


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(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 our survey we found out that the employees of HDFC Bank believes that it is not difficult

to fight external constraints, they can be easily overcome.


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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 dont expect to

be implicitly obeyed.


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54

(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.


56/109

55

(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 forsmooth and effective functioning of the organization.


57/109

56

(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 followthem it can be observed that only 10% of the people dont agree to this fact.


58/109

57

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.


59/109

58

(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.


60/109

59

(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 implicithierarchy in the seating patterns.


61/109

60

(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.


62/109

61

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 we found that the majority of the employees feels that the customer is

regarded the most important person in their organization.


63/109

62

(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 were given more importance like customers.


64/109

63

(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 highimportance which means that there is discipline in the organization.


65/109

64

(d)

The ChiefExecutive 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.


66/109

65

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.


67/109

66

(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.


68/109

67

(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 relatedcommunication among people.


69/109

68

(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 solvingproblems.


70/109

69

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 our survey we found out that the employees feel that HDFC Bank pays a lot of attentionto updating technology.


71/109

70

(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 our survey we found out that the top management has parties to celebrate goodperformance of the organization this creates a healthy environment which motivates employees

to perform better


72/109

71

(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.


73/109

72

(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 our survey we found that people are concerned about their work and not busy with

streamlining rules and regulation.


74/109

73

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 fromthem, 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.


75/109

74

QUESTION - 2

Do you have the materials and equipment you need to do your 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.


76/109

75

QUESTION - 3

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


very much2 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 doesnt feel like

that.


77/109

76

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 we 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.


78/109

77

QUESTION - 5

Does your 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 we 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.


79/109

78

QUESTION - 6

Is there someone at work who encourages your 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 encouraged by someone. and only few

think that there is no one to encourage them.


80/109

79

QUESTION - 7

At work, do your opinions seem to count?


very much4 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


81/109

80

QUESTION - 8

Does the mission/purpose of your company make you feel your 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.


82/109

81

QUESTION - 9

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


Much6 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


83/109

82

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.


84/109

83

QUESTION - 11

In the last six months, has someone at work talked to you about your 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.


85/109

84

QUESTION - 12

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


very much3 30.0 30.0 30

Much 3 30.0 30.0 60

Somewhat 4 40.0 40.0 100

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 were there but were not enough.


86/109

85

Limitation

During my summer training program i found certain limitations which mention bellow.

y Very short span of time.

y Money constrain.

y Responses of employee may be not true because project conducted within the bank

premises.

y Reliability of Secondary data

y My lack experience.


87/109

86

FINDINGS

y Need to provide training to work effectively

y Employees more skill persons

y Lack of span of control

y Need better management and effective control


88/109

87

CONCLUSION

We 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 we even see that the employees

feel that there is good team spirit among themselves

On the basis of the survey done by us we 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 we see that in HDFC, the organization takes care

of most of the employees.

Employee Engagement

Employee engagement is a two way communication process between the employees the

organization. After scrutinizing the questionnaire we 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 thefirm (according to the calculation done). There is little among themselves and we see that the

employees perceive themselves as being unified with the organization.

Organizational Effectiveness.


89/109

88

By organizational effectiveness, we mean how effective an organization is to achieve its goal. In

the context of HDFC BANK, we 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 10. Samples were 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.


90/109

89

5. Calculation of MODE of individual data.

6. Analyzing interpreting and graphical representation of the collected data

Suggestion

A career path that provides opportunities for advancement.

Better management and effective communications.

Reasonable workload.

Engage by concentrating on four areas- selection, expectation, motivation and

development.


91/109

90

SCOPE OF IMPROVEMENT:

Although we see that majority of the employees feel that the organization has an effective

culture and the employees even appreciate their teamwork but if we analyze the

questionnaires deeply we 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:

BIBLEOGRAPHY


92/109

91

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 Behaviour Textbook-- ICMR


93/109

92

Appendix

QUESTIONNAIRE

QUESTIONNAIRE 1EMPLOYEE ENGAGEMENT

QUESTION -- 1

Does your work group plan together and coordinate its efforts?

Indifferent

Agree

Strongly agree

QUESTION-- 2

Does your work group make good decisions and solve problems well?

Indifferent

Agree

Strongly agree

QUESTION -- 3

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

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 4

Does your workgroup feel responsible for meeting its objectives successfully?

Indifferent

Agree


94/109

93

Strongly agree

QUESTION -- 5

Is your workgroup able to respond to unusual work demands placed upon it?

Indifferent

Agree

Do you have confidence and trust in the persons in your workgroup

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 7

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

Indifferent

Agree

Strongly agree

Overall, are you satisfied with your boss?

Indifferent

Agree

Strongly agree

QUESTION -- 9

Overall, are you satisfied with your job?

Agree

Strongly agree

QUESTION -- 10

Overall, are you satisfied with this organization?

Indifferent

Agree

Strongly agree

QUESTION 6

QUESTION 8


95/109

94

QUESTION -- 11

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

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 12

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

Disagree

Indifferent

Agree

QUESTION -- 13

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

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 14

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

Indifferent

Agree

Strongly agree

QUESTION 15

The goals of this team are well defined

Indifferent

Agree


96/109

95

Strongly agree

QUESTION -- 16


Strongly Disagree

Disagree

Indifferent

Agree

QUESTION 17

Members generally avoid discussing the problems facing the team.

Strongly Disagree

Disagree

Indifferent

Agree

QUESTION -- 18

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

Strongly Disagree

Disagree

Indifferent

Agree

QUESTION -- 19

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

Disagree

Indifferent

Agree

Strongly agree


97/109

96

QUESTION -- 20

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

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 21

The team generates alternative solutions for a problem.

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 22

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

Disagree

Indifferent

Agree

Strongly agree

QUESTION -- 23

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

Strongly Disagree

Disagree

Indifferent

Strongly Agree

QUESTION -- 24

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

Indifferent

Agree

Strongly agree


98/109

97

QUESTION -- 25

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

Strongly Disagree

Disagree

Indifferent

Agree

QUESTION -- 26

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

Strongly Disagree

Disagree

Indifferent

Agree

QUESTION -- 27

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

Disagree

Indifferent

Agree

Strongly agree


99/109

98

Questionnaire 2Set1

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

not so true

least true

(b)

Values are not shared in the organization

good description

not so true

least true

(c)

Values are shared only at the top level

accurate

good description

not so true

(d)

Organizational values are widely shared in the organization

accurate

good description

not so true

Set-2

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

Accurate


100/109

99

Gooddescription

Notsotrue

Leasttrue

(b)

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

Accurate

Gooddescription

Notsotrue

Leasttrue

(c)Generally, small tables are used by managers

Accurate

Gooddescription

Notsotrue

Leasttrue

(d)

Large working tables are used here.

Accurate

Gooddescription

Leasttrue

Set 3

(a)The dominant belief here is that things dont happen, you make them happen

Accurate

Gooddescription

Notsotrue

Leasttrue


101/109

100

(b)

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

Accurate

Gooddescription

Leasttrue

(c)

People believe that the major constraints are managerial.

Gooddescription

Notsotrue

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

fight

Accurate

Leasttrue

Set 4

(a)

The leaders here expect to be implicitly obeyed.

Accurate

Gooddescription

Notsotrue

Leasttrue

(b)

The leaders here are role models for their people

Gooddescription

Notsotrue

Leasttrue


102/109

101

(c)

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

Accurate

Gooddescription

Leasttrue

(d)

The leaders set the standards of performance.

Accurate

Gooddescription

Leasttrue

Set 5

(a)

In meetings, people sit wherever they can find place.

Accurate

Gooddescription

Notsotrue

Leasttrue

(b)

People are indifferent to meetings and try to avoid them.

Accurate

Gooddescription

Notsotrue

Leasttrue

(c)

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

Accurate

Gooddescription

Notsotrue


103/109

102

Leasttrue

(d)

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

Accurate

Gooddescription

Notsotrue

Leasttrue

Set 6

(a)

The customer is regarded as a most important person here.

Accurate

Gooddescription

Notsotrue

Leasttrue

(b)A good products given the highest importance

Accurate

Gooddescription

Notsotrue

Leasttrue

(c)

Rules and regulations are given high importance

Accurate

Gooddescription

Notsotrue

Leasttrue


104/109

103

(d)

The ChiefExecutive is the most important here.

Accurate

Gooddescription

Notsotrue

Leasttrue

Set 7

(a)

Most communication is generated at the meetings of top people.

Gooddescription

Notsotrue

Leasttrue

(b)

All communication is in writing and through memos.

Accurate

Gooddescription

Notsotrue

Leasttrue

(c)

There is not much work related communication among people.

Accurate

Gooddescription

Notsotrue

Leasttrue

(d)


105/109

104

People communicate with one another to solve problems.

Accurate

Gooddescription

Notsotrue

Set 8

(a)A lot of attention is given to updating technology.

Accurate

Gooddescription

Notsotrue

Leasttrue

(b)

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

Accurate

Gooddescription

Notsotrue

Leasttrue

(c)

High performance is celebrated with everybody joining in.

Accurate

Gooddescription

Leasttrue

(d)


106/109

105

People are busy streamlining rules and regulations.

Gooddescription

Notsotrue

Leasttrue

QUESTIONNAIRE --NO.3- EMPLOYEE EFFECTIVENESS

QUESTION - 1Do you know what is expected of you at work?

Very much

Much

Very little

QUESTION - 2

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

Very much

Much

Somewhat

Little

QUESTION - 3

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

Very much

Much

Somewhat

QUESTION - 4

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

Very much


107/109

106

Much

Somewhat

Little

QUESTION - 5

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

Very much

Much

Somewhat

Little

QUESTION - 6

Is there someone at work who encourages your development?

Very much

Much

Somewhat

Little

QUESTION - 7

At work, do your opinions seem to count?

Very much

Much

Somewhat

Little

QUESTION - 8


108/109

107

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

Very much

Much

Somewhat

QUESTION - 9

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

Much

Somewhat

Very Little

QUESTION - 10

Do you have a best friend at work?

Very much

Much

Somewhat

Little

QUESTION - 11

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

Very much

Much

Somewhat

Little

QUESTION - 12


109/109

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

Very much

Much

Somewhat

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