Professional Documents
Culture Documents
I hereby inform that this project report is a result of my own work in the
fulfillment of academics requirement. This report is the sole property of the Seth
Padam Chand Jain Institute of Commerce Business Management &
Economics, Agra & it is prohibited to be used, copied or edited by any person,
written or by any mean. For doing so proper permission from authority should be
taken.
PRASHANT SRIVASTAVA
M.B.A. (BANKING AND INVESTMENT) - IV SEM.
Roll No.- 17
Batch: 2008-10
SETH PADAM CHAND JAIN INSTITUTE OF COMMERCE BUSINESS
MANAGEMENT & ECONOMICS, AGRA
PREFACE
1
Modern organizations are highly complex ad dynamics systems. They
operate under very turbulent social economic and political environment. They are
required to reconcile several incompatible goals. Conflicting roles and divergent
interest they are also fraught with the use risk and uncertainties, hence tactful
management of such organization to plan to execute guide, coordination and
control the performance of people to achieve predetermined goals. Management
has to keep the organization vibrant moving and in equilibrium. It has to achieve
goal which themselves are changing it is therefore a problem highly complex and
ticklish.
T hi s i nf or m at i on wi l l be asset t o m ar ket i ng m anager i n
m aki ng ef f ect i ve deci si ons. T he r esear ch ar e used t o acquir e and
anal yse i nf or m at i on and t o m ake suggest i ons t o m anagem ent as t o
how m ar ket i ng pr obl em s shoul d be sol ved.
T he m ar ket i ng resear ch is t he pr ocess whi ch li nks to
m anuf act ur er , deal er s and i ndi vi dual s thr ough inf or m at i on i n
i m por t ant par t of cur r i cul um of M.B.A. pr ogr am m e i s pr oj ect t aken
by t he st udent s t o i nst i t ut e under whi ch he or she i s st udyi ng, af t er
com pl et i on of t hir d sem est er of t he pr ogr am m e.
T he obj ect i ve of t hi s pr oj ect i s t o enabl e t he st udent s t o
under st and t he appl i cat i on of t he academ i cs i n t he real busi ness
l i f e. I am ful l y conf i dent t hat t hi s pr oj ect r epor t wi l l be ext r em el y
usef ul t o t he m anagem ent .
ACKNOWLEDGEMENT
2
T hi s repor t bear s t he i m pr i nt of m any per sons, who have hel ped
m e i n num er ous ways i n wr i t i ng thi s r epor t . I t gi ves m e gr eat
pl easur e i n pr esent i ng t hi s r epor t t o t he Dr . B.R. Am bedkar
Uni ver si t y, Agr a vi a Set h Padam Chand Jai n Inst i t ut e of
Com m erce Bu si n ess Managem ent & Econom i cs . I woul d l i ke
t o t ake t hi s oppor t uni t y t o ext end m y hear t f ul gr at i t ude t o al l
t hose who hel ped me in pr esent i ng t hi s r epor t . T heir
cont r i but i on no m at t er bi g or sm al l has cont r i but ed im m ensel y
t owar ds com pl et i on of t hi s r epor t .
I f all shor t of wor ds t o expr ess m y gr at it ude t o al l the
r espondent s who gi ves m e t heir val uabl e t i m e and unbi ased
r esponses f or my quest i onnai r e of t hi s pr oj ect r epor t . I
acknowl edge m y deep sense of gr at i t ude t o MR. Al ok K u m ar
S axen a ( Lect u rer) for hi s gener ous gui dance & advi ce bef or e &
dur i ng t he cour se of t hi s wor k & al so i n anal yzi ng t he wor k.
I am al so ext r em el y gr at ef ul t o m y f acul t y m em ber s Mr . P.N.
Agar wal , Ms. Gunj an Di xi t and Ms. Swat i Mat hur , who encour ages
m e f or com pl et i ng my pr oj ect r eport . My overr i di ng debt i s t o my
par ent s and m y si bl i ngs who pr ovi de m e wi t h t he m or al suppor t &
i nspi r at i on needed t o pr epar e t hi s repor t .
PRASHANT SRIVASTAVA
3
This is to certify that Mr. Prashant Srivastava, student of M.B.A- Banking &
Investment IV semester, Seth Padam Chand Jain Institute of Commerce
Business Management & Economics, Agra has completed his research project
entitled “A STUDY OF GRIEVANCE HANDLING PROCEDURE OF
BANKS WITH SPECIAL REFERENCE OF SYNDICATE BANK” Under my
guidance of the partial fulfillment of her degree. Certified further, to the best of my
knowledge the work reported here in does not form part of any other thesis on the
basis of which any other candidate conferred a degree on earlier occasion.
CHAPTER PLAN
Page No.
4
CHAPTER-1: INTRODUCTON
(iii) Grievance 40
CHAPTER-7: CONCLUSION 80
CHAPTER-8: QUESTIONNAIRE 82
CHAPTER-9: BIBLIOGRAPHY 87
5
OVERVIEW OF THE BANKING INDUSTRY
GRIEVANCE
The major participants of the Indian financial system are the commercial
banks, the financial institutions (FIs), encompassing term-lending institutions,
investment institutions, specialized financial institutions and the state-level
development banks, Non-Bank Financial Companies (NBFCs) and other market
intermediaries such as the stock brokers and money-lenders. The commercial
banks and certain variants of NBFCs are among the oldest of the market
6
participants. The FIs, on the other hand, are relatively new entities in the financial
market place.
Bank of Hindustan, set up in 1870, was the earliest Indian Bank . Banking in
India on modern lines started with the establishment of three presidency banks
under Presidency Bank's act 1876 i.e. Bank of Calcutta, Bank of Bombay and Bank
of Madras. In 1921, all presidency banks were amalgamated to form the Imperial
Bank of India. Imperial bank carried out limited central banking functions also
prior to establishment of RBI. It engaged in all types of commercial banking
business except dealing in foreign exchange.
Reserve Bank of India Act was passed in 1934 & Reserve Bank of India
(RBI) was constituted as an apex bank without major government ownership.
Banking Regulations Act was passed in 1949. This regulation brought Reserve
Bank of India under government control. Under the act, RBI got wide ranging
powers for supervision & control of banks. The Act also vested licensing powers &
the authority to conduct inspections in RBI
In 1955, RBI acquired control of the Imperial Bank of India, which was renamed
as State Bank of India. In 1959, SBI took over control of eight private banks
floated in the erstwhile princely states, making them as its 100% subsidiaries.
RBI was empowered in 1960, to force compulsory merger of weak banks
with the strong ones. The total number of banks was thus reduced from 566 in
1951 to 85 in 1969. In July 1969, government nationalised 14 banks having
deposits of Rs.50 crores & above. In 1980, government acquired 6 more banks
with deposits of more than Rs.200 crores. Nationalisation of banks was to make
them play the role of catalytic agents for economic growth. The Narsimham
Committee report suggested wide ranging reforms for the banking sector in 1992
to introduce internationally accepted banking practices.
7
The amendment of Banking Regulation Act in 1993 saw the entry of new
private sector banks.
Banking Segment in India functions under the umbrella of Reserve Bank of
India - the regulatory, central bank. This segment broadly consists of:
Commercial; Banks
Co-operative Banks
Commercial Banks
The commercial banking structure in India consists of:
Scheduled Commercial Banks
Unscheduled Banks
Scheduled commercial Banks constitute those banks which have been
included in the Second Schedule of Reserve Bank of India(RBI) Act, 1934. RBI in
turn includes only those banks in this schedule which satisfy the criteria laid down
vide section 42 (60 of the Act. Some co-operative banks are scheduled commercial
banks albeit not all co-operative banks are. Being a part of the second schedule
confers some benefits to the bank in terms of access to accomodation by RBI
during the times of liquidity constraints. At the same time, however, this status also
subjects the bank certain conditions and obligation towards the reserve regulations
of RBI. This sub sector can broadly be classified into:
1. Public sector
2. Private sector
3. Foreign banks.
8
CO-OPERATIVE BANKS
There are two main categories of the co-operative banks.
(a) Short term lending oriented co-operative Banks - within this category
there are three sub categories of banks viz state co-operative banks, District
co-operative banks and Primary Agricultural co-operative societies.
(b) Long term lending oriented co-operative Banks - within the second
category there are land development banks at three levels state level, district
level and village level.
The co-operative banking structure in India is divided into following main 5
categories: (Visit us again for details of each category)
BANKS IN INDIA
9
3. Bank of Baroda Development Credit Bank Bank Ltd
4. Bank of India Ltd. American Express Bank Ltd.
5. Bank of Maharashtra HDFC Bank Ltd. BNP Paribas
6. Canara Bank ICICI Bank Ltd. Citibank N.A
7. Central Bank of India IndusInd Bank Ltd. DBS Bank Ltd
8. Corporation Bank Kotak Mahindra Bank HSBC Ltd.
9. Dena Bank Ltd. Standard Chartered Bank
10. Indian Bank UTI Bank Ltd.
11 Indian Overseas Bank Yes Bank Ltd
12. Oriental Bank of Bank of Rajasthan Ltd.
13. Commerce Dhanalakshmi Bank Ltd.
14. Punjab and Sind Bank Federal Bank Ltd
15. Punjab National Bank ING Vysya Bank Ltd.
16. Syndicate Bank Jammu and Kashmir Bank
17. UCO Bank Ltd.
18. Union Bank of India Karnataka Bank Ltd
19. United Bank of India Karur Vysya Bank Ltd
20. Vijaya Bank Ratnakar Bank Ltd
21. IDBI Bank SBI Commercial and
22. State Bank of India International Bank Ltd
South Indian Bank Ltd
United Western Bank Ltd
10
SERVICES PROVIDED BY THE BANKS
11
this business of accepting deposits and lending. A bank's relationship with the
public, therefore, revolves around accepting deposits and lending money. Another
activity which is assuming increasing importance is transfer of money - both
domestic and foreign - from one place to another. This activity is generally known
as "remittance business" in banking parlance. The so-called forex (foreign
exchange) business is largely a part of remittance albeit it involves buying and
selling of foreign currencies.
4. Acting as trustees
5. Acting as intermediaries
7. Collection Business
8. Government business
12
Banks are also called custodians of public money. Basically, the money
is accepted as deposit for safe keeping. But since the Banks use this money to
earn interest from people who need money, Banks share a part of this interest
with the depositors. The quantum of interest depends upon the tenor - length
of time for which the depositor wishes to keep the money with the Bank -
and the ease of withdrawal. The thumb rule is, longer the tenor, higher the
rate of interest and lesser the restrictions on withdrawal, lesser the interest.
Exceptions, however, exist. Deposits are accepted from both resident
(domestic) or non-resident Indian customers.
o Current account
i) Fixed Deposits
The term 'fixed' here denotes tenure. Fixed Deposit, therefore, presupposes a
length of time for which the depositor decides to keep the money with the
Bank and the rate of interest payable to the depositor is decided by this
tenure. Rate of interest differs from Bank to Bank. Generally, the rate is
highest for deposits for 3-5 years. This, however, does not mean that the
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depositor loses all his rights over the money for the duration of the tenor
decided. Deposits can be withdrawn before the period is over. However, the
amount of interest payable to the depositor, in such cases goes down.
14
party cheques, drafts etc. or who may at times need to borrow money from
the Bank against some security.
Most of the other products offered by the Banks viz. Recurring
Deposit Account, Multi Option Deposit Account, Special Term Deposit
Accounts, Current Fixed Account etc. are essentially combinations of the
above basic type of accounts and are packaged by different Banks to attract
different groups of customers.
1. Commodities
2. Debts
3. Financial Instruments
15
4. Real Estate
5. Automobiles
Apart from the above categories, the Banks also lend to people on the
basis of their perceived personal worth. Such loans are called clean and the
Banks are understandably cagey about extending such loans. The credit card
arms of the various Banks, however, fill up this void.
Cash credit Account
This account is the primary method in which Banks lend money against
the security of commodities and debt. It runs like a current account except
that the money that can be withdrawn from this account is not restricted to
the amount deposited in the account. Instead, the account holder is permitted
to withdraw a certain sum called "limit" or "credit facility" in excess of the
amount deposited in the account.
Cash Credits are, in theory, payable on demand. These are, therefore, counter
part of demand deposits of the Bank.
Overdraft
The word overdraft means the act of overdrawing from a Bank
account. In other words, the account holder withdraws more money from a
Bank Account than has been deposited in it.
How does this account then differ from a Cash Credit Account?
The difference is very subtle and relates to the operation of the account.
In the case of Cash Credit, a proper limit is sanctioned which normally is a
16
certain percentage of the value of the commodities/debts pledged by the
account holder with the Bank. Overdraft, on the other hand, is allowed
against a host of other securities including financial instruments like shares,
units of mutual funds, surrender value of LIC policy and debentures etc.
Some overdrafts are even granted against the perceived "worth" of an
individual. Such overdrafts are called clean overdrafts.
Bill Discounting
Bill discounting is a major activity with some of the smaller Banks.
Under this type of lending, Bank takes the bill drawn by borrower on
his(borrower's) customer and pay him immediately deducting some amount
as discount/commission. The Bank then presents the Bill to the borrower's
customer on the due date of the Bill and collect the total amount. If the bill is
delayed, the borrower or his customer pay the Bank a pre-determined interest
depending upon the terms of transaction.
Term Loan
Term Loans are the counter parts of Fixed Deposits in the Bank. Banks
lend money in this mode when the repayment is sought to be made in fixed,
pre-determined installments. This type of loan is normally given to the
borrowers for acquiring long term assets i.e. assets which will benefit the
borrower over a long period (exceeding at least one year). Purchases of plant
and machinery, constructing building for factory, setting up new projects fall
in this category. Financing for purchase of automobiles, consumer durables,
real estate and creation of infra structure also falls in this category.
17
Classification of loans
Another way to classify the loans is through the activity being
financed. Viewed from this angle, bank loans are bifurcated into :
Priority sector lending
Commercial lending
i) Priority Sector Lending
The Government of India through the instrument of Reserve Bank of
India (RBI) mandates certain type of lending on the Banks operating in India
irrespective of their origin. RBI sets targets in terms of percentage (of total
money lent by the Banks) to be lent to certain sectors, which in RBI's
perception would not have had access to organised lending market or could
not afford to pay the interest at the commercial rate. This type of lending is
called Priority Sector Lending. Financing of Small Scale Industry, Small
business, Agricultural Activities and Export activities fall under this
category. This is also called directed credit in Indian Banking system.
Financing Priority Sector in the economy is not strictly on commercial
basis as not only the general approach is liberal but also the rate of interest
charged on such loans is less. Export finance is, in fact, available at a
discount of 20% or more on the normal rate of interest to Indian corporates.
Part of the cost of this concession is borne by RBI by means of refinancing
such loans at concessional rate. Indian Banks, therefore, contribute towards
economic development of the country by subsidizing the business activities
undertaken by entrepreneurs in the areas which are consider "priority sector"
by RBI.
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ii) Commercial Loans
This is the mainstay of Indian Banking - its bread and butter activity.
Although historically, this activity had been relegated to a secondary position as
banks were driven by the desire to excel themselves in what is known as "priority
sector banking" yet it is this part of their loan portfolio which has kept them afloat
and help meet the costs. This activity survived despite a number of restrictions
imposed on it in the past. With financial sector reforms, the focus has shifted from
"priority sector banking" and commercial lending has been reinstated to its rightful
place. Today many banks focus on this activity for improving their bottom lines.
Fresh and innovative products are being launched to facilitate the corporate
customer who forms the core of this business. There is big competition among
banks to secure bigger share of this business
At present, commercial loans are available for practically any kind of
activity and also for both long and short tenures. Based on customer profile, these
loans are of two types :
a) Corporate Loans
b) Retail Loans
a) Corporate Loans
These loans are meant for corporate bodies (and bigger ones among other
entities like proprietorships, partnerships and HUFs) engaged in any legal activity
with the object of making profit. Banks lend to such entities on the strength of their
balance sheet, the length of cash cycle and depending upon the products available
with individual banks.
Lending on the strength of balance sheet
19
Banks analyse the audited balance sheets of the prospective borrowers to
appraise their needs as also the capacity to absorb credit. Prospective borrowers are
required to furnish their financial details in the form of CMA data to the bankers
and file an application for the loan. This application is processed and a line of
credit (limit) allowed to the borrower. The overall limit (line of credit) is structured
into various type of facilities or accounts - each with its own limit within the
overall line of credit - depending upon the needs of the customer. The borrower is
then asked to execute Bank's standard documents, surrender the security or title to
the security to the Bank and open suitable accounts (mostly Cash Credit accounts
with different underlying securities) with the Bank. Thereafter the borrower can
operate these accounts within the limit (line of credit).
There are many type of loan products available for corporate clients in India.
The loans are structured depending upon the need of the client and the product
available with the lending Bank
b) Retail Loans
This type of lending is meant for very small entrepreneurs as well as
individuals who are engaged in gainful commercial activity and have the
capacity to repay the loan. Loans are given on the strength of the means of
the borrower with an eye on the repaying capacity. The latter is judged
through the cash streams (income) available with the borrower for repayment
of the loan.
Loans for purchase of automobiles/consumer durable items
Most banks nowadays have a product for financing the purchase of
automobiles and other consumer durable items. The quantum of loan is generally
determined by the repayment capacity of the prospective borrower. This in turn,
depends upon the monthly income. Most Banks have their own method to calculate
20
the maximum monthly repayment capacity of a person. Thereafter, a loan for
which Equated Monthly Instalment (EMI) is within this capacity is considered the
outer limit for a person. The bank will be glad to finance to this extent for the
purchase of an automobile or any other consumer durable item.
Most Banks judge the monthly income with reference to either the latest
salary certificate from the employer ( in case of employees) or the last year's
income tax return (in case of self employed persons). Other methods are also
employed to appraise the maximum limit considered desirable for a person.
Tips:
1. While considering a loan of such nature, check whether the interest is
payable on the entire amount for the entire period or on the outstanding
amount only. The latter is what you should look for even if the rate of
interest is higher.
2. Check the rests i.e. the frequency at which the interest will be debitted or
charged to your account. Reject any frequency less than a quarter.
3. Mostly there are hidden charges called service charges or appraiser charges
which inflate the cost to you. Carefully check these before you venture forth
4. You will be required to hypothecate/mortgage the goods bought out of the
loan. So be prepared to sign a lot of documents
5. Peruse the documents carefully so that there are no honorous clauses which
tilt the balance heavily in favour of the Bank/ finance company.
3. REMITTANCE BUSINESS
Apart from accepting deposits and lending money, Banks also carry out, on
behalf of their customers the act of transfer of money - both domestic and foreign.-
21
from one place to another. This activity is known as "remittance business" . Banks
issue Demand Drafts, Banker's Cheques, Money Orders etc. for transferring the
money. Banks also have the facility of quick transfer of money also know as
Telegraphic Transfer or Tele Cash Orders.
In Remittance business, Bank 'A' at a place 'a' accepts money from customer
'C' and makes arrangement for payment of the same amount of money to either the
customer 'C' or his "order" i.e. a person or entity, designated by 'C' as the recipient,
through either a Branch of Bank 'A' or any other entity at place 'b'. In return for
having rendered this service, the Banks charge a pre-decided sum known as
exchange or commission or service charge. This sum can differ from bank to bank.
This also differs depending upon the mode of transfer and the time available for
effecting the transfer of money. Faster the mode of transfer, higher the charges.
Demand Draft
A demand draft or "DD" is an instrument most banks in India use for
effecting transfer of money. It is a Negotiable Instrument. To buy a "DD" from a
Bank, you are required to fill an application form which asks the following
information :
Type of instrument needed
Name of the recipient
Name of the sender
Amount to be transferred
Place where the transferred money is to be paid
Mode in which money is to be paid i.e. in cash or through a Bank Account
Mode in which you will pay money to the Bank i.e. in cash or by debit to
your account
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The application form along with the cheque on your account or cash is
deposited with the counter clerk who gives you a Demand Draft (which looks like
a cheque) for the amount.
Tips:
1. Check the particulars like name of the beneficiary, amount, place where
payable etc. filled in the DD, match these with what you had filled in the
application form.
2. Spellings of the beneficiary's name should be exactly the same.
3. Get the DD "crossed" for security.
4. Your PAN number will be necessary if the amount of DD exceeds
Rs.10,000/=
5. Charges for issuing drafts differ from Bank to Bank. So if your requirements
are large, do shop around for best bargain.
Mail Transfers or Mail Orders
This is the mode used when you wish to transfer money from your account in
Center 'A' to either your own account in Center 'B' or to somebody else's account.
In this mode of transfer, you are required to fill in an application form similar to
the one for DD, sign a charge slip or give a cheque for the amount to be transferred
plus exchange and collect a receipt. The Bank will, on its own, send an order to its
branch at center 'B' to deposit the said amount in the account number designated by
you.This is, however, a dying product and many banks like State Bank of India
have since withdrawn this.
23
This is similar to the Mail Transfer except that the message is sent to center 'B' by
way of a telegram and the money is deposited the next day. The mode of
instructions nowadays is increasingly the fax.
Electronic Mode
More and more banks are now offering electronic mode of transfer of funds
like Electronic Transfer System, Cash Management product etc. The remittance of
funds through these modes is much quicker and the time is reduced to hours and in
some cases even minutes.
4. ACTING AS TRUSTEES
Under section 3 of Indian Trusts Act, 1882 a trust is an obligation annexed
to the ownership of property, and arising out of a confidence reposed in and
accepted by the owner, or declared and accepted by him, for the benefit of another,
or of another and the owner.
Banks also act as trustees for various requirements of the corporates,
Government and General Public. For example, whenever a company wishes to
issue secured debentures, it has to appoint a financial intermediary as trustee who
takes charge of the security for the debenture and looks after the interests of the
debenture holders. Such entity necessarily have to have expertise in financial
matters and also be of sufficient standing in the market/society to generate
confidence in the minds of potential subscribers to the debenture. Banks are the
natural choice. For general public also the Banks normally have a facility called
"safe custody" where Banks act as trustees.
Banks also act as bankers to trustees appointed under the act mentioned
above. A banker has a few special obligations in such accounts and accordingly
special care is taken in such accounts.
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5. KEEPING VALUABLES IN SAFE CUSTODY (LOCKERS)
Bankers are in the business of providing security to the money and valuables
of the general public. While security of money is taken care of through offering
various type of deposit schemes, security of valuables is provided through making
secured space available to general public for keeping these valuables. These spaces
are available in the shape of LOCKERS. The latter are small compartments with
dual locking facility built into strong, fire and burglar resistant cupboards. These
are stored in the Bank's Strong Room and are fully secure. Lockers can neither be
opened by the hirer or the Bank individually. Both must come together and use
their respective keys to open the locker.
Hiring of Lockers is a losing proposition for the Banks, if seen in isolation
as it involves major expenditure on buying those cabinets, providing a secure place
to keep them and manning the facility so that the customers are serviced
immediately. Banks offer this facility as a sop to attract deposits. So do not be
surprised if your Banker requests you to make a "small" fixed deposit before a
locker can be allotted to you.
6. COLLECTION BUSINESS
Apart from transferring money from one place to another, Banks are also in
the business of "collecting" your money from other places. For instance, if you
have received a payment by way of a cheque or DD drawn or payable at any
station other than your own, you can deposit it in your account with your local
banker and request for collection of the amount. The Bank will send the cheque to
its branch at that centre and get the amount collected for a small fee. The amount
of cheque/ draft will be deposited in your account and the fee deducted separately
25
from your account. Banks also undertake collection of bills of exchange - both
usance and demand - for their business clientele.
Tips:
1. There are RBI norms for the time expected to be taken for collection
business and these norms are prominently displayed in banking hall of all
banks. If your collection is delayed beyond this period, the Bank is expected
to pay interest on the amount. If it does not, demand it.
2. Retain the counter foil of all deposits made in the bank as this is the only
proof of deposit made till your account is credited
3. If your business involves a number of such payments, it is advisable to open
an account with a Bank which has a large network of Branches.
4. Charges for each of these activities differ from bank to bank. While selecting
a bank for opening an account, these charges are an improtant parameter
which one should keep in mind.
26
27
ABOUT SYNDICATE BANK
The progress of Syndicate Bank has been synonymous with the phase of
progressive banking in India. Spanning over 80 years of pioneering expertise, the
Bank has created for itself a solid customer base comprising customers of two or
three generations. Being firmly rooted in rural India and understanding the grass
root realities, the Bank's perception had vision of future India. It has been
propagating innovations in Banking and also has been receptive to new ideas,
without however getting uprooted from its distinctive socio-economic and cultural
ethos. Its philosophy of growth by mutual sustenance of both the Bank and the
people has paid rich dividends. The Bank has been operating as a catalyst of
28
development across the country with particular reference to the common man at
the individual level and in rural/semi urban centres at the area level.
The Bank is well equipped to meet the challenges of the 21st century in the areas
of information technology, knowledge and competition. A comprehensive IT plan
is being put in place and the skills and knowledge of the Bank's personnel are
being upgraded through a variety of training programmes to promote customer
delight in every sphere of its activity. The Bank has launched an ambitious
technology plan called Centralised Banking Solution (CBS) whereby 500 of our
strategic branches with their ATMs are being networked nationwide over a 4 year
period.
29
Memorable Milestones in a 82-year Journey
1925 On 10.11.1925, the business of the Bank commenced in Udupi with the
name "Canara Industrial and Banking Syndicate Ltd.," a joint Stock
Company with just one employee.
1928 First branch of the Bank opened at Brahmavar in Dakshina Kannada District
1937 Bank became a member of the Clearing House for the first time at Bombay.
1953 Took over the assets and liabilities of 2 Local Banks viz. Maharashtra Apex
Bank Ltd. and Southern India Apex Bank Ltd. 20 Banks merged with the
Bank during the period 1953-1964.
1963 Name of the Bank changed from "Canara Industrial & Banking Syndicate
Ltd." to "Syndicate Bank Limited". Head Office was shifted to Manipal on
19.4.1964.
30
1966 Economic Research Department set up. One of the first few Banks to
emphasize on research in Banking even before nationalisation.
1969 Bank had 306 branches at the time of nationalisation of which 66% were in
Rural and Semi Urban centres. Opened a branch at Port Blair in Andaman
and Nicobar islands
1999 Bank raised Capital of Rs.125 Crore in Oct.1999 from more than 4 lakh
shareholders.
2001 First branch under CBS (Core Banking Solution) started operation at
Bangalore.
31
2002 Centralised Banking Solution under the brand name "Syndicate-e-banking"
launched at Delhi, Mumbai, Bangalore and Manipal.
2003 Bank enters into MOU with Bajaj Allianz for distribution of Life Insurance
products.
2003 Toll Free Voice Mail System for redressal of grievances introduced.
2004 Bank ties up with United India Insurance Co. Ltd. for distribution of Non-
Life Insurance products
2005 ank approached the Capital Market with Rs.5 Crore equity shares at a
premium of Rs.40 through Book building route Bank collected Rs.250 Crore
and the issue was oversubscribed by 29.275 times.
2006 Bank signs MOU with M/s.CMC Ltd., for making Syndicate Institute of
Bank Management (SIBM) a center of excellence of global standards and
provide quality management education.
32
2006 2000th Branch of SyndicateBank opened at Tondiarpet, Chennai on
23.03.2006.
2006 First Branch opened in Arunachal Pradesh at Ita Nagar on 16th October
2006.
2008 Branch network expanded to all States and UTs except Manipur & Daman
Diu.
33
Technology Initiatives of Syndicate Bank
1965 Installed first Data Processing machine at the Head Office.
Shri R Ramachandran
Shri R Ramachandran has been appointed as Executive Director of SyndicateBank
by the Government of India. He has assumed the office on 19th December 2008.
36
bank.
2006 Best Core Banking Project Award for Large Banks in 2006
awarded by The Asian Banker.
37
38
GRIEVANCE
39
check on each individual, or be involved in every aspect of working of the small
organization.
1. Conference among the aggrieved employee, the supervisor, and the union
steward.
2. Conference between middle management and middle union leadership.
3. Conference between top management and top union leadership.
4. Arbitration.
There may be variations in the procedures followed for resolving employee
grievances. Variations may result from such factors as organizational or decision-
making structures or size of the plant or company. Large organizations do tend to
have formal grievance procedures involving succession of steps.
40
2. Grievance arising from Management policy:
41
EMPLOYEE GRIEVANCE
The best approach towards grievance is to anticipate them and take steps to
tackle them before the grievances assume dangerous proportions. Any ordinary
manager redresses grievances as and when they arise. An excellent manager
anticipates and prevents them. Managers can know and understand grievance
with the help of the following methods:
42
1. Exit Interview. An interview of every employee who quits the organization
can reveal employee grievances. Most of the employees quit the company
due to some dissatisfaction. Great amount of care and empathy is necessary
for a successful exist interview.
43
(d)Top management is not familiar with the work situation in which the
grievance developed. It cannot, therefore, correctly evaluate the information
provided by the aggrieved employee.
(e) Lower level employees hesitate to enter the room of a top manager and
speak freely.
Do
Investigate and handle each and every case as though it may eventually
result in an arbitration hearing.
Talk with the employee about his or her grievance; give the person a
good and full hearing.
Require the union to identify specific contractual provisions allegedly
violated.
Comply with the contractual time limits of the company for handling the
grievance.
Visit the work area of the grievance.
Determine whether there were any witnesses.
Examine the grievant’s personnel records.
Treat the union representative as your equal.
Hold your grievance discussion privately.
44
Fully inform your own supervisor of grievance matters.
Don’t
Discuss the case with the union steward alone- the grievant should definitely
by there.
Make arrangements with individual employees that are inconsistent with the
labour agreement.
Hold back the remedy if the company is wrong.
Admit to the binding effect of a past practice.
Relinquish to the union your rights as a manager.
Settle grievance in the basis of what is “fair.” Instead, stick of the labour
agreement, which should be your only standard.
Bargain over items not covered by the contract.
Treat as subject to arbitration claims demanding the discipline or discharge
of managers.
Give long, written grievance answers.
Trade a grievance settlement for a grievance withdrawl.
Deny grievances on the premise that your “hands have been tied by
management.”
Agree to informal amendments in the contract.
45
PROCEDURE OF REDRESSAL OF GRIEVANCE
Arbitration
Aggrieved Employee
46
Grievance Redressal Procedure
As shown in the figure, the front line supervisor is given the first opportunity to
handle grievances. If the company is unionized, a representative of the trade union
also joins the supervisor in handling the grievance. This step is essential for
preserving the supervisor’s authority. But all grievances cannot be settled here
because they may be beyond the authority and competence of the supervisor. In the
second step, the human resource officer or some middle level executive along with
a high level union officer attempt to tackle the grievance. In the third step, the top
management and top union leader sit together to settle grievances involving
companywide issues. If the grievance remains unsettled it is referred to an outside
arbitrator for redressal.
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Grievances are natural in any organization. These should be solved as early as
possible; otherwise they can create serious problems for the organizations, the
industry and society. A systematic procedure should, therefore, be developed to
settle all grievances. Such a procedure provides the following benefits:
It brings grievances into the open so that management can know them and
take necessary action to settle them.
It helps in preventing grievances from assuming dangerous proportion.
Management can solve a grievance before it becomes a dispute. It is an
orderly and expeditious means for redressal of grievances.
It enables the management to know the attitudes and feelings of employee
concerning the policies, rules and practices of the organization.
It provides the workers a formal opportunity for expressing their fears,
anxiety and dissatisfaction.
Such release of emotions helps to improve the morale and productivity of
employees.
It helps to maintain cordial relations in the industry. It brings uniformity in
the handling of grievances.
It also stimulates confidence in employees and builds a sense of security
among them.
It enables both the parties to settle the grievances to their mutual
satisfaction.
It serves as a check upon arbitrary and biased action on the part of
management.
Managers know that their actions can be reviewed and challenged and,
therefore, become more careful.
48
Essentials of a Sound Grievance Procedure
49
4. Simplicity. The procedure should consist of as few steps as possible.
Channels for handling grievances should be carefully developed. Employees
must know the officers to be contacted at each level. Information about the
procedure should be communicated to the employees.
50
Grievance Redressal in Indian Industry
In Indian industry, adequate attention has not been paid to the settlement of
grievances, legislative framework only indirectly deals with the redressal of
individual grievances. It consist of:
51
(ii) Where an industrial dispute connected with an individual workman
arises in an establishment referred to above, a workman or any trade
union of workmen of which such workmen is a member may refer such
dispute to the Grievance settlement Authority for settlement.
(iii) The Grievance settlement Authority shall follow such procedure and
complete its proceedings within such period as may be prescribed.
(iv) No reference shall be made to Boards, Courts or Tribunals of any dispute
referred in this section unless such dispute has been referred to the
Grievance settlement Authority concerned and the decision of the
authority is not acceptable to any of the parties to dispute.
52
Guidelines
Check the grievant’s title and employment status to determine if he / she are
included in a union eligible classification.
Note the supervisor’s respondent obligation under the grievance procedure.
Review the requested solution to the grievance. Determine if the relief
sought is beyond a supervisor’s authority to grant.
Review all policies or other information related to the grievance.
Conduct a thorough investigation of the allegations.
Prepare a written response including the reason for the decision and provide
a copy to the grievant.
Grievance materials should be maintained in a separate file from either
personnel files or records.
53
Precautions and Prescriptions
The management should take care of following aspects to develop a culture of trust
and confidence upon the employees.
Explain manager's role, the policy and the procedures clearly in the
grievance handling procedure.
Do use a positive, friendly ways to resolve the crisis than punitive steps,
which disturb the system.
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Never make use of allegations against personalities.
Do listen for the main point of arguments and any possible avenue to
resolve the grievance.
Reassure them that the managers will be acting impartially and that your
hope is to resolve the matter if possible.
Don't "horse trade" or swap one grievance for another (where the union wins
one, management wins one). Each case should be decided on its merits.
involved.
The investigator or decision maker acts impartially, which means they must
exclude themselves if there is any bias or conflict of interest.
All parties are heard and those who have had complaints made against others
are given an opportunity to respond.
55
Try to look upon the problem on different angles for appropriate
understanding.
Ensuring that there is proper investigation of the facts and figures related the
problem under concern.
56
OBJECTIVES OF THE STUDY
57
OBJECTIVES OF THE STUDY
58
SCOPE OF THE STUDY
The project throws light on need for Grievance handling mechanism and this
study facilitates the management for further improvement on the same.
59
RESEARCH METHODOLOGY
60
Resear ch Met hodol ogy, f or a st udy l i ke t hi s r esear ch pr oj ect
i s a m ost i m por t ant par t . T he m et hod of st udy adopt ed by m e i s
t ot al l y i s to i ncr ease & t o gat her t he m or e inf or m at i on regar di ng
t hi s resear ch.
I NT E RNET
P AP E RS & RE CORDS
BOOKS
61
T he dat a col l ect ed fr om t he above m ent i oned sour ces
hel ped me in get t i ng i nf orm at i on about the “E MPL OYE E
GRI E VANCE HANDLI NG”.
SAMPLING PLAN:
Sample Design
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Distribution of respondents based on age
63
S.I. No. Age Frequency Percentage
1 26-30 9 25.7
2 31 & 26 74.3
Above
Total 35 100
Inference:
From the above table it is inferred that 25.7% of respondents are between the age group 26-30
and 74.3% are between the age group 31 & above.
26-30
26%
31 & above
74%
64
Distribution of respondents based on qualification
1 Higher 5 14.
Secondary
2 Under 10 29.0
Graduate
3 Post 20 57.0
Graduate
Total 35 100
Inference:
From the above table it is inferred that 14% of respondents are qualified up to higher secondary,
29% of respondents are under graduate and 57% are post graduate.
qualification
Higher Secondary
14%
65
Sl.No Awareness of Frequency Percentage
committees
1 Yes 35 100.0
Total 35 100
Inference:
From the above table it is inferred that 100% of respondents are aware of the various committees
that are framed for redressing their grievance.
various committee
120
100
80
60
40
P e rce n t
20
0
yes
various committee
66
Sl.No. Real basis Frequency Percentage
1 strongly
agree
20 57.1
2 Agree 15 42.9
Total 35 100
Inference:
From the above table it is inferred that 57.1% of respondents strongly agree that real basis is identified
and 42.9% of respondents agree that real basis is identified.
43%
57%
67
SI No. Complaint No. of Percentage
to higher respondents
authority
1 Listen 35 100
patiently
Total 35 100
Inference:
From the above table it is inferred that 100% of respondents are satisfied that his grievance listen
patiently by the higher authority.
listen patiently
%
100%
68
Sl. No Temporary No. of Percentage
relief respondents
1 Yes 19 54.3
2 No 16 45.7
Total 35 100
Inference:
From the above table it is inferred that 54.3% of respondents state that they are being provided
with temporary relief and 45.7% stating they are not being provided relief.
temporary relief
60
50
40
30
20
Pe rce n t
10
0
yes no
temporary relief
69
SI No. Mechanism No. of percentage
Resolve respondents
grievance
or not
1 Yes 35 100
Total 35 100
Inference:
From the above table it is inferred that 100% of respondents agree that mechanism resolves grievance
1
100%
70
to whom to redress
head office
regional office
union member
71
Sl.No. Maintain No. of Percentage
the record respondent
of
grievance
1 Yes
18 51.43
2 No 17 48.57
Total 35 100
Inference:
49%
51%
72
Distribution of respondents towards in case of his grievance not redressed go to court or
not
1 Yes
26 74.29
2 No 9 25.71
Total 35 100
Inference:
From the above table it is inferred that 74.29% of respondents say that in case of his complaint is
not redressed go to court and 25.71% of respondents say not go to court.
go to court
yes no
26%
74%
73
74
FINDINGS OF THE STUDY
6. 54.3% of respondent’s state that they are being provided with temporary
relief until final decision is taken.
7. 100% of respondents are aware of the various committees that are framed
for redressing their grievance.
75
76
SUGGESTIONS AND RECOMMENDATIONS
77
78
CONCLUSION
The study reveals that the Grievance handling mechanism is satisfactory. The
organization is recognizing the importance of satisfying the employees and
retaining them. Further improvements can be made so that all members are
highly satisfied with the procedure. The suggestions and recommendations when
implemented will still more benefit the organization.
79
QUESTIONNAIRE
80
“A study of Grievance Handling Procedure in Banks with Special
Reference to Syndicate Bank, Agra”
1. Name:
2. Gender:
i.Male [ ] ii.Female [ ]
3. Age:
i.19-25 [ ] ii.26-30 [ ]
4. Educational qualification:
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(iii)Non adherence of various labor laws such as:
-Bonus act [ ]
-Gratuity Act [ ]
6. Are you aware of the various committees that redress the grievance?
i.Yes [ ] ii.No [ ]
7. If yes for above question kindly list out the various committees available.
8. Are you aware of the weekly/monthly meetings of the various committees which
are being held?
i.Yes [ ] ii.No [ ]
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11. Does your higher authority listen when your grievance is presented?
i.Listens patiently [ ] ii.Shouts at you[ ]
13. Are you constantly informed on what is being done about your grievance?
i.Very often being informed[ ] ii.Seldom being informed [ ]
14. Is an atmosphere of cordiality and co-operation facilitated through mutual discussion and
conference?
i.Yes[ ] ii.No[ ]
16. Is there regular follow up to ensure that the right decision has ended up in satisfaction?
i.Yes[ ] ii.No[ ]
17. Is there any temporary relief provided until proper decision is made so that it does not raise any
adverse effects within the organization?
i.Yes[ ] ii.No[ ]
18. Do the various committee members actively engage in resolving your problem?
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i.Yes[ ] ii.No[ ]
19. If the decision is not satisfactory are you given opportunity to take it to higher officials?
i.Yes[ ] ii.No[ ]
22. If the grievance is not redressed even by highest authority, do you have option to go to court:
23. What are various adjudication machinery available to you for redressal of your grievance?
84
BIBLIOGRAPHY
85
HUMAN RESOURCE MANAGEMENT -- C.B. GUPTA
WEB SITES:
www.syndicatebank.in
www.google.com
www.scribd.com
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