Professional Documents
Culture Documents
INTRODUCTION
Good companies become great through a series of initiatives done consistently
over time. There are no shortcuts. It is pain full process, but they must be done to keep
companies alive for tomorrow challenges, not just for todays challenges.
In 1983 in the first ever business worlds most respected companies survey
was conducted, companies were assessed on eight parameters quality of management,
quality of products and services, innovativeness, financial soundness, ability to attract
and retain talent, environmental responsibility, profitability and work place environment.
The most obvious and commonly used metrics such as market share, market
capitalization and turn over, were deliberately left out. The whole idea of having a survey
such as this was to gauge how it peers, based mostly on criteria that went way beyond the
numbers perceived a company. Over the years, the survey has been progressively refined,
and now parameters added. None of the newer parameters (now there are 19) violate the
original principle that this was meant to be a perception based survey.
Hence quantitative metrics such as profits, etc, are still eschewed, yet,
what gets reiterated time and again is the respect in business is very much intertwined
with market reality and performance. That respect rankings are as good as any other size,
market, capitalization to mirror changing realities.
1.1
DEFINITION:
1
To find out reasons for work life quality and its balance.
To gain an insight into current working time policies and practices, as well as worklife balance issues.
To complement existing Foundation data and research on working time largely based
on surveys of individual workers and on literature reviews.
1.3
To find the effect of managers on the employees and their job satisfaction
SCOPE OF THE STUDY
In the process of liberalization and globalization all the business organizations facing
of their employees.
Each and every organization should focus attention of improving their organization
Excellency.
The present study throwing a light on analyzing the measurement of quality of work
life of employees at HDFC BANK.
The scope is also widened to find out the expectations of the employees from the
management with respect to the above concept.
1.4
RESEARCH METHODOLOGY:
Research methodology is the systematic way to solve the research problem.
It gives an idea about various steps adopted by the researcher in a systematic manner with
an objective to determine various manners.
1.5
RESEARCH DESIGN:
A research design is considered as the framework or plan for a study that
guides as well as helps the data collection and analysis of data. The research design may
be exploratory, descriptive and experimental for the present study. The descriptive
research design is adopted for this project.
1.6
RESEARCH APPROACH:
The research worker contacted the respondents personally with well-prepared
RESEARCH INSTRUMENT:
The researcher has used a structured questionnaire as a research instrument
tool which consists of open ended questions, multiple choice and dichotomous questions
in order to get data. Thus, Questionnaire is the data collection instrument used in the
study. All the questions in the questionnaire are organized in such a way that elicit all the
relevant information that is needed for the study
1.7.1
STATISTICAL TOOLS:
The statistical tools used for analyzing the data collected are percentage
1.7.2
ANALYSIS OF DATA:
The data are collected through survey and books, reports, newspapers and
internet etc., the survey conducted among the employees of HDFC BANK Pvt. Ltd. The
data collected by the researcher are tabulated and analyzed in such a way to make
interpretations.
Various steps, which are required to fulfill the purpose, i.e., Editing and Tabulating.
Tabulation refers to bring together the similar data in rows and columns and
totaling them in an accurate and meaningful manner
The collected data are analyzed and interrupted using statistical tools and Techniques.
1.8
RESEARCH PERIOD:
1.9
Out of all the employees data is collected only from 150 employees
The workers hesitate disclosing the true facts in order to secure their job.
CHAPTER II
COMPANY PROFILE
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 is India's premier housing finance company and enjoys an impeccable track record
in India as well as in international markets. Since its inception in 1977, the Corporation
has maintained a consistent and healthy growth in its operations to remain the market
leader in mortgages. Its outstanding loan portfolio covers well over a million dwelling
units. HDFC has developed significant expertise in retail mortgage loans to different
market segments and also has a large corporate client base for its housing related credit
facilities. With its experience in the financial markets, a strong market reputation, large
shareholder base and unique consumer franchise, HDFC was ideally positioned to
promote a bank in the Indian environment.
HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build
sound customer franchises across distinct businesses so as to be the preferred provider of
banking services for target retail and wholesale customer segments, and to achieve
healthy growth in profitability, consistent with the bank's risk appetite. The bank is
committed to maintain the highest level of ethical standards, professional integrity,
corporate governance and regulatory compliance. HDFC Bank's business philosophy is
based on four core values - Operational Excellence, Customer Focus, Product Leadership
and People.
Capital Structure:As on 31st March, 2012 the authorized share capital of the Bank is Rs. 550 crore. The
paid-up capital as on the said date is Rs. 469,33,76,540 (234,66,88,270 equity shares of
Rs. 2/- each). The HDFC Group holds 23.15% of the Bank's equity and about 17.29 % of
the equity is held by the ADS / GDR Depositories (in respect of the bank's American
Depository Shares (ADS) and Global Depository Receipts (GDR) Issues). 30.68 % of the
equity is held by Foreign Institutional Investors (FIIs) and the Bank has 4,47,924
shareholders
The shares are listed on the Bombay Stock Exchange Limited and The National Stock
Exchange of India Limited. The Bank's American Depository Shares (ADS) are listed on
the New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global
Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange under ISIN No
US40415F2002.
FINANCIAL RESULTS:
Profit & Loss Account: Quarter ended June 30, 2012
The Banks total income for the quarter ended June 30, 2012, was ` 9,536.9 crores as against
` 7,098.0 crores for the quarter ended June 30, 2011. Net revenues (net interest income plus
other income) were at ` 5,013.5 crores for the quarter ended June 30, 2012, an increase of
26.3% over ` 3,968.0 crores for the corresponding quarter of the previous year. Net interest
income (interest earned less interest expended) for the quarter ended June 30, 2012, grew by
22.3% to ` 3,484.1 crores. This was driven by loan growth of 21.5% and a net interest margin
for the quarter of 4.3%.
Other income (non-interest revenue) for the quarter ended June 30, 2012, was ` 1,529.5
crores, up 36.6% over that in the corresponding quarter ended June 30, 2011. The main
contributor to other income for the quarter was fees & commissions of ` 1,143.3 crores, up by
23.9% over ` 922.7 crores in the corresponding quarter ended June 30, 2011. The two other
components of other income were foreign exchange & derivatives revenue of ` 314.8 crores
(` 230.1 crores for the corresponding quarter of the previous year) and profit on revaluation /
sale of investments of ` 66.5 crores (loss of ` 41.3 crores for the quarter ended June 30, 2011).
Business:-
HDFC Bank offers a wide range of commercial and transactional banking services and
treasury products to wholesale and retail customers. The bank has three key business
segments:
Wholesale Banking Services
The Bank's target market ranges from large, blue-chip manufacturing companies in
the Indian corporate to small & mid-sized corporates and agri-based businesses. For
these customers, the Bank provides a wide range of commercial and transactional
banking services, including working capital finance, trade services, transactional
services, cash management, etc. The bank is also a leading provider of structured
solutions, which combine cash management services with vendor and distributor
finance for facilitating superior supply chain management for its corporate
customers. Based on its superior product delivery / service levels and strong
customer orientation, the Bank has made significant inroads into the banking
consortia of a number of leading Indian corporates including multinationals,
companies from the domestic business houses and prime public sector companies. It
is recognised as a leading provider of cash management and transactional banking
solutions to corporate customers, mutual funds, stock exchange members and
banks.
The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank
Plus and the Investment Advisory Services programs have been designed keeping in
mind needs of customers who seek distinct financial solutions, information and
advice on various investment avenues. The Bank also has a wide array of retail loan
products including Auto Loans, Loans against marketable securities, Personal
Loans and Loans for Two-wheelers. It is also a leading provider of Depository
Participant (DP) services for retail customers, providing customers the facility to
hold their investments in electronic form.
HDFC Bank was the first bank in India to launch an International Debit Card in
association with VISA (VISA Electron) and issues the Mastercard Maestro debit
card as well. The Bank launched its credit card business in late 2001. By March
2010, the bank had a total card base (debit and credit cards) of over 14 million. The
Bank is also one of the leading players in the merchant acquiring business with
over 90,000 Point-of-sale (POS) terminals for debit / credit cards acceptance at
merchant establishments. The Bank is well positioned as a leader in various net
based B2C opportunities including a wide range of internet banking services for
Fixed Deposits, Loans, Bill Payments, etc.
Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. With
the liberalisation of the financial markets in India, corporates need more
sophisticated risk management information, advice and product structures. These
and fine pricing on various treasury products are provided through the bank's
Treasury team. To comply with statutory reserve requirements, the bank is required
to hold 25% of its deposits in government securities. The Treasury business is
responsible for managing the returns and market risk on this investment portfolio.
Management:Mr. C.M. Vasudev has been appointed as the Chairman of the Bank with effect from 6th
July 2010. Mr. Vasudev has been a Director of the Bank since October 2006. A retired
IAS officer, Mr. Vasudev has had an illustrious career in the civil services and has held
several key positions in India and overseas, including Finance Secretary, Government of
India, Executive Director, World Bank and Government nominee on the Boards of many
companies in the financial sector.
The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25
years, and before joining HDFC Bank in 1994 was heading Citibank's operations in
Malaysia.
The Bank's Board of Directors is composed of eminent individuals with a wealth of
experience in public policy, administration, industry and commercial banking. Senior
executives representing HDFC are also on the Board.
Senior banking professionals with substantial experience in India and abroad head
various businesses and functions and report to the Managing Director. Given the
professional expertise of the management team and the overall focus on recruiting and
retaining the best talent in the industry, the bank believes that its people are a significant
competitive strength.
Credit Rating
The Bank has its deposit programs rated by two rating agencies - Credit Analysis &
Research Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed
Deposit programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which
represents instruments considered to be "of the best quality, carrying negligible
investment risk". CARE has also rated the bank's Certificate of Deposit (CD) programme
"PR 1+" which represents "superior capacity for repayment of short term promissory
obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned
the "AAA ( ind )" rating to the Bank's deposit programme, with the outlook on the rating
as "stable". This rating indicates "highest credit quality" where "protection factors are
very high"
The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE
and Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II
Bonds rated by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA"
for the subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the
rating "AAA (ind)" with the outlook on the rating as "stable". CARE has also assigned
"CARE AAA [Triple A]" for the Banks Perpetual bond and Upper Tier II bond issues.
CRISIL has assigned the rating "AAA / Stable" for the Bank's Perpetual Debt programme
and Upper Tier II Bond issue. In each of the cases referred to above, the ratings awarded
were the highest assigned by the rating agency for those instruments?
Corporate Governance Rating
The bank was one of the first four companies, which subjected itself to a Corporate
Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating
Information Services of India Limited (CRISIL). The rating provides an independent
assessment of an entity's current performance and an expectation on its "balanced value
creation and corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to
10
wealth creation for all its stakeholders while adopting sound corporate governance
practices is the highest.
On May 23, 2009, the amalgamation of Centurion Bank of Punjab with HDFC Bank was
formally approved by Reserve Bank of India to complete the statutory and regulatory
approval process. As per the scheme of amalgamation, shareholders of CBoP received 1
share of HDFC Bank for every 29 shares of CBoP.
The merged entity will have a strong deposit base of around Rs. 1,22,000 crore and net
advances of around Rs. 89,000 crore. The balance sheet size of the combined entity
would be over Rs. 1,63,000 crore. The amalgamation added significant value to HDFC
Bank in terms of increased branch network, geographic reach, and customer base, and a
bigger pool of skilled manpower.
In a milestone transaction in the Indian banking industry, Times Bank Limited (another
new private sector bank promoted by Bennett, Coleman & Co. / Times Group) was
merged with HDFC Bank Ltd., effective February 26, 2000. This was the first merger of
two private banks in the New Generation Private Sector Banks. As per the scheme of
amalgamation approved by the shareholders of both banks and the Reserve Bank of India,
shareholders of Times Bank received 1 share of HDFC Bank for every 5.75 shares of
Times Bank.
HDFC Bank Ltd. (BSE: 500180, NYSE: HDB) is a commercial bank of India,
incorporated in August 1994, after the Reserve Bank of India allowed establishing private
sector banks. The Bank was promoted by the Housing Development Finance Corporation,
a premier housing finance company (set up in 1977) of India. HDFC Bank has 1,412
branches and over 3,295 ATMs, in 528 cities in India, and all branches of the bank are
linked on an online real-time basis. As of September 30, 2010 the bank had total assets of
INR 1006.82 billion. For the fiscal year 2011-12, the bank has reported net profit of
Rs.2,244.9 crore, up 41% from the previous fiscal. Total annual earnings of the bank
increased by 58% reaching at Rs.19,622.8 crore in 2011-12.
11
Business Focus
HDFC Bank deals with three key business segments Wholesale Banking Services,
Retail Banking Services, and Treasury. It has entered the banking consortia of over 50
corporates for providing working capital finance, trade services, corporate finance and
merchant banking. It is also providing sophisticated product structures in area of foreign
exchange and derivatives, money markets and debt trading and equity research.
Wholesale Banking Services
The Bank's target m inroads into the banking consortia of a number of leading Indian
corporate including multinationals, companies from the domestic business houses and
prime public sector companies. It is recognized as a leading provider of cash management
and transactional banking solutions to corporate customers, mutual funds, stock exchange
members and banks.
Retail Banking Services
The objective of the Retail Bank is to provide its target market customers a full range of
financial products and banking services, giving the customer a one-stop window for all
his/her banking requirements. The products are backed by world-class service and
delivered to customers through the growing branch network, as well as through
alternative delivery channels like ATM, Phone Banking, Net Banking and Mobile
Banking.
HDFC Bank was the first bank in India to launch an International Debit Card in
association with VISA (VISA Electron) and issues the Master card Maestro debit card as
well. The Bank launched its credit card business in late 2001. By March 2012, the bank
had a total card base (debit and credit cards) of over 13 million. The Bank is also one of
the leading players in the merchant acquiring business with over 70,000 Point-of-sale
(POS) terminals for debit / credit cards acceptance at merchant establishments. The Bank
is well positioned as a leader in various net based B2C opportunities including a wide
range of internet banking services for Fixed Deposits, Loans, Bill Payments, etc.
12
Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. These
services are provided through the bank's Treasury team. To comply with statutory reserve
requirements, the bank is required to hold 25% of its deposits in government securities.
The Treasury business is responsible for managing the returns and market risk on this
investment portfolio.
Distribution Network
HDFC Bank is headquartered in Mumbai. The Bank has a network of 1,725 branches
spread in 771 cities across India. All branches are linked on an online real-time basis.
Customers in over 500 locations are also serviced through Telephone Banking. The Bank
has a presence in all major industrial and commercial centres across the country. Being a
clearing/settlement bank to various leading stock exchanges, the Bank has branches in the
centre where the NSE/BSE has a strong and active member base.
The Bank also has 3,898 networked ATMs across these cities. Moreover, HDFC Bank's
ATM network can be accessed by all domestic and international Visa/MasterCard, Visa
Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.
Housing Development Finance Corporation Limited or HDFC (BSE: 500010),
founded 1977 by Ravi Maurya and Hasmukhbhai Parekh, is an Indian NBFC,
focusing on home mortgages. HDFC's distribution network spans 243 outlets that include
49 offices of HDFC's distribution company, HDFC Sales Private Limited. In addition,
HDFC covers over 90 locations through its outreach programmes. HDFC's marketing
efforts continue to be concentrated on developing a stronger distribution network. Home
loans are also Sharcket through HDFC Sales, HDFC Bank Limited and other third party
Direct Selling Agents (DSA).
13
To cater to non-resident Indians, HDFC has an office in London and Dubai and service
associates in Kuwait, Oman, Qatar, Sharjah, Abu Dhabi, Al Khobar, Jeddah and Riyadh
in Saudi Arabia.
14
2011
Awards 2011
ISACA 2011 award for IT
Governance
IBA Productivity Excellence New Channel Adopter (Private Sector)
Awards 2011
DSCI (Data Security
Security in Bank
Council of India)
Excellence Awards 2011
Euromoney Awards for
Excellence 2011
FINANCE ASIA Country
- BEST BANK
Asian Banker
BloombergUTV's Financial
Best Bank
Winner -
Awards 2010
15
2010
Awards 2010
Teacher's Achievement
Awards 2010
The Banker Magazine
Award 2010
Dun & Bradstreet Banking
Awards 2010
16
Magazine Poll
Awards
the Bank
Runners-up - IT Governance (Large Banks)
ACI Excellence Awards 2010 Highly Commended - Asia Pacific HDFC Bank
FE-EVI Green Business
Leadership Award
Celent's 2010 Banking
Innovation Award
Avaya Global Connect 2010
and Wealth Management Poll row) 2) Best Private Banking Services overall
2010
Awards 2010
Consolidation Project
17
2 Banking Technology
Awards 2009
2nd Prize
Employer Survey
CHAPTER - III
QWL-THE CONCEPT
3.1
IMPORTANCE:
The quest for improved productivity through human resources has its beginning
18
Quality of work life (QWL) has assumed increasing interest and importance in both
industrial as well as developing countries of the world. In India, its scope seems to be
more than a sheer work organization movement which focuses on job security and
economic growth to the employees.
The American Society of Training and Development established a task force on the
QWL in 1979. This task force defined QWL as "a process of work organizations which
enable its members at all levels to activity participate in shaping the organizations,
environment, methods and outcomes. This value based process is aimed towards meeting
the twin goals of enhanced effectiveness of organizations and improved quality of life at
work for employees".
WHAT IS QWL?
The term refers to the favorableness or unfavourableness of a total job
environment for people. QWL programs are another way in which organizations
recognize their responsibility to develop jobs and working conditions that are
excellent for people as well as for economic health of the organization. The elements
in a typical QWL program include open communications, equitable reward systems, a
concern for employee job security and satisfying careers and participation in decision
making. Many early QWL efforts focus on job enrichment. In addition to improving the
work system, QWL programs usually emphasis development of employee skills, the
reduction of occupational stress and the development of more co-operative
Labor -management relations.
Vigorous Domestic and International competition drive organizations to be more
productive. Proactive managers and human resource departments respond to this
19
challenge by finding new ways to improve productivity. Some strategies rely heavily
upon new capital investment and technology. Others seek changes in employee relations
practices.
Human resource departments are involved with efforts to improve productivity through
changes in employee relations. QWL means having good supervision, good working
conditions, good pay and benefits and an interesting, challenging and rewarding job.
High QWL is sought through an employee relations philosophy that encourages the use
of QWL efforts, which are systematic attempts by an organization to give workers greater
opportunities to affect their jobs and their contributions to the organizations overall
effectiveness.
3.2
A RATIONALE:
Job specialisation and simplification were popular in the early part of this
century. Employees were assigned narrow jobs and supported by a rigid hierarchy in the
expectation that efficiency would improve. The idea was to lower cost by using unskilled
workers who could be easily trained to do a small, repetitive part of each job.
Many difficulties developed from that classical job design, however. There was
excessive division of labor. Workers became socially isolated from their co-workers
because their highly specialized jobs weakened their community of interest in the whole
product. De-skilled workers lost pride in their work and became bored with their jobs.
Higher-order (social and growth) needs were left unsatisfied. The result was higher
turnover and absenteeism, declines in quality and alienated workers. Conflict often arose
as workers sought to improve their conditions and organizations failed to respond
appropriately. The real cause was that in many instances the job itself simply was not
satisfying.
20
the gap, between the hopes and expectations of a person and their present experience.
Human adaptation is such that life expectations are usually adjusted so as to lie within the
realm of what the individual perceives to be possible. This enables people who have
difficult life circumstances to maintain a reasonable QOL.
Quality of Life is tied to perception of 'meaning'. The quest for meaning is central to the
human condition, and we are brought in touch with a sense of meaning when we reflect
on that which we have created, loved, believed in or left as a legacy.
Our definition of quality of life is: The degree to which a person enjoys the important
possibilities of his/her life. Possibilities result from the opportunities and limitations each
person has in his/her life and reflect the interaction of personal and environmental factors.
Enjoyment has two components: the experience of satisfaction and the possession or
achievement of some characteristic, as illustrated by the expression: "She enjoys good
health." Three major life domains are identified: Being, Belonging, and Becoming.
3.3
22
Provides for opportunities like autonomy in work and participation in planning in order to
use human capabilities.
23
FIGURE 1.1
24
3.4
ISSUES:
Trade unions claim that they are responsible for the improvement in various facilities to
workers whereas management takes credit for improved salaries, benefits and facilities.
However, P/HR manager has (identified) specific issues in QWL besides normal wages,
salaries, fringe benefits, etc. and takes lead in providing them so as to maintain higher
order QWL. IKlott, Mundick and Schuster suggested 11 major QWL issues.
They are:
Good pay still dominates most of the other factors in employee satisfaction. Various
alternative means for providing wages should be developed in view of increase in cost of
living index, increase in levels and rates of income tax and profession tax. Stability to a
greater extent can be provided by enhancing the facilities for human resource
development.
26
Trade unions and workers believe that workers participation in management and 1e
improves WL. Workers also feel that they have control their work, use their skills and
make a real contribution to the job if they are allowed participate in creative and
decision-making process.
(vi) Recognition
Recognizing the employee as a hum being rather than as a laborer increases the
QWL Participative management, awarding the rewarding systems, congratulating the
employees for their achievement, job enrichment, offering prestigious designations to the
jobs, providing well furnished and decent work places, offering membership in clubs or
association, providing vehicles, offering vacation trips are some means to recognize the
employees.
3.5
STRATEGIES:
28
Provision for career planning, communicating and counseling the employees about the
career opportunities, career path, education and development and for second careers
should be made.
29
Over the years, since industrial revolution, much experimentation has gone into
exploiting potential of human capital in work areas either explicitly or implicitly. Thanks
to the revolution in advanced technology, the imperative need to look into QWL in a new
perspective is felt and deliberated upon. Major companies are tirelessly implementing this
paradigm in Human Resources Development (some call it Peoples Excellence).
Globalization has lowered national boundaries, creating a knowledge-based
economy that spins and spans the world. Major economies are converging
technologically and economically, and are highly connected at present moment. The new
global workplace demands certain prerequisites such as higher order of thinking skills
like abstraction system thinking and experimental inquiry, problem-solving and team
work. The needs are greater in the new systems, which are participative ventures
involving workers managed by so-called fictional proprietors.
Men Counted
In simple terms, all the above requirements can be easily achieved by providing
improved quality of work life to the workers available on rolls. Workers are often
referred to as teams or groups in general parlance and whatever they do go to the credit of
the teamwork.
The concept of teamwork has evolved from the organized toil that has its own
social dimensions. Good teams can hardly be imported from outside. They usually occur
as an indigenous incidence at the workplace and nurturing the same over time is the
responsibility of management. Here, it may also be discerned that the composition of
available workers in no more a local phenomenon as in the past. Mobility is caused by
migration beyond culture barriers and isolation, relocation and globalized deployment.
This phenomenon has become universal and is causing great changes in the work
environment at factories as well as offices. The new influx of skilled workers seeking
greener pastures is even questioning the skills of new employers and thereby
restructuring the new environs on par with those of best in the world, unwittingly though.
30
Money Matters
For good QWL, cash is not the only answer. Today, the workers are aware of the
job requirements of job as also the fact that the performance of the same is measured
against the basic goals and objectives of the organization and more importantly, wages
are paid according to the larger picture specific to the industry and the employers place
in the same.
The increased share of workers in wages and benefits through legislation as well
as competitive interplay of superior managements in various fields of industry and
business on extensive levels has reshaped the workers idea of quality of work life.
Moreover, other things being equal, the employers are increasingly vying with their rivals
in providing better working conditions and emoluments. This may be owing to many
reasons besides the concern for the human angle of workers, like the employers tendency
to climb on the bandwagon, to reap to the desired dividends or to woo better talent into
their fold as skill base addition and other non-economic inputs like knowledge bases.
Doubtlessly, the increased tendency of recruiting knowledge bases is giving the modern
managements payoffs in myriad ways. Some of them are intended potentials for product
innovations and cost cuttings. Talking of product, it may appear far-fetched to some that
product is being assessed in the market for its quality and price by the environment
created in the areas where workers and customers are dealt and transact, like ambience in
facilities / amenities as also the companys pay scales. This goes to prove that QWL of
manufacturer / service provider is synonymous with the quality of product.
31
Teamwork
Teamwork is the new mantra of modern day peoples excellence strategy. Todays
teams are self-propelled ones. The modern manager has to strive at the group coherence
for common cause of the project. The ideal team has wider discretion and sense of
responsibility than before as how best to go about with its business. Here, each member
32
can find a new sense of belonging to each other in the unit and concentrate on the groups
new responsibility towards employers goals. This will boost the coziness and morale of
members in the positive environment created by each others trust. Positive energies, free
of workplace anxiety, will garner better working results. Involvement in teamwork deters
deserters and employer need not bother himself over the detention exercises and save
money on motivation and campaigns.
Boss Factor
Gone are the days when employers controlled workers by suppressing the
initiative and independence by berating their brilliance and skills, by designing and
entrusting arduous and monotonous jobs and offer mere sops in terms of wages and
weekly off. Trust develops when managers pay some attention to the welfare of the
workers and treat them well by being honest in their relations. The employer should keep
in mind that every unpaid hour of overtime the worker spends on work is an hour less
spent with the family.
New performance appraisals are put into vogue to assess a workers contribution
vis--vis on employers objectives and to find out the training and updating needs and
levels of motivation and commitment. As observed in some advanced companies, the
workers themselves are drawing their benefits by filing appraisal forms and drawing
simultaneously the appropriate benefits by the click of the mouse directly from their
drawing rooms, courtesy e-HR systems. In addition, there are quite a number of channels
for informal reviews.
The employer too, can make use of the varied skills to any altered
situations of restructuring and other market adaptations. Thus, the monotony of work life
33
can be alleviated. The employer, armed with the depth of cross-trained human resources,
need not go hunting for new talent and thus save on the unspent pay packets, which can
be spent usefully on the amenities for workers. No doubt, rivals should be envying him
for this edge.
The change should be apparent in mutual trust and confidence towards effective
understanding of the needs of worker and employer. The new knowledge-based workers
are mostly young in the fields of technology and management.
forthcoming in trusting the boss and older peers. Now, all modern managements are
cognizant of the innate desire of workers to be accepted as part of the organization for
identity and other social reasons.
Effective dialogue is put into play between management and those who execute
through well-organized communication channels paving the way for improved cooperation and participation on emotional level. The decision making level is nose diving
to the floor level manager, where the poor guy has to think of n number of quick
decisions on behalf of the organization. Unless the team is behind and involved with
commitment, the manager cannot implement the new tasks in production, distribution,
peoples excellence, customer relations, etc., thanks to the e factor prefixed to the names
of majority of departments.
Influences
Overwork is tolerated in emerging industries unlike government departments as
part of the game and work culture. This is so, what with the soaring competition among
the tightly contested players. The point is empowerment of workforce in the area of
involvement.
All said and done, the workers are considered as the invisible branch
ambassadors and internal customers in certain industries. It is evident that most of the
managements are increasingly realizing that quality alone stands to gain in the ultimate
34
analysis. Restructuring the industrial relations in work area is the key for improving the
quality of product and the price of the stock. Without creating supportive environment in
restructured environment, higher quality of work cannot be extracted. It is already high
time the older theories of industrial relations should be unlearnt.
One cannot do right in one area of life whilst he is occupied in doing wrong
in another. Life is one invisible whole Mahatma Gandhi
How true and difficult is to paraphrase the profound truth contained in the words of
one of the greatest human beings of the modern world. The harsh reality of modern life is
that Quality of Work Life (QWL) has taken a beating because most of us are working
harder than ever. On average people in the developed countries spend an astonishing 14
to 15 hours a day against the accepted 8 to 9 hours. What is very disturbing is that the
trend is on the rise. Burn out; stress leading to health hazards is the natural offshoot. The
concept of lifetime employment or job security through hard work has been on a decline
since more and more people are on short-term contracts and lack security of long-term
employment.
Although traditional work structures seem to be dissolving, this hasnt
necessarily resulted in more flexibility for the workers. Employers, by and large, are still
reluctant to absorb employees on a permanent basis before they have proved their
worth. The psychological pressure on the employee is tremendous and their lives are
characterized by a pronounced conflict between professional and private lives. Lesser
employees doing greater work make the work monotonous and grueling for the
employee. The implication of all this is that it leaves the worker with less and less time
for interests, family and leisure time in general.
35
It is not uncommon to see people who aspire to have work and personal life in
synchronization. The work life balance has become the buzzword for the present
generation. Thus in an ideal world, most people would like their output assessed by the
results they achieve at work and not by the hours they spend slaying away at their desk.
Thus, in turn, would leave them free to pursue their personal interests outside work. Only
a handful of employees have understood this intrinsic desire of employees and have
turned it into a competitive advantage. Occupational Psychology assumes a key role as it
contributes to work models but also with the thorough study of factors underlying the
work/life balance.
The study of work and family life is a relatively recent field. They argue out a case for
alternative work models.
Workplace flexibility is increasingly becoming important both for the employers as
well as the employees. A good fit between peoples personal and work roles can go a long
way in resolving conflicts. In fact researchers claim that by helping to manage
employees work/life conflicts the company actually increases psychological availability
for work of an employee. This is at least true of some learning organizations that are
open to such novel HR practices. They look at flexible work arrangements as an
opportunity for more efficient recruitment, decrease in staff turnover and absenteeism.
Very importantly it helps them to project an improved corporate image.
Occupational psychology conducted in UK points out that managers feel to be
working unjustifiably long hours and to be pushing their staff too hard. Only a relatively
small percentage felt reasonably sure that they have indicated their preference for more
flexible working hours. Nearly half perceived increased difficulties in balancing their
work and personal life and well over half said pressure to perform at work left them less
and less time for their personal life, making them feel that they are missing out.
The analysis of this research data was descriptive and no attempts were made to analyze
any traits underlying the work/life balance. There are two important issues to be looked
into
They are:
36
1. Two distinct factors underlying the work/life balance. One is related to the general
status quo of the workplace and the other one to attitudes held by the individual.
2. That these factors would correlate with other variables, such as commitment, gender
or age.
37
best you can be at work with a deep commitment to being a great family person and
loving friend. Understand that without balance in every core area of your life, youll
never find lasting happiness and a sense that you have lived well.
38
effort on a key project or achieved a goal that has been mutually set, he/she should
recognise the achievement fittingly in a unique and memorable way. Managers will find
that the more creative and unique they are with the reward, the more fun it will be for
both of them. The examples can be only limited by the managers imagination. It could
be sending a birthday gift to the employees beloved daughter to footing the bill of the
family dinner. The manager can grant employees, who have performed exceptionally
well, a pass for three-day weekend.
Recognition and rewards can be very powerful motivational tools. It is quite
intriguing to realise that a simple and sincere recognition with minimum cost, paperwork
and administration can impact employees in a profound way. At Walt Disney, one of the
companys 180 recognition programs is called The Spirit of Fred Award, named after an
employee named Fred. When Fred first went from an hourly to a salaried position, five
people taught him the values necessary for success at Disney. This help inspired the
award, in which the name Fred became an acronym for friendly, resourceful,
enthusiastic and dependable. First given as a lark, the award has come to be highly
coveted in the organization.
Rewarding employees for exceptional work theyve done is critical to keep them
motivated enough to continue their best. Although money is important, a manager can
obtain better employee performance by using personal, creative and amusing forms of
recognition.
3.6
3.6.1
40
You must have both love and work in your life to make you healthy. Don't you
agree? Well, this is what Sigmund Freud had said decades ago for healthy workers.
Family is an essential ingredient for the love that exists in the life of the employees. But
are the corporate structuring the work patterns so as to ensure the necessary balances?
Are the corporate providing opportunities to their employees to spend quality time in
their personal lives? Many researchers indicate that maintaining a good balance in work
and life has become a priority for the corporate in the developed nations.
At the dawn of industrialization, the needs and priorities of employees were at the
lower end of Maslows need hierarchy pyramid. The priority was given more to physical
and material security. However, with rapid cultural and economic developments, the
priorities outside job became very different. Employees started looking for higher and
meaningful quality of life as a result of the outcomes of their work. After all, what are
they working for? A good happy and a decent life.
With the increasing shift of the economy towards knowledge economy, the meaning
and importance of the quality of work life is also assuming a new significance. Today, the
connotation of the term 'work' has also become different. It has more to do with the
intellectual exercise than physical labor. As a result, the corporate need to streamline and
restructure their work schedules in order to bring about a balance in work life of their
employees. Understanding and managing the levels and complexities of diverse
motivational needs is another area, which requires careful attention from the corporate to
bring about work-life balance.
41
Technological Breakthroughs
Tremendous progress in the fields of information technology and communication
system has changed our worldview. At the same time, it demands more from todays
employees. Strict deadlines, tighter schedules and ever-escalating corporate targets are
the natural outcome of it.
Researchers have pointed out that a balance between work and life is maintained
when there is no conflict between work and family demands. Though this seems to be
idealistic situation, what the corporate need to remember is that the conflicts should not
reach unacceptable levels where it would tend to affect the productivity of the employee.
42
Striking a balance between work and life is as difficult for the corporate as it is for
the employees. However, the onus of maintaining this is more on the corporate because,
as pointed out by the famous Hawthorne Experiment, the world of individuals primarily
centers on their place of work.
scheduling of jobs will be one of the first steps in designing work schedule that can
balance life and work. The HR managers, along with the functional heads and line
mangers, should try to bring in flexibility to the working patterns within the
organizations.
employees has to be worked out. Following are some of the ways in which it can be
done. Though this is in no way an exhaustive list, yet it does provide a starting point for
corporate to develop flexible work schedules that can balance work and life.
ensure and communicate the support of the senior management. The top management of
the company must clearly communicate its eagerness and willingness to restructure the
work schedules in such a manner that it can balance the work and life of the employees.
This will require clear articulation from the company that it values the personal lives of
its employees. The employees must understand that their organization also keeps in mind
the value of their life and personal relationship. Such articulation can be done through
the companys vision and mission statements.
44
Sustain It
Once the organization follows and internalizes the practice of flexible work
schedules for its employees, it is very necessary that it sustains it over a long period of
time. Such sustainability can e brought about by clear demarcations of accountability and
means to measure it. In other words, the focus and purpose of creating balanced work life
should be maintained at any cost. This will also call for review and evaluation of the
current work environment and make modifications in the schedules accordingly.
Several researchers have shown that a balanced work-life creates greater
employee productivity. What important is the long-term and not the short-term, which
seems to become the focus of many organizations. So, though it may apparently seem
that employees are having more leisure, the effect of a balanced work-life will show up
positively in the bottom line of the company.
strategies and evaluating them observed reduced turnover, absenteeism, and increased
return from parental leave.
Reducing absenteeism
1.Many companies that have introduced family-friendly or flexible working practices
have seen benefits through reductions in absenteeism. Sickness rates may fall as
pressures are managed better, while employees may have better methods of dealing with
work-life conflicts than taking unplanned leave.
2.Workers (including their managers) who are healthy and not over-stressed may be more
efficient.
46
those who may increase their workforce participation if more flexible work arrangements
are possible. Employment has positive individual and social benefits beyond the financial
rewards.
2. Employers may also benefit from a wider pool of talent to draw from this is
Particularly to their benefit when skill shortages exist.
3. The Baseline Study of Work-Life Balance Practices in Great Britain found that there
Was strong demand amongst lone parents, careers and disabled people for flexible
working time arrangements?
In a situation of conflict between work and family, one or other suffers. Overseas
Studies have found that family life can interfere with paid work, and the reverse. At the
extreme, if family life suffers this may have wider social costs.
2.
Community and civil society at large. Like Voluntary participation in school boards of
trustees can contribute to the quality of our children's education. While such activities are
not the responsibility of individual employers, they may choose to support them.
47
3.7
One of the most common methods used to create QWL is employee involvement.
Employee involvement (EI) consists of a variety of systematic methods that empower
employees to participate in the decisions that affect them and their relationship with the
organization. Through (EI), employees feel a sense of responsibility, even ownership of
decisions in which they participate. To be successful, however, EI must be more than just
a systematic approach; it must become part of the organizations culture by being part of
managements philosophy. Some companies have had this philosophy ingrained in their
corporate structure for decades; Hewlett-Packard, IBM, General Motors, Ford, etc.
Pygmalion Effect
The implications for managers and human resource specialists are to create an
organizational culture that truly treats people as though they are experts at their jobs and
empowers them to use that expertise.
When management does this, a Pygmalion effect may result, which occurs when people
live up to the high expectations that others have of them.
If management further assumes that people want to contribute and seek ways to tap that
contribution, better decisions, improved productivity and a higher QWL are likely.
To be first place among locations in the company in earnings per employee ratio
in the industry during the present decade.
To achieve at least 10% growth every year in turn over, profits and value addition.
48
Points to consider
part-time working regulations
extend the rights of part-time
popular
option
for
women
2. Flexi-time
Workers choose the hours they work within defined limits. Usually there are set 'core'
times for attendance and controls over the maximum credit or debit hours which can be
built up and carried over a period of time.
TABLE 3.2
Benefits
can
help
with
Points to consider
travel needs to be well
difficulties
can help reduce absence
organized/managed
requires a degree of self
management
49
provided
working times can be adjusted
to meet peaks/troughs
improved time keeping
3. Annualized Hours
Agreed weekly hours are replaced by an annual hours arrangement and a forward
working pattern of roistered and reserve hours. By agreement, reserve hours may be
triggered at short notice. Pay is usually set at a regular, guaranteed monthly sum.
TABLE 3.3
Benefits
increases
flexibility
to
handle
Points to consider
administratively complex to design
and operate
implications of national minimum
wage legislation
Benefits
helps
recruit
and
employees
school
children
with
retain
Points to consider
absence during prime holiday
age
50
5. Flexible Roistering
Arrangements which allow employees to schedule their working times and
patterns to match predicted staffing level needs over a set period. Hours earned or owed
may be stored in a 'time bank'.
TABLE 3.5
1
2
3
4
Benefits
reduces absenteeism
reduces time taken off for
sickness
increases flexibility to meet
Points to consider
requires central administration
voluntary co-operation essential
Implications
of
national
motivation
regulations
6. Shift Swap
Simple working arrangements which allow employees to cover for colleagues and
to take time off without using up holiday allowance.
TABLE 3.6
1
2
Benefits
reduces absenteeism
reduces time taken off for
Points to consider
requires central administration
sickness
51
TABLE 3.7
Benefits
term
domestic
emergency
Benefits
reduces overheads
better retention of staff with
caring responsibilities
higher productivity
increases pool of potential
recruits
Points to consider
issues of supervision
issues of communication
requires self management
implications
of
national
minimum wage legislation
52
9. Job Share
Two, or more, people divide responsibility for one full time job.
TABLE 3.9
Benefits
1`
2
Points to consider
may add to management
responsibilities
increases training/fixed costs
requires good communication
between
sharers
and
their
managers
1
2
3
Benefits
helps retain
staff who
are
Points to consider
job cover may need to be
careers
increases return to work after
planned
skills may
maternity leave
experience may be enhanced
absence
extra effort needed to keep in
decline
during
53
1
2
Benefits
helps recruitment and retention
Points to consider
arrangements must take account
of key employees
increases loyalty
Benefits
Points to consider
a viable option only for large
organizations or as part of a
partnership
many
employees
prefer
is at a distance
schemes must be registered with
local
returned to work
statutory requirements
childcare providers are exempt
highly
visible
symbol
employer commitment
of
authorities
and
meet
improved
recruitment
retention
can
increase
commitment
a
in
and
father's
childcare
responsibilities
capital costs may qualify for tax
relief
CHAPTER-1V
RESEARCH METHODOLOGY
4.1
Employee Work life can be decided by taking into consideration certain factors like
Salary aspects
Welfare activities
Safety measures
Organization culture
Work environment
Promotions
Medical facilities
Leave policy
Performance appraisal
Management support
Hierarchy
Thus if the employee of a company has been mad to satisfy in all the above factors, the
individual performs his job up to the expected level.
Hence this study has been undertaken to make detailed analysis on Quality of
work life of employee with special reference to HDFC BANK Pvt. Ltd., Hyd.
4.2
PROJECT TITLE:
A study to analyze Quality Of Work Life in IT industry as case study of
OBJECTIVES:
The main objective of the study is
a) Primary objective:
To study the work environment of the employees of HDFC BANK Pvt.
Ltd. at all levels of Management.
b) Secondary objectives:
To find out reasons for work life quality and its balance.
To gain an insight into current working time policies and practices, as well as
work-life balance issues.
To find the effect of managers on the employees and their job satisfaction
56
4.4
4.4.1
Primary data.
Secondary data.
PRIMARY DATA :
The primary source of data is collected through Interview method,
questionnaire method, direct interaction with workers and managers at various levels,
individually together and collecting free flow of opinion from workers.
4.4.2
SECONDARY DATA:
Secondary Data will be collected through the Companys Hand book,
Magazines and Journals, Text books published on Human Resource Management and
Websites & Search engines.
4.4.3
SAMPLE FRAME:
Sample size: employees from 8 departments of the organization are taken for sampling.
Sample procedure: stratified random sampling is done for all the departments and
from all management levels.
Sampling unit: employees from all levels i.e. Top management
Middle management
Low management.
4.5 GEOGRAPHICAL SCOPE:
57
LIMITATIONS:
4.7.3
The entire data collected through the study is divided into chapters.
They are..
1. INTRODUCTION.
2. COMPANY PROFILE.
3. RESEARCH METHODOLOGY.
4. DATA TABULATION.
5. DATA ANALYSIS.
6. FINDINGS AND SUGGESTIONS.
4.8
4.9.1
4.9.2
Percentages
4.9.3
Pie chart:
A pie chart (or a circle graph) is a circular chart divided into sectors, illustrating
proportion.
In a pie chart, the arc length of each sector (and consequently its central
angle and area), is proportional to the quantity it represents.
The pie chart is perhaps the most ubiquitous statistical chart in the business world and the
mass media
Chi-square test:
A non-parametric statistical test that compares research data with the
expected results from a hypothesis.
59
Formula:
(O-E)
X = ------E
O: Observed frequency.
E: Expected frequency.
X: Chi square value.
***Since the standard values are not available Chi-Square calculations are not available.
CHAPTER - V
DATA ANALYSIS AND INTERPRETATION
5. DATA ANALYSIS AND INTERPRETATION
1. The job is Satisfactory,
a) Agree b) Strongly Agree c) Disagree d) Strongly Disagree
TABLE 4.1
Category
Strongly agree
Agree
Satisfactory
Disagree
Strongly disagree
Respondents
15
45
75
12
3
Percentage
10
30
50
8
2
JOB SATISFACTION
60
FIGURE 4.1
Interpretation:
The survey depicts that 50% of the employees are satisfied with their job and 30%
of the respondents agreed that there is job satisfaction and 10% strongly agreed and 8%
61
of the respondents disagreed and 2% of the respondents strongly disagreed. So, from
these we can say that the majority of the employees of are satisfied with their job and it
can be further improved.
2. How do you rate the transport facilities provided by the company?
a) Completely b) Partially
c) Not at all
TABLE 4.2
Category
Completely
Partially
Not at all
Respondents
64
32
4
Percentage
22
62
16
BENEFITS
FIGURE 4.2
62
Interpretation:
From this survey 64% of the respondents are partially satisfies with the benefits
provided to them by the organization and 32% of the respondents are completely
satisfied. Only 4% of the respondents are not at all satisfied with the benefits provided
by the organization.
So, majority of the employees of HDFC BANK are satisfied with the benefits provided
by the organization.
Respondents
60
72
18
0
0
Percentage
40
48
12
0
0
63
FIGURE 4.3
Interpretation:
64
The survey depicts that 48% of the respondents agree that there is Safety
measures in the organization and 40% of the respondents strongly agreed and 12% are
satisfied with the Safety measures scenario.
From the above we can understand that majority of the respondents are of the opinion
that there is Safety measures in the organization.
4. Do you think the wage policies adopted by the company are reasonable?
a) Strongly agree b) Agree c) Satisfactory d) Disagree e) Strongly disagree
TABLE 4.4
Category
Strongly agree
Agree
Satisfactory
Disagree
Strongly disagree
Respondents
12
36
75
18
9
Percentage
8
24
5
12
6
FIGURE 4.4
65
Interpretation:
The survey depicts that 50% of the respondents are satisfied as the organization
in paying them fairly and reasonably and 25% of the respondents agree and 12% of the
respondents are dissatisfied and 8% of the respondents are strongly agree and 6$ of the
respondents strongly disagree. Only 50% of the employees are satisfied with the payment
so, the organization should have a re-look at the pay packages.
5. The Organization gives you freedom to use your skills in your area of job.
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree
TABLE 4.5
Category
Strongly agree
Agree
Satisfactory
Disagree
Strongly disagree
Respondents
9
51
69
15
6
Percentage
6
34
46
1
4
66
FIGURE 4.5
Interpretation:
The survey depicts that 46% of the respondents are satisfied that they are given
freedom to use their skills and 34% of the respondents agree with the argument. Only 6%
strongly and 10% disagreed. Strongly disagree category comprises of 4%.
So, the majority of the employees at HDFC BANK are agreed and satisfied with the
freedom given to use their skills.
67
Respondents
15
60
54
18
3
Percentage
10
40
36
12
2
FIGURE 4.6
68
Interpretation:
From this survey, 40% of the respondents agree that the recognition of their skills
and achievements is optimum and 36% of the respondents are satisfied and 12% are
dissatisfied and 10% of the respondents strongly agreed and 2% strongly disagree.
Hence, the majority of the employees are of the opinion that they are given
recognition for their skills and achievements to the maximum extent.
d) Satisfactory
TABLE 4.7
Category
Excellent
Very good
Good
Satisfactory
Respondents
15
55
18
12
Percentage
10
70
12
8
69
FIGURE 4.7
Interpretation:
From the above chart it is clear that 70% of the employees are agreeing that the
suggestions scheme of the organization is good and 12% felt satisfactory and at the same
time there are a category of respondents comprising 8% who felt that the job rotation
program is bad. But 10% of the respondents felt very happy with the suggestions
70
programs of the company. So, it is well advised to continue the same and improve it if
there is any scope.
Category
Excellent
Very good
Good
Satisfactory
Respondents
15
55
18
12
Percentage
10
70
12
8
FIGURE 4.8
71
Interpretation:
From the above chart it is clear that 70% of the employees are agreeing that the
timings of the organization are good and 12% felt satisfactory and at the same time there
are a category of respondents comprising 8% who felt that the timings are bad. But 10%
of the respondents felt very happy with the timings of the company. So, it is well advised
to continue the same and improve it if there is any scope.
Respondents
15
60
54
18
3
Percentage
10
40
36
12
2
72
FIGURE 4.9
Interpretation:
From this survey, 40% of the respondents agree that supervisors motivation is
very helpful for them and 36% of the respondents are satisfied and 12% are dissatisfied
and 10% of the respondents strongly agreed and 2% strongly disagree. Hence, the
majority of the employees are of the opinion that their supervisors motivation is useful
for them to the maximum extent.
73
d) Satisfactory
e) Bad
TABLE 4.10
Category
Excellent
Very good
Good
Satisfactory
Bad
Respondents
21
24
66
39
0
Percentage
14
16
44
26
0
FIGURE 4.10
74
Interpretation:
It is revealed that 44% of the respondents felt that there is good relation with the
seniors in the organization and 26% of the respondents felt that the relation with
seniors is satisfactory and 16% of the respondents felt that they have very good
relation and 14% of the respondents felt that they have excellent relations with
seniors in the organization. So, from this we can say that most of the employees at
HDFC BANK feel that they have good relations with seniors and they are confident
about it.
b) To some extent
c) No
TABLE 4.11
Category
Yes
To an extent
No
Respondents
33
93
24
Percentage
22
62
16
75
FIGURE 4.11
Interpretation:
I notice that 22% of the employees say that relation with their sub-ordinate is
good and 62% say that it is good to some extent and 16% of the employees say that it is
not that good.
76
So, from this we can say that the majority of the employees of HDFC BANK are
good with their sub-ordinates.
12. The company communicates the every new change that takes place.
a) Yes
b) To some extent
c) No
TABLE 4.12
Category
Yes
To some extent
No
Respondents
84
51
15
Percentage
56
34
10
FIGURE 4.12
77
Interpretation:
The survey depicts that 56% of the respondents are of the opinion that the
company communicates with them regarding every new change that takes place. On the
other hand 34% felt that they are communicated regarding the updates up to some extent.
10% of the respondents felt that they are rarely communicated with the company updates.
So from this it can be concluded that the employees are updated with most of the
company updates.
13. Is the feedback given to us about the work done by the supervisors useful?
a) Completely
b) Partially
c) Not at all
TABLE 4.13
Category
Completely
Partially
Not at all
Respondents
84
54
12
Percentage
56
36
8
78
FIGURE 4.13
Interpretation:
The survey depicts that 56% of the respondents feel the feedback given by their
supervisors is completely useful and 36% of the respondents are partially useful and 8%
of the respondents feel the feedback is not at all useful.
79
So, majority of the employees are able to make use of the feedback given by their
seniors.
Respondents
84
51
15
Percentage
56
34
10
FIGURE 4.14
80
Interpretation:
I notice that 56% of the employees say that the training given to them is sufficient to
improve their skills and 34% say that it is useful to some extent and 10% of the
employees say that it is not sufficient.
So, from this we can say that the majority of the employees of HDFC BANK are satisfied
with the training provided to them.
d) Satisfactory
TABLE 4.15
Category
Excellent
Very good
Good
Satisfactory
Respondents
15
55
18
12
Percentage
10
70
12
8
81
FIGURE 4.15
Interpretation:
From the above chart it is clear that 70% of the employees are agreeing that the
job rotation program of the organization are good and 12% felt satisfactory and at the
82
same time there are a category of respondents comprising 8% who felt that the job
rotation program are as bad. But 10% of the respondents felt very happy with the welfare
programs of the company. So, it is well advised to continue the same and improve it if
there is any scope.
16. Are you satisfied with the medical reimbursement scheme provided by?
Company?
a) Completely
b) Partially
c) Not at all
TABLE 4.16
Category
Completely
Partially
Not at all
Respondents
64
32
4
Percentage
22
62
16
FIGURE 4.16
83
Interpretation:
From this survey 64% of the respondents are partially satisfies with the medical
benefits provided to them by the organization and 32% of the respondents are completely
satisfied. Only 4% of the respondents are not at all satisfied with the medical benefits
provided by the organization .So, majority of the employees of HDFC BANK are
satisfied with the medical benefits provided by the organization.
Respondents
60
72
18
0
0
Percentage
40
48
12
0
0
84
FIGURE 4.17
Interpretation:
The survey depicts that 48% of the respondents agree that there is welfare
activities in the organization and 40% of the respondents strongly agreed and 12% are
satisfied with the welfare activities. From the above we can understand that majority of
the respondents are of the opinion that welfare activities are helpful in the organization
85
Respondents
15
60
54
18
3
Percentage
10
40
36
12
2
FIGURE 4.18
86
Interpretation:
From this survey, 40% of the respondents agree that the utilization of their skills
is optimum and 36% of the respondents are satisfied and 12% are dissatisfied and 10% of
the respondents strongly agreed and 2% strongly disagree. Hence, the majority of the
employees are of the opinion that their skills are being used to the maximum extent.
b) No
TABLE 4.19
Yes -25
No
-10
87
FIGURE 4.19
Interpretation:
88
-12
b) Fairly motivating
-15
FIGURE 4.20
89
Interpretation:
Respondents
12
36
75
18
9
Percentage
8
24
5
12
6
90
FIGURE 4.21
Interpretation:
The survey depicts that 50% of the respondents want the training to be conducted
more frequently and 25% of the respondents agree and 12% of the respondents are
dissatisfied and 8% of the respondents are strongly agree and 6$ of the respondents
strongly disagree. Only 50% of the employees want the training to be conducted more
frequently so, the organization should have a re-look at the training schedule.
CHAPTER VI
91
SWOT ANALYSIS
6.1
STRENGTHS:
People who feel positively about their work life are more apt to voice favorable
sentiments about organization to the community.
Thus the major strength of the organization is potential work force with enormous
Experience and Talents.
6.2
WEAKNESS:
Recruitment policy
Salary aspects
Promotional activities
Thus the in the above aspects, organization may face a great problem in its
functioning.
92
6.3
OPPORTUNITIES:
The organization can implement new Training programs for the growth of the
employees technically.
6.4
THREATS:
Since the organization is having its own reputation in the society and among
the surrounding , it should have its own policies to keep up its fame
CHAPTER-VII
93
FINDINGS:
Workers are well satisfied with the working conditions and the facilities provided,
this is where private or MNC companies are well ahead of Public Companies.
Extra facilities like food or transportation being provided, but in return they
charge the perks but in addition those perks are not so high as compared to the
well high class facilities. Meanwhile the job rotation is provided 78 %
Health and yoga camps are to be provided for meditation and relaxing after a
hectic work but not as compared to the burden of the work as only 58 % are
provided such facilities and they consider it important also.
It is found that employees value emergency leaves, study leave, and careers leave
a lot.
Pooling of leave so that employees can use them when need arises is very popular
policy with employees. Some other popular work life balance policies with
employees are: maternity/ adoption leave and relocation assistance policy.
We found that organizations are concerned for the health of their employees thats
why they have introduced the policy of cap on time where a limit is put on the
number of hours overtime worked by them.
CHAPTER-VIII
94
SUGGESTIONS:
After analyzing the data we have come to the conclusion that employers need to
handle employees in such a manner that employees dont get frustrated with the
stress and over burdened of the work.
Facilities like food and transportation to be provided free, company has to provide
more growth opportunities to the workers.
Health and yoga camps to provide on regular basis to make their workers get rid
of stress of work load.
Employees should be given free memberships in the clubs so that they can refresh
themselves.
Policies like time off in lieu of money. Self fostering and flexi time should be
used more prominently in the organizations.
Policies like:
o Adoption Leave
o Career Break
o Right to Request Flexible Working
o Flexi-time
o Job Share
o Maternity Leave
o Parental Leave, Careers Leave and Time off for Dependants
o Paternity Leave
o Childcare Facilities
95
CHAPTER-IX
1. LIMITATIONS:
The limitations of the survey are
Out of all the employees data is collected only from 150 employees
The workers hesitate disclosing the true facts in order to secure their job.
Because of very busy schedule of the employees did not spent the time.
2. CONCLUSION:
The conclusion of this survey or analysis done on the topic quality of work life is,
There are good levels of quality of work life in the organization and if the organization
can keep more efforts in reducing the stress levels then there will be full levels of quality
of work life.
The organization must keep attention towards the employees flexi-time or job rotation
facilities
Overall the information collected from the employees shows that there are good levels of
quality of work life in the HDFC BANK Pvt. Ltd. The project was successfully
completed.
96
BIBLIOGRAPHY
INTERNET
www.google.com
www.ask.com
www.wikepidea.com
BOOKS
Websites:
www.citehr.com
Search Engines:
Google
97
QUESTIONNAIRE
Dear Respondent,
a) Completely
b) Partially
c) Not at all
98
e) Strongly disagree
4. Do you think the wage policies adopted by the company are reasonable?
a) Excellent
d) Satisfactory
e) Bad
a) Yes
b) To some extent
c) No
13. Is the feedback given to us about the work done by the supervisors useful
a) Completelyb) Partially
c) Not at all
d) Satisfactory
16. Are you satisfied with the medical reimbursement scheme provided by company?
a) Completely
b) Partially
c) Not at all
99
a) Yes b) No
20. How motivating is the work environment?
100