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SUMMER TRAINING PROJECT REPORT

On

“A Study on Motivation of Employees at HDFC Bank,


Aminabad Lucknow”

Towards partial fulfillment of


Master of Business Administration (MBA)
School of Management, Babu Banarasi Das University, Lucknow

Submitted by
Meenakshi Singh
Roll No.1160672075
IIIrd Semester

Session 2017-2018
School of Management

Babu Banarasi Das University


Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
Certificate from the Organization

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Bona-fide Certificate of Dean -School of Management

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ACKNOWLEDGEMENT

I would like to express my deep sense of gratitude to the respectable Dean

Dr. Sushil Pandey for their precious suggestions and encouragement during the

project.

The experience which is gained by me during this project is essential for me at this

turning point of my career.

I am thankful to my project guides Dr. Shweta Srivastava for kind support

and supervision under whose kind & constant guidance I had the opportunity to

expand my horizons and view the various problems from different prospective. I am

also thanking her for sparing her valuable time to listen my problems and difficulties

faced by me during the completion of this project report.

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EXECUTIVE SUMMARY

The Summer Training study on employee motivation helps to get clear picture about

the factors which motivates the employees. This in turn helps the management to

formulate suitable policy to motivate the employees. Hence, the motivational level of

the employees may also change.

Motivation in simple terms may be understood as the set of forces that cause people to

behave in certain ways. A motivated employee generally is more quality oriented.

Highly motivated worker are more productive than apathetic worker one reason why

motivation is a difficult task is that the workforce is changing. Employees join

organizations with different needs and expectations. Their values, beliefs,

background, lifestyles, perceptions and attitudes are different. Not many organizations

have understood these and not many HR experts are clear about the ways of

motivating such diverse workforce.

Now days employees have been hired, trained and remunerated they need to be

motivated for better performance. Motivation in simple terms may be understood as

the set or forces that cause people to behave certain ways. People are motivated

rewards something they can relate to and something they can believe in. Times have

changed People wants more. Motivated employees are always looking for better ways

to do a job. It is the responsibility of managers to make employees look for better

ways of doing their jobs.

Individuals differ not only in their ability to do but also in their will to do, or

motivation Managers who are successful in motivating employees are often providing

an environment in which appropriate goals are available for needs satisfaction.

Retaining and motivating workers requires special attention and the responsibility

falls squarely on the shoulders of HR as well as managers and supervisors at all level.
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They have to create a work environment where people enjoy what they do, feel like

they have a purpose and have pride in the mission of the organization. It requires

more time, more skill, and managers who care about people. It takes true leadership.

By giving employees special tasks, you make them feel more important. When your

employees feel like they are being trusted with added responsibilities, they are

motivated to work even harder so they won‟t let the company down.

Motivation is essential for any company because employee is Asset of company.

Motivation is important for the growth of employees as well as growth of the

organization.

HDFC Bank Limited is an Indian banking and financial services company

headquartered in Mumbai, Maharashtra. It has 84,325 employeesand has a presence in

Bahrain, Hong Kong and Dubai.HDFC Bank is India‟s largest private sector lender by

assets.It is the largest bank in India by market capitalization as of February 2016.It

was ranked 69th in 2016 BrandZ Top 100 Most Valuable Global Brands.

Scope of the Study

 The present study on employee motivation helps to get clear picture about the

factors which motivates the employees. This in turn helps the management to

formulate suitable policy to motivate the employees. Hence, the motivational

level of the employees may also change.

 The factors that motivate the employees may change with change in time

because the needs of employees too change with change in time. So

continuous monitoring and close observation of factors that motivate the

employees is necessary to maintain a competent work force. Only with a

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competent work force an organization can achieve its objective. Moreover,

human resource is the most valuable asset to any organization. A further study

with in dept analysis to know to what extent these factors motivate the

employees is required.

Objectives of the Study

1. To Study the motivation of employees at HDFC Bank, Aminabad Lucknow.

2. To study the various factors which affect the motivational level of Employees

in HDFC Bank Aminabad.

3. To study the working conditions provided by the HDFC Bank Aminabad.

4. To study the Opinion of the employees with regard to job security.

Conclusion

Employee motivation is a very important in the human resource management.

Employees are motivated for various reasons that are beneficial to the organization.

The reason includes retention of well-performing employees, increasing productivity

or output of the organization; improve team work or morale of the employees. Other

reason are reducing the operation cost, deceasing employees turnover and reducing

absenteeism.

This study shows a review of various researches in terms of associations between

reward and incentives and low productivity of employees. Incidentally, there are two

kinds of reward which are identifying the intrinsic reward and extrinsic reward.

Current research showed that incentives and benefits are affecting the employees

motivation and when the motivation level of employees will be decreasing, obviously,

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the productivity of employees will low and it is negative point for the an organization.

So this research show the propose of employees motivation with a new framework

based on mediating role of job satisfaction.

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TABLE OF CONTENT

I. Certificate from the Organization


II. Bona-fide Certificate of Dean -School of Management
III. Acknowledgement
IV. Executive Summary
Chapters

1. Introduction to Topic
2. Company Profile
3. Research Objectives
4. Research Methodology
5. Data Analysis and Interpretation
6. Findings
7. Conclusion
8. Suggestions and recommendations
9. Limitations
10. Bibliography
11. Annexure

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INTRODUCTION

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INTRODUCTION

The term “Employee Motivation” was brought to limelight by Hoppock.

According to him, Employee Motivation is the combination of psychological,

physiological and environmental factors that makes a person to admit, “I am happy at

my job”. It has also been defined as the „end state of feeling‟. It is an important

dimension of morale and not morale itself.

CONCEPT OF EMPLOYEE MOTIVATION:

Employee Motivation is the end feeling of a person after performing a task to

the extent that a person‟s job fulfills his dominant needs and is consistent with his

expectations and values, the job will be satisfying. The feeling would be positive or

negative depending upon whether need is satisfied or not.

Employee motivation is different from motivation and morale. Motivation

refers to the willingness to work. Satisfaction on the other hand, implies a positive

emotional state. Morale implies a general attitude toward work and work

environment. It is a group phenomenon where as employee motivation is an

individual feeling. Employee Motivation may be considered a dimension of morale

and morale could also be a source of satisfaction. Thus Employee Motivation is an

employee‟s general attitude towards his job.

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HOW TO MEASURE EMPLOYEE MOTIVATION

Like intelligence, measure of employee motivation is difficult. Most studies have

measured employee motivation through a questionnaire. Hoppock developed four

terms, each one with seven alternative responses, developed one of the earliest scale

of measuring employee motivation.

In India, Pestonjee developed a S-D (satisfaction-dissatisfaction) inventory

consisting of cointerogatery statements, the items leading to yes-no type of responses.

There are four areas including both on job and off the job factors. Each area includes

20 items some of which are given below:

1. Job: Nature of work, hours, fellow workers, overtime regulations, physical

environment, machines and tools, interest in work, opportunities for promotion

and advancement etc.

2. Management: Rewards and punishment, praise and blame, leave policy, test

as a whole reveled significant discriminatory potential. Favoritism,

participation, supervisory treatment, etc.

3. Social Relations: Neighbors, friends and associates, caste barriers,

participation in social activities, attitude toward people in community, etc.

4. Personal Adjustment: Health, home and living conditions, finances, relation

with family members, emotionalism, etc.

Statically treatments of the individual item in the four areas are given above.

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EMPLOYEE MOTIVATION AND WORK BEHAVIOURS

Employee motivation is an integral component of organizational health and an

important element in industrial relations. The level of employee motivation deems to

have some relation with various aspects of work behavior such as accidents,

absenteeism turnover and productivity.

Several studies have revealed varying degrees of relationship between

employee motivation and these factors of work behaviors. But whether work

behaviors are the cause or effect of employee motivation is not clear.

Research on the relationship between employee motivation and accidents

generally shows that satisfied employees cause fewer accidents. Studies on the

relationship between employee motivation and absenteeism have yielded inconclusive

results. Most of these studies showed that low absentee employees were more

satisfied with their jobs. Research also reveals that unionized workers tend to be more

satisfied whereas employees of disturbed organizations were generally less satisfied.

Less satisfied employees are more likely to quit their jobs than more satisfied

employees.

It is generally assumed that satisfied employees are more productive. But

research reveals no relationship between employee motivation and productivity.

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Studies revealed that workers with positive attitude job attitudes were more

productive than those with negative attitudes. In other studies job attitudes and

productivity are not related and in some studies there was negative correlation

between job attitudes and productivity. After reviewing several studies Bray Field and

Crockett concluded that employee motivation did not necessarily go together.

Employees in highly productive group were not more likely than employee in the low

productivity groups to be satisfied with their jobs. A worker may be satisfied with the

work environment but may produce more to prove his abilities to management. On the

other hand, a highly satisfied worker may not produce more and get away with it

because he may be friendly with the supervisor.

DETERMINANTS OF EMPLOYEE MOTIVATION

The various factors influencing employee motivation may be classified into two

categories:

I. Environmental factors , and

II. Personal factors.

Environmental Factors:

These factors relate to the work environment, main among which are as

follows:

1. Job Content: Herzberg suggested that job content in term of

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achievement, recognition, advancement, responsibility, and the work

itself tend to provide satisfaction but their absence does not cause

dissatisfaction. Where the job is less repetitive and there is variation in

job content, employee motivation tends to be higher.

2. Occupational Level: The higher the level of the job in organization

hierarchy the greater the satisfaction of the individual. These is

because positions at higher levels are generally better paid, more

challenging and provide greater freedom of operation. Such jobs carry

greater prestige, self-control and need satisfaction

3. Pay and Promotion: All other things being equal, higher pay and

better opportunities for promotion lead to higher employee motivation.

4. Work group: Man is a social animal and likes to be associated with

other‟s interaction in the work group help to satisfy social

psychological needs and, therefore, isolated worker tend to be

dissatisfied. Employee motivation is generally high when an individual

is accepted by his peer and he has a high need for affiliation.

5. Supervision: Consideration supervision tends to improve employee

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motivation of workers. Considerate supervisor takes personal interest

of his subordinates and allows them to participate in the decision

making process.

Personal Factors:

Personal life exercises a significant influence on employee motivation. The

main elements of personal life are given below:

1. Age: Some research studies reveal a positive correlation between age and

employee motivation. Workers in advanced age group tend to be more

satisfied probably because they have adjusted with their job conditions.

However, there is a sharp decline after a point perhaps because an

individual aspires for better and more prestigious jobs in the later years of

his life.

2. Sex: One study revealed that women are less satisfied than men due to

fewer job opportunities for females. But female workers may be more

satisfied due to their lower occupational aspirations. But this statement

may not be applicable now at present‟s level.

3. Educational level: Generally more educated employees tend to be less

satisfied with their jobs probably due to their higher job aspirations.

However, research does not yield conclusive relationship between these

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two variables.

4. Marital status: The general impression is that married employees are

more dissatisfied due to their greater responsibilities. But such employees

may be more satisfied because they value their jobs more than unmarried

workers.

5. Experience: Employee motivation tends to increase with increasing years

of experience. But it may decreases after twenty years of experience

particularly among people who have not realized their job expectations.

THEORIES OF EMPLOYEE MOTIVATION

The main theoretical approaches to employee motivation are as follows:

1. Need fulfillment theory.

2. Equity theory.

3. Discrepancy theory.

4. Equity discrepancy theory.

NEED FULFILLMENT THEORY~

According to this theory a person is satisfied when he gets from his job what

he wants. The more he wants something or the more important it is to him, the more

satisfied he is when he received it. In other words, “employee motivation will vary

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directly with the extent to which those needs of an individual which can be satisfied

actually”.

Vroom views satisfaction in terms of the positively valued outcomes that a job

provides to a person. Thus, employee motivation is positively related to the degree to

which one‟s needs are fulfilled. What may satisfy one individual may not satisfy the

other due to difference in their expectations. The strength of an individual‟s or his

level of inspiration is an important determinant of employee motivation. Thus,

employee motivation is a function of the degree to which the employee‟s needs

fulfilled in the job situation.

EQUITY THEORY~

Under this theory, it is believed that a person‟s employee motivation depends

upon

His perceived equity as determined by his input-output balance of others. Every

individual compares his rewards with those of a „reference group‟. If he feels his

rewards are equitable in comparison with others doing similar work, he feels satisfied,

employee motivation is thus a function of the degree to which job characteristics meet

the desires of the reference group. For example, one study of the effects of community

features on employee motivation revealed that workers living in a well to do

neighborhood felt less satisfied then those living in poor neighborhoods.

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Equity theory takes into account not only the needs of an individual but also

the opinion of the reference group to which the individual looks for guidance.

DISCREPANCY THEORY~

According to this theory, employee motivation depends upon what a

person actually receives from his job and what he expects to receive. When the

rewards actually received are less than the expected rewards it causes dissatisfaction.

In the words of Locke, “employee motivation and dissatisfaction are function of

perceived relationship between what one wants from his job and what one perceives it

is actually offering. In other words, satisfaction is the difference between what one

actually received and what he feels he should receive. This theory fails to reveal

whether over-satisfaction is or is not a dimension of dissatisfaction and if so, how

does it differ from dissatisfaction arising out of the situation when received outcomes

one less than the outcomes one feels he should receive.

EQUITY-DISCREPANCY THEORY~

This is a combination of equity and discrepancy theories. Lawler has

adopted the difference approach of discrepancy theory rather than the ratio approach

of equity theory. From equity theory the concept of comparison has been selected to

serve as an intervening variable. Under this theory satisfaction is defined as the

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difference between the outcomes that one perceives he actually received and

outcomes that one feels he should receives in comparison with others, when the

individual feels that what he actually received is equal to what he perceives he should

received there is satisfaction. Thus an individual‟s reception of his reward is

influenced by more than just the objective amount of that factor. Because of this

psychological influence the same amount of reward often can be seen quite differently

by two people, to one it can be a larger amount, while to another person it can be a

small amount.

A positive motivation philosophy and practice should improve "productivity, quality

and service." Motivation helps people to:

 achieve goals

 gain a positive perspective

 create the power to change

 build self-esteem and capability

 manage their own development and help others with theirs

The word motivation is coined from the Latin word "movere", which means to move.

Motivation is defined as an internal drive that activates behavior and gives it

direction. The term motivation theory is concerned with the processes that describe

why and how human behavior is activated and directed. It is regarded as one of the

most important areas of study in the field of organizational behavior. There are two

different categories of motivation theories such as content theories, and process

theories. Even though there are different motivation theories, none of them are

universally accepted.

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Motivational Concepts

Reward and Reinforcement

A reward is that which follows an occurrence of a specific behavior with the intention

of acknowledging the behavior in a positive way. A reward often has the intent of

encouraging the behavior to happen again. There are two kinds of rewards, extrinsic

and intrinsic. Extrinsic rewards are external to, or outside of, the individual; for

example, praise or money. Intrinsic rewards are internal to, or within, the individual;

for example, satisfaction or accomplishment. Some authors distinguish between two

forms of intrinsic motivation: one based on enjoyment, the other on obligation. In this

context, obligation refers to motivation based on what an individual thinks ought to be

done. For instance, a feeling of responsibility for a mission may lead to helping others

beyond what is easily observable, rewarded, or fun. A reinforce is different from

reward, in that reinforcement is intended to create a measured increase in the rate of a

desirable behavior following the addition of something to the environment.

Intrinsic and Extrinsic Motivation

Intrinsic motivation is evident when people engage in an activity for its own sake,

without some obvious external incentive present. A hobby is a typical example.

Intrinsic motivation has been intensely studied by educational psychologists since the

1970s, and numerous studies have found it to be associated with high educational

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achievement and enjoyment by students. There is currently no "grand unified theory"

to explain the origin or elements of intrinsic motivation. Most explanations combine

elements of Bernard Weiner's attribution theory, Bandura's work on self-efficacy and

other studies relating to locus of control and goal orientation. Thus it is thought that

students are more likely to experience intrinsic motivation if they:

1. Attribute their educational results to internal factors that they can control (eg. the

amount of effort they put in, not 'fixed ability').

2. Believe they can be effective agents in reaching desired goals (eg. the results are

not determined by dumb luck.)

3. Are motivated towards deep 'mastery' of a topic, instead of just rote-learning

'performance' to get good grades.

Note that the idea of reward for achievement is absent from this model of intrinsic

motivation, since rewards are an extrinsic factor. In knowledge-sharing communities

and organizations, people often cite altruistic reasons for their participation, including

contributing to a common good, a moral obligation to the group, mentorship or 'giving

back'. This model of intrinsic motivation has emerged from three decades of research

by hundreds of educationalists and is still evolving. (See also Goal Theory.) In work

environments, money is typically viewed as an important goal (having food, clothes

etc.) may well be more powerful than the direct motivation provided by an enjoyable

workplace.

Coercion

The most obvious form of motivation is coercion, where the avoidance of pain or

other negative consequences has an immediate effect. Extreme use of coercion is

considered slavery. While coercion is considered morally reprehensible in many

philosophies, it is widely practiced on prisoners, students in mandatory schooling,

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within the nuclear family unit (on children), and in the form of conscription. Critics of

modern capitalism charge that without social safety networks, wage slavery is

inevitable. However, many capitalists such as Ayn Rand have been very vocal against

coercion Successful coercion sometimes can take priority over other types of

motivation. Self-coercion is rarely substantially negative (typically only negative in

the sense that it avoids a positive, such as undergoing

expensive dinner or a period of relaxation), however it is interesting in that it

illustrates how lower levels of motivation may be sometimes tweaked to satisfy higher

ones.

Self control

The self-control of motivation is increasingly understood as a subset of emotional

intelligence; a person may be highly intelligent according to a more conservative

definition (as measured by many intelligence tests), yet unmotivated to dedicate this

intelligence to certain tasks. Yale School of Management professor Victor Vroom's

"expectancy theory" provides an account of when people will decide whether to exert

self control to pursue a particular goal. Drives and desires can be described as a

deficiency or need that activates behaviour that is aimed at a goal or an incentive.

These are thought to originate within the individual and may not require external

stimuli to encourage the behaviour. Basic drives could be sparked by deficiencies

such as hunger, which motivates a person to seek food; whereas more subtle drives

might be the desire for praise and approval, which motivates a person to behave in a

manner pleasing to others. By contrast, the role of extrinsic rewards and stimuli can

be seen in the example of training animals by giving them treats when they perform a

trick correctly. The treat motivates the animals to perform the trick consistently, even

later when the treat is removed from the process

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THEORIES OF MOTIVATION WHICH IS FOLLOWED BY Reliance

Communication

No single theory can account for all aspects of biological motivation, but each of the

major approaches contributes something to our understanding of motivation, so we

need to understand their strengths and weaknesses.

Drive Reduction Theories

There are a number of drive theories. The Drive Reduction Theory grows out of the

concept that we have certain biological needs, such as hunger. As time passes the

strength of the drive increases as it is not satisfied. Then as we satisfy that drive by

fulfilling its desire, such as eating, the drive's strength is reduced. It is based on the

theories of Freud and the idea of feedback control systems, such as a thermostat.

There are several problems, however, that leave the validity of the Drive Reduction

Theory open for debate. The first problem is that it does not explain how Secondary

Reinforcers reduce drive. For example, money does not satisfy any biological or

psychological need but reduces drive on a regular basis through a pay check second-

order conditioning. Secondly, if the drive reduction theory held true we would not be

able to explain how a hungry human being can prepare a meal without eating the food

before they finished cooking it.

However, when comparing this to a real life situation such as preparing food, one

does get hungrier as the food is being made (drive increases), and after the food has

been consumed the drive decreases. The only reason the food does not get eaten

before is the human element of restraint and has nothing to do with drive theory. Also,

the food will either be nicer after it is cooked, or it wont be edible at all before it is

cooked

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Interests Theory

Holland Codes are used in the assessment of interests as in Vocational Preference

nventory (VPI; Holland, 1985). One way to look at interests is that if a person has a

very strong interest in one of the 6 Holland areas, then obtaining outcomes in that area

will be very strongly reinforcing relative to obtaining outcomes in areas of weak

interest.

Abraham Maslow’s “Need Hierarchy Theory” :

One of the most widely mentioned theories of motivation is the hierarchy of needs

theory put forth by psychologist Abraham Maslow. Maslow saw human needs in the

form of a hierarchy, ascending from the lowest to the highest, and he concluded that

when one set of needs is satisfied, this kind of need ceases to be a motivator.

As per his theory this needs are :

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(i) Physiological needs :

These are important needs for sustaining the human life. Food, water, warmth, shelter,

sleep, medicine and education are the basic physiological needs which fall in the

primary list of need satisfaction. Maslow was of an opinion that until these needs

were satisfied to a degree to maintain life, no other motivating factors can work.

(ii) Security or Safety needs :

These are the needs to be free of physical danger and of the fear of losing a job,

property, food or shelter. It also includes protection against any emotional harm.

(iii) Social needs :

Since people are social beings, they need to belong and be accepted by others. People

try to satisfy their need for affection, acceptance and friendship.

(iv) Esteem needs :

According to Maslow, once people begin to satisfy their need to belong, they tend to

want to be held in esteem both by themselves and by others. This kind of need

produces such satisfaction as power, prestige status and self-confidence. It includes

both internal esteem factors like self-respect, autonomy and achievements and

external esteem factors such as states, recognition and attention.

(v) Need for self-actualization :

Maslow regards this as the highest need in his hierarchy. It is the drive to become

what one is capable of becoming, it includes growth, achieving one‟s potential and

self-fulfillment. It is to maximize one‟s potential and to accomplish something.

As each of these needs are substantially satisfied, the next need becomes dominant.

From the standpoint of motivation, the theory would say that although no need is ever

fully gratified, a substantially satisfied need no longer motivates. So if you want to

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motivate someone, you need to understand what level of the hierarchy that person is

on and focus on satisfying those needs or needs above that level.

Maslow‟s need theory has received wide recognition, particularly among practicing

managers. This can be attributed to the theory‟s intuitive logic and ease of

understanding. However, research does not validate these theory. Maslow provided no

empirical evidence and other several studies that sought to validate the theory found

no support for it.

“Theory X and Theory Y” of Douglas McGregor :

McGregor, in his book “The Human side of Enterprise” states that people inside the

Reliance Communication can be managed in two ways. The first is basically negative,

which falls under the category X and the other is basically positive, which falls under

the category Y. After viewing the way in which the manager dealt with employees,

McGregor concluded that a manager‟s view of the nature of human beings is based on

a certain grouping of assumptions and that he or she tends to mold his or her behavior

towards subordinates according to these assumptions.

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Under the assumptions of theory X :

 Employees inherently do not like work and whenever possible, will attempt to

avoid it.

 Because employees dislike work, they have to be forced, coerced or threatened

with punishment to achieve goals.

 Employees avoid responsibilities and do not work fill formal directions are issued.

 Most workers place a greater importance on security over all other factors and

display little ambition.

 In contrast under the assumptions of theory Y :

 Physical and mental effort at work is as natural as rest or play.

 People do exercise self-control and self-direction and if they are committed to

those goals.

 Average human beings are willing to take responsibility and exercise imagination,

ingenuity and creativity in solving the problems of the Reliance Communication.

 That the way the things are organized, the average human being‟s brainpower is

only partly used.

On analysis of the assumptions it can be detected that theory X assumes that lower-

order needs dominate individuals and theory Y assumes that higher-order needs

dominate individuals. An Reliance Communication that is run on Theory X lines

tends to be authoritarian in nature, the word “authoritarian” suggests such ideas as the

“power to enforce obedience” and the “right to command.” In contrast Theory Y

Reliance Communications can be described as “participative”, where the aims of the

Reliance Communication and of the individuals in it are integrated; individuals can

achieve their own goals best by directing their efforts towards the success of the

Reliance Communication.

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However, this theory has been criticized widely for generalization of work and human

behavior.

Frederick Herzberg’s motivation-hygiene theory or two-factor theory:

Frederick has tried to modify Maslow‟s need Hierarchy theory. His theory is also

known as two-factor theory or Hygiene theory. He stated that there are certain

satisfiers and dissatisfiers for employees at work. In- trinsic factors are related to job

satisfaction, while extrinsic factors are associated with dissatisfaction. He devised his

theory on the question : “What do people want from their jobs ?” He asked people to

describe in detail, such situations when they felt exceptionally good or exceptionally

bad. From the responses that he received, he concluded that opposite of satisfaction is

not dissatisfaction. Removing dissatisfying characteristics from a job does not

necessarily make the job satisfying. He states that presence of certain factors in the

Reliance Communication is natural and the presence of the same does not lead to

motivation. However, their nonpresence leads to demotivation. In similar manner

there are certain factors, the absence of which causes no dissatisfaction, but their

presence has motivational impact.

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Examples of Hygiene factors are :

Security, status, relationship with subordinates, personal life, salary, work conditions,

relationship with supervisor and Reliance Communication policy and administration.

Examples of Motivational factors are :

Growth prospectus job advancement, responsibility, challenges, recognition and

achievements.

Self-determination theory

Self-determination theory, developed by Edward Deci and Richard Ryan, focuses on

the importance of intrinsic motivation in driving human behavior. Like Maslow's

hierarchical theory and others that built on it, SDT posits a natural tendency toward

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growth and development. Unlike these other theories, however, SDT does not include

any sort of "autopilot" for achievement, but instead requires active encouragement

from the environment. The primary factors that encourage motivation and

development are autonomy, competence feedback, and relatedness.

McClelland’s Theory of Needs

David McClelland has developed a theory on three types of motivating needs :

1. Need for Power

2. Need for Affiliation

3. Need for Achievement

Basically people for high need for power are inclined towards influence and control.

They like to be at the center and are good orators. They are demanding in nature,

forceful in manners and ambitious in life. They can be motivated to perform if they

are given key positions or power positions.

In the second category are the people who are social in nature. They try to affiliate

themselves with individuals and groups. They are driven by love and faith. They like

to build a friendly environment around themselves. Social recognition and affiliation

with others provides them motivation.

People in the third area are driven by the challenge of success and the fear of failure.

Their need for achievement is moderate and they set for themselves moderately

difficult tasks. They are analytical in nature and take calculated risks. Such people are

motivated to perform when they see atleast some chances of success.

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McClelland observed that with the advancement in hierarchy the need for power and

achievement increased rather than Affiliation. He also observed that people who were

at the top, later ceased to be motivated by this drives.

Equity Theory

As per the equity theory of J. Stacey Adams, people are motivated by their beliefs

about the reward structure as being fair or unfair, relative to the inputs. People have a

tendency to use subjective judgment to balance the outcomes and inputs in the

relationship for comparisons between different individuals. Accordingly :

If people feel that they are not equally rewarded they either reduce the quantity or

quality of work or migrate to some other Reliance Communication. However, if

people perceive that they are rewarded higher, they may be motivated to work harder.

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Goal Setting Theory of Edwin Locke

Instead of giving vague tasks to people, specific and pronounced objectives, help in

achieving them faster. As the clearity is high, a goal orientation also avoids any

misunderstandings in the work of the employees. The goal setting theory states that

when the goals to be achieved are set at a higher standard than in that case employees

are motivated to perform better and put in maximum effort. It revolves around the

concept of “Self-efficacy” i.e. individual‟s belief that he or she is capable of

performing a hard task.

Controlling motivation in reliance communications


The control of motivation is only understood to a limited extent. There are many

different approaches of motivation training, but many of these are considered

pseudoscientific by critics. To understand how to control motivation it is first

necessary to understand why many people lack motivation.

Besides the very direct approaches to motivation, beginning in early life, there are

solutions which are more abstract but perhaps nevertheless more practical for self-

24 | P a g e
motivation. Virtually every motivation guidebook includes at least one chapter about

the proper Reliance Communication of one's tasks and goals. It is usually suggested

that it is critical to maintain a list of tasks, with a distinction between those which are

completed and those which are not, thereby moving some of the required motivation

for their completion from the tasks themselves into a "meta-task", namely the

processing of the tasks in the task list, which can become a routine. The viewing of

the list of completed tasks may also be considered motivating, as it can create a

satisfying sense of accomplishment.

Most electronic to-do lists have this basic functionality, although the distinction

between completed and non-completed tasks is not always clear (completed tasks are

sometimes simply deleted, instead of kept in a separate list).

Other forms of information Reliance Communication may also be motivational, such

as the use of mind maps to organize one's ideas, and thereby "train" the neural

network that is the human brain to focus on the given task. Simpler forms of idea

notation such as simple bullet-point style lists may also be sufficient, or even more

useful to less visually oriented persons.

Motivation by FUN

Here are some things managers can do to make the workplace and the experience of

working more enjoyable:

1. To find out which tasks are each of your employee‟s favorites.

2. Do something interesting with the lunchroom or break room to give it more

personality.

3. Have company-wide events that are intended to let everyone have fun.

25 | P a g e
Motivation by REWARDS

1. Create incentive-laden pay scales (less output = less pay, more output = more

pay).

2. Create a sales contest (if applicable) with several prizes to go to the top

performers.

3. Create clear work objectives and goals for workers to pursue in order to earn

salary increments (no performance= no raise).

4. If workers know they must perform to achieve good salary increases, this will

motivate them to work hard.

5. Remind workers of what they will get for their efforts.

6. Create incentives attached to predetermined objectives and tasks.

7. Create a generous bonus structure with a benchmark that may seem unreachable,

then watch them reach it.

8. Give special rewards to top performers on a regular basis.

9. If workers don‟t perform to expectations, hold them accountable by giving them

no raise, no bonus, or no promotion.

10. Offer extra holiday time for outstanding performers (make sure that workers know

about the incentive well in advance).

11. Don‟t pass out rewards evenly to all employees in an effort to include everyone.

This demotivates the instrumentally motivated person.

12. Be fair! These workers will watch closely to see what the consequences are of

everyone‟s actions.

13. Follow through on all of your promises.

14. Remind workers which tasks will be most important for their performance

evaluations.

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Motivation by REPUTATION

1. Give workers lots of feedback about the way they are performing.

2. Give praise in front of other people (the more people that know they did well the

better!).

3. Criticize these individuals only in private (never in front of others).

4. Give unsolicited compliments and positive reinforcement to workers for jobs with

which you are satisfied.

5. Tell your workers that you appreciate the work they do.

6. Make sure that you give credit to everyone that contributes (never leave people

out when they make an impact).

7. Give out certificates of appreciation to anyone who does extraordinarily well for

the company.

8. Recognize the outstanding performers in the group at every staff meeting.

9. Consider starting an employee recognition system (employee of the month,

department employee of the month).

10. Put up pictures and biographies of all your employees in a central place.

11. Include unique pieces of information about each employee and change these items

from week to week (example: favorite ice cream flavor, worst day ever, thing that

I‟m most proud of, etc.).

12. At companywide meetings, create and announce serious and fun “superlatives”

(example: hardest worker, cleanest car, spiffiest dressed, most versatile, cleanest

shoes, most

13. athletic, most reliable).

27 | P a g e
Motivation by CHALLENGE

1. Stay out of their way and let them do the work if they know how to do it.

2. Assign tasks that require their skills and talents.

3. Find out what they think is their best skill and encourage them to use this with the

tasks you assign.

4. Find out what area this person wants to most improve in and find ways for them to

work on this skill.

5. Find ways to help them to continually develop their abilities.

6. Avoid assigning mundane tasks to these workers.

7. Play devil‟s advocate and challenge them by saying, “I‟m not sure if you are up to

this challenge, but…”

8. Give them a challenge, then get out of their way.

9. Give them autonomy to structure and perform their job as they see best.

10. Don‟t insult them by asking them to do something that just about anybody could

do (they need to know that they are uniquely qualified to do it).

Motivation by PURPOSE

1. Communicate the purpose of tasks that are being assigned.

2. Make sure the company has a vision and mission that it is pursuing.

3. Communicate the organization‟s vision and purpose on a daily basis.

4. Refer to the purpose of the organization and “why we exist” when outlining

strategies and goals.

5. Remind employees who depends on this organization to succeed (families,

communities, industry, producers).

6. Discuss why (in terms of contributing to the mission) things need to occur.

28 | P a g e
7. Remind workers how their efforts make a difference for the company in its pursuit

of it vision.

8. Make links between their work and the company vision so that they can see how

they fit into the bigger picture.

9. Include workers in the visioning and strategic planning process so that they feel

they have a stake in the organizational outcomes.

 Job Requirements: the personal characteristics (education, experience,

licenses, etc) necessary to do the task

 Job Context: the environment within which the job is performed .Working

relationships with other employees

 Job rotation: Job design technique in which employees are moved between

two or more jobs in a planned manner. The objective is to expose the

employees to different experiences and wider variety of skills to enhance job

satisfaction and to cross-train them.

 Job enlargement: Job Enlargement is the horizontal expansion of a job. It

involves the addition of tasks at the same level of skill and responsibility. It is

done to keep workers from getting bored. It is different than job enrichment

(see sidebar).

 Job enrichment: Job Enrichment is the addition to a job of tasks that increase

the amount of employee control or responsibility. It is a vertical expansion of

the job as opposed to the horizontal expansion of a job, which is called job

enlargement.

 Rating scales: A rating scale is a set of categories designed to elicit

information about a quantitative or a qualitative attribute. In the social

sciences, common examples are the Likert scale and 1-10 rating scales in

29 | P a g e
which a person selects the number which is considered to reflect the perceived

quality of a product.

 Management by objectives (MBO): MBO aims to increase organizational

performance by aligning goals and subordinate objectives throughout the

organization. Ideally, employees get strong input to identifying their

objectives, time lines for completion, etc. MBO includes ongoing tracking and

feedback in the process to reach objectives.

 Peer or team evaluations: Things to consider in making this evaluation

include:

o Competence: Was the team member capable of completing his/her part of the

project? In other words, did he/she learn anything in the course?

o Quality of Work: Did the team member strive to and do a good job in his/her

assigned tasks?

o Participation: What was the level and extent of participation by the team member

in all phases of the project?

o Promptness: Did the team member meet the task completion deadlines set by

your group?

Attendance: How often did the team member miss a group meeting?

30 | P a g e
Review of Literature
Bruce and Pepitone (1999) propose an interesting viewpoint according to which

managers cannot motivate employees; managers can only influence what employees

are motivated to do.

The role of facilitating quality subordinate-superior communication at various levels

effectively employing a wide range of communication channels has been praised by

Shields (2007) in terms of its positive contribution in boosting employee morale.

Shields (2007) stresses two specific advantages of such a practice that relate to

offering employees a chance to raise their concerns and put across their points

regarding various aspects of their jobs, as well as, supplying them with the feeling of

engagement and appreciation.

According to Lockley (2012) offering training and development programs that

effectively contributes to personal and professional growth of individuals is another

effective employee motivation strategy. At the same time, Lockley (2012) warns that

in order for motivational aspects of training and development initiatives to be

increased, ideally they need to be devised and implemented by a third party with

relevant competency and experience.

Alternative working patterns such as job-rotating, job-sharing, and flexible working

have been branded as effective motivational tools by Llopis (2012). Moreover, Llopis

(2012) argues that motivational aspects of alternative working patterns along with its

other benefits are being appreciated by increasing numbers of organisations, however,

at the same time; many organisations are left behind from benefiting from such

opportunities.

31 | P a g e
An interesting viewpoint regarding the issue has been proposed by Wylie (2004),

according to which members of management primarily should be able to maintain the

level of their own motivation at high levels in order to engage in effective motivation

of their subordinates. Accordingly, Wylie (2004) recommends managers to adopt a

proactive approach in terms of engaging in self-motivation practices.

Furthermore, Wylie (2004) recommends concentrating on specific variations of

intangible motivational tools such as celebrations of birthdays and other important

dates with the participation of whole team

According to Thomas (2009) the main challenge of motivation in workplaces is

identifying what motivates each individual employee taking into account his or her

individual differences. In other words, individual differences have been specified by

Thomas (2009) as the major obstruction for management in engaging in employee

motivation in an effective manner.

Lockley (2012), on the other hand, addresses the same issue focusing on cross-

cultural differences between employees in particular. Namely, culture can be

explained as knowledge, pattern of behaviour, values, norms and traditions shared by

members of a specific group (Kreitner and Cassidy, 2012), and accordingly, cross-

cultural differences is perceived to be a major obstruction in the way of successful

employee motivation.

This point has been explained by Lockley (2012) by insisting that certain practices

such as engaging in constructive arguments and dialogues in workplace can prove to

be highly motivational for the representatives of Western culture, whereas the same

32 | P a g e
set of practices can prove to be counter-productive for employees from Asian

countries due to vast cross-cultural differences.

Llopis (2012) draws attention to the increasing relevance of the work-life balance

problem for modern employees and stresses its negative impact on the level of

employee motivation. Specifically, Llopis (2012) reasons that unless employees

achieve an adequate level of work-life balance in personal level, management

investment on the level of employee motivation can be wasted.

This viewpoint is based on Hierarchy of Needs theoretical framework proposed by

Abraham Maslow (1943), according to which there is a certain hierarchy for

individual needs, and more basic human needs need to be satisfied in order for the

next level needs to serve as motivators.

33 | P a g e
COMPANY
PROFILE

34 | P a g e
COMPANY PROFILE

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 began operations in 1995 with a simple mission : to be a “ World Class

Indian Bank.” They realized that only a single minded focus on product quality

and service excellence would help us get there. Today, we are proud to say that

we are well on our way towards that goal.

HDFC Ltd has the objective to enhance residential housing stock and promote home

ownership. Their offerings range from hassle-free home loans and deposit products, to

property related services and a training facility. They also offer specialized financial

services to the customer base through partnerships with some of the best financial

institutions worldwide.

HDFC Bank is a young and dynamic bank, with a youthful and enthusiastic team

determined to accomplish the vision of becoming a world-class Indian bank.

35 | P a g e
Our business philosophy is based on four core values - Customer Focus, Operational

Excellence, Product Leadership and People. We believe that the ultimate identity and

success of our bank will reside in the exceptional quality of our people and their

extraordinary efforts. For this reason, we are committed to hiring, developing,

motivating and retaining the best people in the industry.

Company Background
Industry Finance - Banks - Private Sector.
Business Group HDFC Group
Incorporation Date 31/12/1994
Public Issue Date 31/12/1995
Face Value 10.0000

Company/Business Registration No INE040A01018


Key Officials CEO Aditya puri

36 | P a g e
Departments of HDFC Bank Aminabad

Cash 2 members

Operations 1 member

Forex 1 member

Customer Services 2 members

Fixed Deposit 2 members

Operations manager 1 member

Clearing Department 3 members

Credit 3 members

Token system

Cheque Drop box

Objective of HDFC BANK Aminabad


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 five core values: Operational Excellence, Customer Focus,

Product Leadership, People and Sustainability.

37 | P a g e
HISTORY
HDFC Bank was incorporated in the year of 1994 by Housing Development Finance

Corporation Limited (HDFC), India's premier housing finance company. It was

among the first companies to receive an 'in principle' approval from the Reserve Bank

of India (RBI) to set up a bank in the private sector. The Bank commenced its

operations as a Scheduled Commercial Bank in January 1995 with the help of RBI's

liberalization policies.

In a milestone transaction in the Indian banking industry, Times Bank Limited

(promoted by Bennett, Coleman & Co. / Times Group) was merged with HDFC Bank

Ltd., in 2000. This was the first merger of two private banks in India. 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.

In 2009 HDFC Bank acquired Centurian bank of Punjab taking its total branches to

more than 1,000. The amalgamated bank emerged with 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 is 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.

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

38 | P a g e
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.

39 | P a g e
ORGANISATIONAL STRUCTURE

MD & CEO

HOD
GM GM
GM LEGAL
HOD FINANCE HOD OPERATIONS
SALES &
IT & HR &
& MARKETING SECRETERIAL
ACTURIAL UNDERWRITING

BUSINESS
HEAD ACCOUNTS OPERATION
NORTH

ZONAL
MEDICAL UNDERWRITING
MANAGER

BUSINESS
HEAD
SOUTH ACTURIAL

ZONAL
MANAGER

HOD
INSTITUTIONAL
SALES

HODCHANNEL
DEVELOPMENT
& SALES
TRAINING

HOD
MARKETING

HOD
BUSINESS
PROCESS &
RESEARCH

40 | P a g e
ABOUT THE BANK
HDFC Bank is a young and dynamic bank, with a youthful and enthusiastic team

determined to accomplish the vision of becoming a world-class Indian bank.

HDFC‟s business philosophy is based on four core values - Customer Focus,

Operational Excellence, Product Leadership and People. They believe that the

ultimate identity and success of bank will reside in the exceptional quality of people

and their extraordinary efforts. For this reason, they are committed to hiring,

developing, motivating and retaining the best people in the industry.

Why HDFC is better …?

1. Investment returns: investment returns and business growth provided by

HDFC is validated by bajaj Capital report. HDFC pacify the need of invertors

up to healthy level and make the strong relationship with them.

2. Financial Background and Experience: HDFC existing in the market

since 1977. It has a very handsome experience in the field of finance because

it completely involved in finance Sector only where as the others are running

in many other field also like Reliance (Petroleum, Textile, Telecom etc.)

3. Ethics and Values: HDFC is an ethical and cultural organization which

prevents the false selling and prohibit the false commitment to the customer.

4. Sales Force: Properly trend licensed and Educated People are the strength

of the company. So that they could give the best customer service.

5. Huge branch network HDFC is having 450 branches in all over the country.

6. Online accessibility : It makes the process faster and make the customer

delighted.

41 | P a g e
MISSION AND BUSINESS STRATEGY:-

Mission of HDFC is to be "a World Class Indian Bank", benchmarking themselves

against international standards and best practices in terms of product offerings,

technology, service levels, risk management and audit & compliance. The objective is

to build sound customer franchises across distinct businesses so as to be a preferred

provider of banking services for target retail and wholesale customer segments, and to

achieve a healthy growth in profitability, consistent with the Bank's risk appetite.

They are committed to do this while ensuring the highest levels of ethical standards,

professional integrity, corporate governance and regulatory compliance.

Business strategy of HDFC emphasizes the following:

 Increase market share in India‟s expanding banking and financial services

industry by following a disciplined growth strategy focusing on quality and

not on quantity and delivering high quality customer service.

 Leverage technology platform and open scalable systems to deliver more

products to more customers and to control operating costs.

 Maintain the current high standards for asset quality through disciplined credit

risk management.

 Develop innovative products and services that attract targeted customers and

address inefficiencies in the Indian financial sector.

 Continue to develop products and services that reduce cost of funds

 Focus on high earnings growth with low volatility.

42 | P a g e
BOARD OF DIRECTORS

PERSON DESIGNATION
Mr. Jagdish Capoor Vice President
Mr. Aditya Puri Managing Director
Mr. Paresh Sukthankar Executive Director
Mr. Harish Engineer Executive Director
Mr. Keki M. Mistry Director
Mr. Ashim Samanta Director
Mr. Arvind Pande Director
Mrs. Renu Karnad Director
Mr. C M Vasudev Director
Mr. Gautam Divan Director
Dr. Pandit Palande Directo

43 | P a g e
TOP MANAGEMENT

Abhay Aima Equities & Private Banking and NRI Business


Anil Jaggia Information Technology and Legal
Ashish Parthasarth Treasury
Bharat Shah Merchant SeRvices
G Subramanian Audit & Compliance
Kaizad Maneck Credit & Market Risk
Mandeep Maitra H.R, Admin & Infrastructure
Navin Puri Branch Banking
Pralay Mondal Assets & CREDIT CARDS
Retail Liabilities, Marketing & Direct Banking
Rahul N Bhagat Channels
Ananthanarayan Operations
Sashi Jagdishan Finance
Sudhir Joshi Treasury

44 | P a g e
BUSINESS HEADS
A Asokan Emerging Enterprise Group
Amit Kumar Retail Branch Banking-West 1
Anil Nath Business Banking - Working Capital & Retail Agri
Arup Rakshit Treasury
Ashima Khanna Bhat Emerging Corporate Group
Ashok Khanna Retail Assets – TW
Bhavesh Chandulal Wholesale Operations

Biju Pillai Retail Assets - EL,PL,LAS & GOLD


Birendra Sahu retail Operations
Deepak Maheshwari Credit and Market Risk
Gsv Surya Prasad Information Technology
Harpreet Singh NRI Business
Jimmy M Tata Corporate Banking
Munish Mittal Information Technology
Nandkishor Laxman Financial Institution Group
Nitin Subramanya Equities and Private Banking
Parag Rao Credit Cards
Rajender Sehgal Financial Institution Group
Rohit Gaurav Marketing
Sanjay B Dongre Legal
Sanjeev Patel Direct Banking Channel
Tarini Vaidya Treasury

45 | P a g e
PRODUCT OF HDFC BANK
ACCOUNT & DEPOSITS SERVICE

Banking should be effortless. With HDFC Bank, the efforts are rewarding. No matter

what a customer's need and occupational status, we have a range of solutions that are

second to none. Whether you're employed in a company and need a simple Savings

account or run your own business and require a robust banking partner, HDFC Bank

not only has the perfect solution for you, but also can recommend products that can

augment your planning for the future.

It includes these services: -

1. Saving accounts.

2. Current accounts.

3. Fix deposits.

4. Demate account.

5. Safe deposits lockers.

46 | P a g e
SAVINGS ACCOUNTS

These accounts are primarily meant to inculcate a sense of saving for the future,

accumulating funds over a period of time. Whatever person‟s occupation, bank have

confident that person will find the perfect banking solution. There some saving

accounts like: - Regular Saving Account: An easy-to-operate savings account that

allows you to issue cheques, draw Demand Drafts and withdraw cash. Check up on

your balances from the comfort of your home or office through Online Banking,

Phone Banking and Mobile Banking. If you need money urgently then you can take

money from the ATM machine. There are 1977 ATM centres across the country.

SAVING PLUS ACCOUNT

Introducing the best banking option for you with HDFC Bank Savings plus Account.

Now you can get access to some of the finest banking facilities with HDFC Bank's

Savings plus Account. All you have to do is maintain an Average Quarterly Balance

of Rs. 10,000/-.

SAVING MAX ACCOUNT

Welcome to a world of convenience. Presenting Savings Max account, loaded with

maximum benefits to make your banking experience a pleasure. By maintaining an

average quarterly balance of just Rs. 25,000/- you get a host of premium services

from HDFC Bank absolutely free.

47 | P a g e
SENIOR CITIZEN ACCOUNT

HDFC Bank appreciates your needs and endeavours, which is why, they present an

account especially dedicated to customer, which like a dutiful child will help you

fulfil your needs in the best manner possible.

NO FRILLS ACCOUNT

In an effort to make banking simpler and more accessible for customers, bank has

introduced the 'No Frills' Savings Account, which offers customer all the basic

banking facilities. Customer can even avail of services like Online Banking, Mobile

banking free of cost. In this customer can put Zero Initial Pay-in and a Zero Balance

account

INSTITUTIONAL SAVING ACCOUNTS

A specially designed account that offers twin benefits of a savings as well as a

current account. Customer‟s funds continue to earn you interest while he enjoys

hassle-free banking & a host of other features. All this and more in a Zero Balance

account.

SALARY ACCOUNTS

In this account customer can get salary from where he/she doing such job and

organization or company at where the customer of the bank in doing job deposit their

salary in to the salary account a person can get salary.

48 | P a g e
There are various kinds of saving accounts in the HDFC Bank like: -

1. Pay roll account.

2. Classic salary account.

3. Regular salary account.

4. Premium salary account.

5. Defence salary account.

6. No frills salary account.

7. Reimbursement salary account.

KID’S ADVANTAGE ACCOUNT

Start saving for your child today and secure his/her future a sentence tells by the

HDFC bank. Open a Savings Account and transfer money every month into

customer‟s Kids Advantage Account and watch the savings grow as customer‟s child

grows. The accumulated savings in the Kids Advantage Account can over the years

help in meeting customer child's needs.

Main features and benefits of this account are as follow:-

CURRENT ACCOUNTS

HDFC Bank Current Account gives the power of inter-city banking with a single

account and access to more than cities. From special cheques that get treated at par

with local ones in any city where branch, faster collection of outstation cheques

(payable at branch locations), free account to account funds transfer between HDFC

Bank accounts to Free inter-city clearing of up to 100 lakhs per month, bank‟s

priority services have become the benchmark for banking efficiency.

49 | P a g e
Now, with an HDFC Bank Current Account, experience the freedom of multi-city

banking. Person can have the power of multi-location access to his account from any

of our 761 branches in 327 cities. Not only that, he can do most of his banking

transactions from the comfort of his office or home without stepping out.

There are various kinds of current account in this bank like: -

Plus current account

HDFC Bank plus Current Account gives the power of inter-city banking with a single

account and access to more than cities. Plus Current Account requires maintaining an

average quarterly balance of Rs. 100,000.

TRADE CURRENT ACCOUNT

In today's changing business requirements, you need to transfer funds across cities,

and time is of the essence. HDFC Bank Trade Current Account gives power of inter-

city banking with a single account.

From special cheques that get treated at par with local ones in any city where bank

have a branch, to free account to account funds transfer between HDFC Bank

accounts, to free inter-city clearing of up to 50 lakhs per month, bank‟s priority

services have become the benchmark for banking efficiency. Trade Current Account

requires maintaining an average quarterly balance of Rs. 40,000.

PREMIUM CURRENT ACCOUNT

Business needs a partner who can manage finances while concentrate on growing

business. Form this account customer can avail benefits of inter-city banking account

that requires an average quarterly balance of only Rs. 25,000, offers Payable-At-Par

50 | P a g e
cheque book facility & FREE inter-city clearing transactions across our network up to

Rs.25 Lacs per month.

A Current Account with the benefits of accessing account from a large network of

branches, and through direct access channels - the phone, mobile, Internet and

through the ATM.

REGULAR CURRENT ACCOUNT

A Current account is ideal for carrying out day-to-day business transactions. With the

HDFC Bank Regular Current Account, customer can access account anytime,

anywhere, pay using payable at par cheques or deposit cheque at any HDFC bank

branch. It also facilitates FREE NEFT transactions & FREE RTGS collections for

faster collections in account. Regular Current Account requires to maintain an average

quarterly balance of only Rs. 10,000.

With a vast network of branches in cities all over the country, and access to a

multitude of ATM's, customer can keep track of all transactions anytime.

REIMBURSEMENT CURRENT ACCOUNT

No more paperwork, no more receipts to keep track of - a hassle-free account that

allows deposit the reimbursements receive from company/organization on a monthly

basis.

To open this account a person has to follow these processes:

Procure an Account Opening Document (AOD) from HDFC Bank. (If person has just

joined, first request to company to open up a Salary Account for particular person).

Mention Salary Account number and Debit Card number on the AOD so that Debit

card can be linked to both, Salary Account as well as new Reimbursement Account.

Request company to directly credit cash payments to the Reimbursement Account.

51 | P a g e
RFC – DOMESTIC ACCOUNT

Full name of this account is Resident foreign currency account.

Have you accumulated foreign currency from travelling abroad frequently? Received

gifts from relatives in foreign currency? Or earned it by any other means as approved

by the Reserve Bank of India?

If so, open Resident Foreign Currency Domestic Account and manage foreign

currency efficiently. Person can choose to set up your account either in US Dollar,

Great Britain Pound or Euro. To open this accounts a person as to follow this process:

Choose the currency in which person wish to operate. Open account with an initial

amount as per the following-US Dollar = 250 Great Britain Pound = 200 Euro = 250

and maintain an Average Quarterly Balance of the same amount.

FLEXI CURRENT ACCOUNT

Tired of static transaction limits during peak seasons? HDFC Bank Flexi Current

Account is the answer to changing banking needs during peak seasons.

With HDFC Bank Flexi Current Account Cash Deposit and Anywhere Transaction

limits are a multiple of the balance you maintain in Current Account. So, during peak

seasons, customer get the benefit of higher transaction limits due to the higher average

balances maintained in account. What‟s more, during lean seasons, person need not

worry about maintaining huge balances to enjoy high transaction limits, which person

anyway may not need. Flexi Current Account requires to maintain a minimum

Average Monthly Balance (AMB) of just Rs. 75,000.

52 | P a g e
APEX CURRENT ACCOUNT

The top position is always the desirable position. With the Apex current account, take

business to a new high. On maintaining an average quarterly balance of Rs. 10 lakhs,

this account makes sure person make the most of every business opportunities coming

his way. Unlimited, free, anywhere Banking experience at the APEX is reserved for

person who joints this.

. MAX CURRENT ACCOUNT

Maximum benefits and minimum hassles for customer with Max Current Account

with a Rs. 5 lakhs average quarterly balance requirement, bank present to world of

privileges that helps business expand and grow. Features like maximum free

transaction limits including other beneficial features on this current account truly

enhances business potential to the Maximum.

FIX DEPOSITS SERVICE

Long-term investments form the chunk of everybody's future plans. An alternative to

simply applying for loans, fixed deposits allow to borrow from own funds for a

limited period, thus fulfilling needs as well as keeping savings secure.

People can invest his/her money into either in security market or gold or mutual fund

or into a fix deposits. People always go to that way where he/she can get more

benefits and minimum risks. So, for this purpose he has a better chance to deposits

money in to the fix deposit.

If people believe in long-term investments and wish to earn higher interests on his/her

savings, now is the time to invest money in HDFC bank Fixed Deposit. Get up to

9.75% on HDFC Bank Fixed Deposit with an additional 0.50% for Senior Citizens.

What's more NO PENALTY if withdraw part of the FD in times of need. Flexibility,

Security and High Returns all bundled into one offering.

53 | P a g e
REGULAR FIX DEPOSIT

As per the rules and regulation of the bank a person can deposit their money in to a fix

deposit in the bank and can get the benefits of these facilities.

. FIVE YEAR TAX SAVING FIX DEPOSIT

In 2006, it was announced for the first time that Bank fixed deposits booked by an

Individual/HUF for 5 years & up to Rs. 1,00,000/- will be allowed exemption under

Sec 80C of the Income Tax Act,1961 subject to necessary declarations taken from the

Customer.

SUPPER SAVER FACILITY

Customer can enjoy a high rate of interest along with the liquidity of a Savings

Account by opting for a Super Saver Facility on his or her savings account. Avail of

an overdraft facility of up to 75% of the value of his or her Fixed Deposit.

SWEEP-IN FACILITY

Do you wish to avoid taking overdrafts, and still take advantage of your Fixed

Deposits? Then what you need is a Sweep-In Facility on savings account. Link Fixed

Deposit to Savings or Current Account and use it to fall back on in case of

emergencies. A deficit in Savings or Current Account is taken care of by using up an

exact value from Fixed Deposit. Since deposits are broken down in units of Re 1/-,

customer will lose interest only for the actual amount that has been withdrawn.

DEMAT ACCOUNT SERVICE


Nowadays share market is becoming is the main occupation of the person. So to avoid

faulty processes demat account is really most important for the share market and for

the safety of shares it is most important.

54 | P a g e
HDFC BANK is one of the leading Depository Participant (DP) in the country with

over 8 Lac demat accounts.

HDFC Bank Demat services offers a secure and convenient way to keep track of

securities and investments, over a period of time, without the hassle of handling

physical documents that get mutilated or lost in transit.

HDFC BANK is Depository participant both with -National Securities Depositories

Limited (NSDL) and Central Depository Services Limited (CDSL).

WHOLESALE BANKING SERVICES:-

The Bank's target market ranges from large, blue chip manufacturing companies in

the Indian corporate to small & mid-sized corporate 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.

HDFC 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 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

55 | P a g e
alternative delivery channels like ATMs, Phone Banking, Online 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 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 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.

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.

INTERNET BANKING SYSTEM SECURITY: -

LOGIN SECURITY: Access to customer's Online Banking account is granted

using a Customer ID and IPIN (internet Banking password) that is privy to the

customer. Without a valid IPIN corresponding to the customer ID, access to customer

account cannot be gained by anyone.

56 | P a g e
The customer's Online Banking service is revoked if not in use by customer for more

than 180 days for security.

IPIN SECURITY: IPIN is randomly generated by the system and directly printed

on tamper proof media such that it is not accessible by anyone other than the

customer.

Customer is forced to change his IPIN such upon first login such that customer is

assured that IPIN is not compromised before delivery.

IPIN is stored by the Bank by use of encryption technology such that it is not

accessible to anyone including the system administrator.

SESSION SECURITY: Access to the customers are provided through a secure

webpage that encrypts the session between the customer's computer and the webpage

using 128-bit encryption so that the communication between the customer's

computers and the webpage cannot be intercepted by anyone over the internet.HDFC

Bank systems time out the customer's login sessions to his Online Banking account

upon prolonged inactivity for protection against misuse.

DIGITAL CERTIFICATE: The webpage of the HDFC Bank's internet Banking

server is identified by means of a digital certificate provided by Verisign to ensure its

customer that they are on the correct site and protect themselves from revealing their

confidential account information on some fake website.

VIRTUAL KEYBOARD: Customer can use the feature of Virtual Keyboard

while logging into his Online Banking account. This protects the users IPIN from

being compromised by key logger software installed on untrusted/shared computers

e.g. cyber cafes.

57 | P a g e
INSTA ALERT: The Bank has Insta Alert service to send SMS/ Email alert to the

customer upon registration for defined transaction denominations and while adding

beneficiary/ies for carrying out Third Party Transfer transactions.

SECURITY SOLUTIONS: All banking systems are secured using state-of-the-

art security solutions acknowledged world wide viz, firewalls, intrusion detection

systems, intrusion prevention systems, anti-malware systems to extend secure banking

services to our customers.

SECURITY TEAMS: The Bank has robust processes, skilled people and

competent service providers who monitor the security of our systems round the clock.

FINANCIAL INSTITUTIONS & TRUSTS

 Banks.

 Financial Institutions.

 Mutual Funds.

 Stock Brokers.

 Insurance Companies.

 Commodity Businesses.

 Trusts.

GOVERNMENT SECTOR

HDFC Bank acts as an active medium between the government and the customers by

means of various services. These services include:

 Tax Collection wherein customers can directly pay their taxes like Direct

taxes, Indirect taxes and Sales Tax collections at their local HDFC Bank.

58 | P a g e
 E-Ticketing - Helps the customer by providing him a direct access to book a

Railway Ticket online and get it home delivered.

 Opening of L/C's is done by the bank on behalf of Government of India, Mints

and Presses, thus facilitating imports for the Government.

 Collection of levies and taxes on behalf of Municipal Corporations i.e. Kalyan

-Dombivli Municipal Corporation, is undertaken by the Bank.

 Collection of stamp duty is done via franking mode in the state's of

Maharashtra & Gujarat.

 The Stamp Duty Franking Facility is available at following branches in

Maharashtra Fort, Chembur, Lower Parel, Mira Road, Thane (Talao Pali),

Panvel, Ratnagiri, Pune(FC Road), Kolhapur, Nagpur, Pimpri.

 The Stamp Duty Franking Facility is available at following branches in

Gujarat

 Disbursement of Pension to retired Employees of Central Govt and Defence is

directly done by HDFC Bank along with the disbursement of pension to the

members of EPFO (Employees Provident Fund Organisation).

 Electronic Collection of fees on behalf of DGFT is done by the bank too.

59 | P a g e
RESEARCH
OBJECTIVES

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OBJECTIVES OF THE STUDY

1. To Study the motivation of employees at HDFC Bank, Aminabad Lucknow

2. To study the various factors which affect the motivational level of Employees in

HDFC Bank Aminabad.

3. To study the working conditions provided by the HDFC Bank Aminabad

4. To study the Opinion of the employees with regard to job security

61 | P a g e
RESEARCH
METHODOLOGY

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RESEARCH METHODOLOGY

Type of research Descriptive research.

Sample Universe HDFC Bank, India

Sample Area HDFC Bank, Aminabad Lucknow.

Sample Unit Employees of HDFC Bank, Aminabad

Sampling size 50 Employees of HDFC Bank, Aminabad Lucknow.

Sample Technique Random Sample Technique

Instrumentation technique Interview, questionnaire

Sources of data collection Primary data was collected by conducting Interview and

secondary data was collected from magazines, books, and

internet.

DATA COLLECTION SOURCE: Two methods have been used to collect the

relevant data, which are essential for the study, they are:

Primary Data: data is collected to obtain desired information through structured

questionnaire.

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Secondary Data: it is compiled through books, magazines, newspapers and internet

etc…

STATISTICAL TOOLS TO BE USED: A structured questionnaires is used to

collect the data and data will be analyzed with the help of percentage table,

respective graph, bar graph and pie charts.

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DATA
ANALYSIS

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Data Analysis & Interpretation

Table 1: Age of the respondents

S. No Options No. of respondents Percentage (%)


1. Below 25 9 18
2. 25 to 35 29 58
3. 36 to 40 5 10
4. 41 and above 7 14
Total 50 100
35
Age of the respondents
30 29

25

20

15

10 9
7
5
5

0
Below 25 25 to 35 36 to 40 41 and above

Chart 1: Age of the respondents


INTERPRETATION:

The above table inferred the age of the respondents. 58% of the employees fall under

the age group of 25-30, 18% of the employees fall under 25, 14% of employees fall

under 14 and above and 10% employees fall under the age group of 36-40.

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Table 2: Experience of the respondents

S. No Options No. of respondents Percentage (%)


1. Below 1 year 4 8
2. 1 to 4 year 25 50
3. 5 to 10 year 13 26
4. Above 10 years 8 16
Total 50 100

Chart 2: Experience of the respondents

30 Experience of the respondents

25
25

20

15
13
Series1
10
8

5 4

0
Below 1 year 1 to 4 year 5 to 10 year Above 10 years

INTERPRETATION:

The above table shows the experience of the respondents. 50% of the employees

have attained 1-4 year of experience , 26% of the employees have attained 5-10 years

of experience, 16% of employees are have experience above 10 years and 8% of them

are below 1 year.

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Table 3 Education of the respondents:

S. No Options No. of respondents Percentage (%)


1. UG 23 46
2. PG 24 48
3. Others 3 6
Total 50 100

Chart 3: Education of the respondent

Education of the respondent


30

25 24
23

20

15

10

5
3

0
UG PG Others

INTERPRETATION:

The above table inferred the education of the respondents. 48% of the respondents

have completed PG, 46% of the respondents have completed UG, 6% of the

respondents have not completed.

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Table 4: Employee motivation with regard to increments given to
employees

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 12 24
2 Agree 32 64
3 Neither agree nor disagree 4 8
4 Strongly disagree 2 4
5 Disagree 0 0
Total 50 100

32

12

4
2
0

Strongly agree Agree Neither agree nor Strongly disagree Disagree


disagree

INTERPRETATION:

The above table shows about the motivation level of the employees regarding the
salary increments given to them. 64% of the employees agree with it, 24% of the
employees strongly agree, 8% of them are neutral and 4% strongly disagree.

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Table.5: Financial incentives motivates more than non-financial

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly Agree 0 0
2 Agree 28 56
3 Neither agree nor disagree 14 28
4 Strongly disagree 8 16
5 Disagree 0 0
Total 50 100

CHART 5: Financial incentives motivates more than non-financial

Financial incentives motivates more than


non-financial
28

14

0 0

Strongly Agree Agree Neither agree nor Strongly disagree Disagree


disagree

INTERPRETATION:

The above table shows about the types of incentives that motivate the employees

financial or non-financial. 56% of the employees agree with it, 28% of the employees

are neutral, 16% of them strongly disagree.

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Table.6: Satisfaction with regard to salary drawing at present

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 2 4
2 Agree 34 68
3 Neither agree nor disagree 10 20
4 Strongly disagree 4 8
5 Disagree 0 0
Total 50 100

CHART:6: Satisfaction with regard to salary drawing at present

34

10

4
2

Strongly agree Agree Neither agree nor Strongly disagree


disagree

INTERPRETATION:

The above table shows about the level of satisfaction with regard to salary given to

them. 68% of the employees agree with it, 20% of them are neutral, 8% strongly

disagree and 4% of the employees strongly agree.

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Table.7: Satisfaction with regard to lunch breaks, rest breaks, and
leaves provided

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 4 8
2 Agree 34 68
3 Neither agree nor disagree 12 24
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:7: Satisfaction with regard to lunch breaks, rest breaks, and


leaves provided

34

12

4
0

Strongly agree Agree Neither agree nor Strongly disagree


disagree

INTERPRETATION:
The above table shows about the satisfaction level of employee with their break

timings. 68% of the employees agree with it, 24% of them are neutral and 8% of the

employees strongly agree.

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Table.8: Table showing good physical working conditions providing
in the organization.

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 4 8
2 Agree 36 72
3 Neither agree nor disagree 10 20
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:8: Good physical working conditions are provided in the


organization.
36

10

4
0

Strongly agree Agree Neither agree nor Strongly disagree


disagree

INTERPRETATION:

The above table shows the motivation level of the employees with regard to good

working conditions of the organization. 72 % of the employees agree with it, 20% of

them are neutral and 8% of the employees strongly agree.

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Table.9: Opinion of the employees with regard to job security

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 10 20
2 Agree 36 72
3 Neither agree nor disagree 4 8
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:9: Opinion of the employees with regard to job security

Opinion of the employees with regard to job


security
40
36
35

30

25

20

15
10
10

5
4
0 0
0
Strongly agree Agree Neither agree nor Strongly disagree Disagree
disagree

INTERPRETATION:

The above table shows the opinion of the respondents on job security. 72% of the

employees agree with it, 8% of them are neutral and 20% of the employees strongly

agree.

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Table.10: Retirement benefits available are sufficient.

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 12 24
2 Agree 30 60
3 Neither agree nor disagree 8 16
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:10: Retirement benefits available are sufficient.

30

12

Strongly agree Agree Neither agree nor Strongly disagree


disagree

INTERPRETATION:
The above table shows the opinion regarding retirement benefits provided by

organization. 60% of the employees agree with it, 16% of them are neutral and 24%

of the employees strongly agree.

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Table.11: Satisfaction with regard to Medical benefits provided.

NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 6 12
2 Agree 32 64
3 Neither agree nor disagree 12 24
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:11: Satisfaction with regard to Medical benefits provided.

Satisfaction with regard to Medical benefits


provided
32

12

0 0

Strongly agree Agree Neither agree nor Strongly disagree Disagree


disagree

INTERPRETATION:

The above table shows opinion of the respondents regarding medical benefits. 64%

of the employees agree with it, 24% of them are neutral and 12% of the employees

strongly agree.

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Table.12: Table showing Visibility with top management.
NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 6 12
2 Agree 38 76
3 Neither agree nor disagree 6 12
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:12: Chart showing Visibility with top management.

Visibility with top management


38

6 6

0 0

Strongly agree Agree Neither agree nor Strongly disagree Disagree


disagree

INTERPRETATION:

The above table shows the opinion of the employee‟s relationship with the top

manager. 76% of the employees agree with it, 12% of them are neutral and 12% of the

employees strongly agree.

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Table.13: Table showing superior recognizes the work done in the
organization.
NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 8 16
2 Agree 30 60
3 Neither agree nor disagree 12 24
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART: 13: Chart showing superior recognizes the work done in the
organization.

30

12

Strongly agree Agree Neither agree nor Strongly disagree


disagree

INTERPRETATION:

The above table shows opinion of the employee about the recognition of him from

the superior. 60% of the employees agree with it, 24% of them are neutral and 16% of

the employees strongly agree.

78 | P a g e
Table.14: Table showing the job gives good status in the
organization.
NO. OF
S.NO PARTICULARS RESPONDENTS PERCENTAGE
1 Strongly agree 12 24
2 Agree 34 68
3 Neither agree nor disagree 4 8
4 Strongly disagree 0 0
5 Disagree 0 0
Total 50 100

CHART:14: Chart showing the job gives good status in the


organization

job gives good status in the organization

34

12

4
0 0

Strongly agree Agree Neither agree nor Strongly disagree Disagree


disagree

INTERPRETATION:

The above table shows the status the employee gets from the job. 68% of the

employees agree with it, 8% of them are neutral and 24% of the employees strongly

agree.

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FINDINGS

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FINDINGS
 The study found that 64% of employee motivation with regard to increments

given to employees

 About 56% of the employees agree that financial incentives motivate them than

non-financial incentives.

 Most of the employees are satisfied with salary.

 68% employees are satisfied with regards to the lunch breaks, rest breaks and

leaves provided by the organization.

 Majority of the employees agree good working conditions are provided in the

organization.

 The study found that most of employee motivation with regard to increments

given to employees.

 The respondents are satisfied with the responsibility and role of their work.

 76% of the respondents are satisfied with regard to responsibility and role they

perform.

 Majority 88% of the respondent‟s quality of relationship in informal workgroup.

 72% of respondents are satisfied with the support from the HR department.

 Majority of the respondents 72% shows fare amount of team spirit in the

organization.

 Most of the respondents 64% show the best performance in their job.

 60% of the respondents feel schedule of work with regards to job related

decisions.

 Majority 88% of the respondent‟s opportunities for advancement in the

organization.

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SUGGESTIONS

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SUGGESTIONS

 HDFC Bank should make arrangement for the workers to skill them in all

fields & in all kinds of job regular training & education programs should be

arranged for the supervisor and executive so as to uplift them as multi-skilled.

In this way, the workers would also enjoy their work.

 Non financial incentive plans should also be implemented; it can improve the

productivity level of the employees.

 Organization should give importance to communication between employees

and gain co-ordination through it.

 Skills of the employees should be appreciated.

 Better carrier development opportunities should be given to the employees for

their improvement.

 If the centralized system of management is changed to a decentralized one,

then there would be active and committed participation of staff for the success

of the organization

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CONCLUSION

84 | P a g e
CONCLUSION
In conclusion, employee motivation is a very important in the human resource

management. Employees are motivated for various reasons that are beneficial to the

organization . The reason include retention of well-performing employees, increasing

productivity or output of the organization; improve team work or morale of the

employees. Other reason are reducing the operation cost , deceasing employees

turnover and reducing absenteeism.

The motivational strategies used in HDFC Bank are very good. The employees are

found to be motivated and they are happy with the pay structure, benefits, work hours,

freedom to work etc. The organization has to be appreciated for keeping the employee

highly motivated and thereby helping them to meet personal as well as organizational

goals.

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LIMITATIONS

86 | P a g e
LIMITATIONS OF THE STUDY

 Some respondent have not answered the question correctly because of the

busy schedule. They tend to hurry up the talk, which inhibits proper collection

of data.

 This study is limited to HDFC Bank, Aminabad Lucknow.

 45 Days is Short of time for study

 Some respondent did not provide full data.

 Sample size is small.

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BIBLIOGRAPHY

88 | P a g e
BIBLIOGRAPHY

 Akhtar, M. S. (1994). Job satisfaction in primary teachers. Bulletin of Education


and Research, XVI(1-2), 87-99.

 Albrecht, K. (1988). At America's service. Homewood, IL: Dow Jones-Irwin.

 Albrecht, K. (1990). Service within: Solving the middle management crisis.


Homewood, IL: Dow Jones-Irwin.

 Albrecht, K., & Zemke, R. (1985). Service America. Homewood, IL: Dow Jones-
Irwin.

 Aliff, J. V. (1998, April 25). Are students "customers" of collegiate education?


Paper presented at the Annual Meeting of the Georgia. Academy of Science (75th,
Savannah, GA).

89 | P a g e
ANNEXURE

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Questionnaire

PERSONAL DETAILS:
Name:
Age:
Gender:
Experience:
Designation:
Qualification:

Q.1. Do you agree with the salary increments given to you who do their jobs very
well motivate you?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.2. Does financial incentives motivates you more than non financial
incentives?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.3. Are you agree with the salary you draw at present?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

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Q.4. Do you agree with the lunch break, rest breaks and leaves given in the
organization?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.5. Does the Good physical working conditions provided in the organization?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.6.Do you feel secured towards your job in the organization?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.7.Does the retirement benefits available sufficient?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

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Q.8.Does the medical benefits provided in the organization satisfactory?

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.9. Does visibility with top management important to you.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.10.Do you feel that your superior always recognizes the work done by you

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e) Strongly disagree

Q.11. Do you feel that the job gives you a good status.

a) Strongly agree
b) Agree
c) Neither agree nor disagree
d) Disagree
e)
Strongly disagree

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