Promotion and reward policy of abhudaya co edited (1)
HIMANISONI12
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Jan 10, 2020
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About This Presentation
Human Resource Management is concerned about the people in an organization or bank. "The management of man" is a vital and testing work on account of the dynamic idea of the general population. No two individuals/people are same in nature, mental capacities, strategists, opinions, and prac...
Slide Content
~ i ~
Summer Internship Project Report
On
‘A Detailed Study of Satisfaction of Employees towards Promotion and
reward Policy’
At
ABHYUDAYA CO -OPERATIVE BANK LTD.
Submitted to
Institute Code: 123
Institute Name: Shayona Institute of Business Management
Under the Guidance of
MS. Poonam Mehta
(Professor)
In partial Fulfilment of the Requirement of the award of the degree of
Master of Business Administration (MBA)
Offered By
Gujarat Technological University, Ahmedabad.
Prepared by:
SONI HIMANI DILIPBHAI
178200592042
MBA (Semester - III)
Month & Year: 2018
Summer Internship Project Report
On
‘A Detailed Study of Satisfaction of Employees towards Promotion and
reward Policy’
At
ABHYUDAYA CO -OPERATIVE BANK LTD.
Submitted to
Institute Code: 123
Institute Name: Shayona Institute of Business Management
Under the Guidance of
MS. Poonam Mehta
(Professor)
In partial Fulfilment of the Requirement of the award of the degree of
Master of Business Administration (MBA)
Offered By
Gujarat Technological University, Ahmedabad.
Prepared by:
SONI HIMANI DILIPBHAI
178200592042
MBA (Semester - III)
Month & Year: 2018
~ ii ~
Student’s Declaration
I hereby declare that the Summer Internship Project Report titled ‘A
Detailed Study of Satisfaction of Employees towards Promotion and
reward Policy’ in Abhyudaya Co-operative bank Ltd. is a result of my own
work and my indebtedness to other work publications, references, if any, have
been duly acknowledged. If I am found guilty of copying from any other report
or published information and showing as my original work, or extending
plagiarism limit, I understand that I shall be liable and punishable by the
university, which may include ‘Fail’ in examination or any other punishment
that university may decide.
Enrolment no.
Name Signature
178200592042
SONI HIMANI
DILIPBHAI
Place: AHMEDABAD . Date: ___/___/2018
Student’s Declaration
I hereby declare that the Summer Internship Project Report titled ‘A
Detailed Study of Satisfaction of Employees towards Promotion and
reward Policy’ in Abhyudaya Co-operative bank Ltd. is a result of my own
work and my indebtedness to other work publications, references, if any, have
been duly acknowledged. If I am found guilty of copying from any other report
or published information and showing as my original work, or extending
plagiarism limit, I understand that I shall be liable and punishable by the
university, which may include ‘Fail’ in examination or any other punishment
that university may decide.
Enrolment no.
Name Signature
178200592042
SONI HIMANI
DILIPBHAI
Place: AHMEDABAD . Date: ___/___/2018
~ iii ~
Date: __/__/2018
Institute Certificate
“This is to certify that this Summer Internship Project Report Titled “A
Detailed Study of Satisfaction of Employees towards Promotion and
reward Policy” is the bonafide work of Soni Himani Dilipbhai
(178200592042.), who has carried out his / her project under my supervision. I
also certify further, that to the best of my knowledge the work reported herein
does not form part of any other project report or dissertation on the basis of
which a degree or award was conferred on an earlier occasion on this or any
other candidate. I have also checked the plagiarism extent of this report
which is ______ % and it is below the prescribed limit of 30%. The
separate plagiarism report in the form of html /pdf file is enclosed with
this.
Rating of Project Report [A/B/C/D/E]: ______
(A=Excellent; B=Good; C=Average; D=Poor; E=Worst)
(By Faculty Guide)
Signature of the Faculty Guide/s: MS. Poonam Mehta
(Name and Designation of Guide/s)
Signature of Principal/Director with Stamp of Institute
(Name of Principal / Director)
Date: __/__/2018
Institute Certificate
“This is to certify that this Summer Internship Project Report Titled “A
Detailed Study of Satisfaction of Employees towards Promotion and
reward Policy” is the bonafide work of Soni Himani Dilipbhai
(178200592042.), who has carried out his / her project under my supervision. I
also certify further, that to the best of my knowledge the work reported herein
does not form part of any other project report or dissertation on the basis of
which a degree or award was conferred on an earlier occasion on this or any
other candidate. I have also checked the plagiarism extent of this report
which is ______ % and it is below the prescribed limit of 30%. The
separate plagiarism report in the form of html /pdf file is enclosed with
this.
Rating of Project Report [A/B/C/D/E]: ______
(A=Excellent; B=Good; C=Average; D=Poor; E=Worst)
(By Faculty Guide)
Signature of the Faculty Guide/s: MS. Poonam Mehta
(Name and Designation of Guide/s)
Signature of Principal/Director with Stamp of Institute
(Name of Principal / Director)
~ iv ~
Date: __/__/2018
Company / Organization Certificate <on Company’s Letterhead >
To whomsoever it may concern
This is to certify that Soni Himani Dilipbhai 178200592042 of Shayona Institute
of Business Management (Institute Code) has successfully completed Summer
Internship Project Report titled “A Detailed Study of Satisfaction of Employees
towards Promotion and reward Policy” at Abhyudaya co-operative Bank Ltd.
with Mithakhali, Ahmedabad during from 04/06/2018 to 19/07/2018.
Date: __/__/2018
Company / Organization Certificate <on Company’s Letterhead >
To whomsoever it may concern
This is to certify that Soni Himani Dilipbhai 178200592042 of Shayona Institute
of Business Management (Institute Code) has successfully completed Summer
Internship Project Report titled “A Detailed Study of Satisfaction of Employees
towards Promotion and reward Policy” at Abhyudaya co-operative Bank Ltd.
with Mithakhali, Ahmedabad during from 04/06/2018 to 19/07/2018.
~ v ~
Plagiarism Report (Digital Receipt & Similarity Percentage Page)
Plagiarism Report (Digital Receipt & Similarity Percentage Page)
~ vi ~
PREFACE
The aim of the project is the practical application of the managerial knowledge
and skill learned during the course work of this program.
This project Report represents the facts, findings and recommendations
resulting from my understanding of the activities of “A Detailed Study of
Satisfaction of Employees towards Promotion and reward Policy at
Abhyudaya Co-operative Bank Ltd.”
The scope of the project report is limited to the study of the company on the
basis of the primary data collected from field trip, briefings by company/Bank
executives, etc., and the secondary data collected from information received
from written and published document, online journals and articles.
I acknowledge that being a first year student my report may be rudimentary in
nature and based on data collected during summer internship program only. In
spite of my best efforts, there may be errors or omissions, which may please be
excused.
PREFACE
The aim of the project is the practical application of the managerial knowledge
and skill learned during the course work of this program.
This project Report represents the facts, findings and recommendations
resulting from my understanding of the activities of “A Detailed Study of
Satisfaction of Employees towards Promotion and reward Policy at
Abhyudaya Co-operative Bank Ltd.”
The scope of the project report is limited to the study of the company on the
basis of the primary data collected from field trip, briefings by company/Bank
executives, etc., and the secondary data collected from information received
from written and published document, online journals and articles.
I acknowledge that being a first year student my report may be rudimentary in
nature and based on data collected during summer internship program only. In
spite of my best efforts, there may be errors or omissions, which may please be
excused.
~ vii ~
ACKNOWLEDGEMENT
It is almost inevitable to incur indebtedness to all who generously helped by
sharing their invaluable time and rich experience with me, without which this
project would have never been accomplished.
No task can be achieved alone, particularly while attempting to finish a project
of such magnitude. It took many special people to facilitate it and support it.
Hence, I would like to acknowledge all of their valuable support and convey my
humble gratitude to them. I would like to thank PROF. “POONAM MEHTA ”
and all other faculties of Shayona Institute of Business Management (SIBM) for
their guidance throughout the preparation of the project and for their valued
suggestion.
I express my sincere thanks to the management of “ABHYUDAYA CO -OP.
BANK LTD.” for giving me this golden opportunity to work as a trainee in
their company. The guidance and support provided by the company have really
made the training a learning experience for me. This short period was full of
rich experience, which will definitely help me in my future career.
First of all, I would like thanking “Mr. VIKAS SHARMA (MANAGER,
REGIONAL OFFICE, Abhyudaya co -op. Bank Ltd., Mithakhali, and
AHMEDABAD)” and other staff member for their valuable guidance and
encouragement.
ACKNOWLEDGEMENT
It is almost inevitable to incur indebtedness to all who generously helped by
sharing their invaluable time and rich experience with me, without which this
project would have never been accomplished.
No task can be achieved alone, particularly while attempting to finish a project
of such magnitude. It took many special people to facilitate it and support it.
Hence, I would like to acknowledge all of their valuable support and convey my
humble gratitude to them. I would like to thank PROF. “POONAM MEHTA ”
and all other faculties of Shayona Institute of Business Management (SIBM) for
their guidance throughout the preparation of the project and for their valued
suggestion.
I express my sincere thanks to the management of “ABHYUDAYA CO -OP.
BANK LTD.” for giving me this golden opportunity to work as a trainee in
their company. The guidance and support provided by the company have really
made the training a learning experience for me. This short period was full of
rich experience, which will definitely help me in my future career.
First of all, I would like thanking “Mr. VIKAS SHARMA (MANAGER,
REGIONAL OFFICE, Abhyudaya co -op. Bank Ltd., Mithakhali, and
AHMEDABAD)” and other staff member for their valuable guidance and
encouragement.
~ viii ~
INDEX
CHAPTER
NO.
CONTENT
PAGE
NO.
1 Introduction 1-18
1.1. Human Resource Management 2
1.1.1. Objectives Of Human Resource Management 3
1.1.2. Functions Or Process Of HRM 4
1.2. Promotion 9
1.2.1. Purpose Of Promotion 10
1.2.2. Types Of Promotion 11
1.2.3. Bases Of Promotion 12
1.3. Reward System 12
1.3.1. Types Of Rewards 13
1.4. Some Rewards Which Are Used In Different
Organizations
18
2 Introduction Of Bank Industry 19-32
2.1.1. Meaning Of Bank 20
2.1.2. Characteristics / Features Of A Bank 21
2.1.3. Banking Structure In India 22
2.1.4. Types Of Banks 22
INDEX
CHAPTER
NO.
CONTENT
PAGE
NO.
1 Introduction 1-18
1.1. Human Resource Management 2
1.1.1. Objectives Of Human Resource Management 3
1.1.2. Functions Or Process Of HRM 4
1.2. Promotion 9
1.2.1. Purpose Of Promotion 10
1.2.2. Types Of Promotion 11
1.2.3. Bases Of Promotion 12
1.3. Reward System 12
1.3.1. Types Of Rewards 13
1.4. Some Rewards Which Are Used In Different
Organizations
18
2 Introduction Of Bank Industry 19-32
2.1.1. Meaning Of Bank 20
2.1.2. Characteristics / Features Of A Bank 21
2.1.3. Banking Structure In India 22
2.1.4. Types Of Banks 22
~ ix ~
2.2. Introduction Of Abhyudaya Co-Operative Bank
Limited
24
2.2.1. Introduction 24
2.2.2. Abhyudaya`s Board Of Directors 27
2.2.3. Hierarchy Of Abhyudaya Bank 28
2.2.4. Service Provide By Bank 30
2.2.5 Address 32
3. Literature Review 33-40
4. Research Methodology 41-43
4.1. Objective Of The Study 42
4.2. Research Design 42
4.3. Need And Significant Of Study 42
4.4. Tools and Techniques 42
4.5. Data Collection 43
4.6. Limitations Of Study 43
4.7. Research Methodology 43
5. Data Analysis And Interpretation 44-61
6 Findings And Suggestions 63-64
Findings 63
Suggestions 64
7 Conclusion
8 Bibliography
2.2. Introduction Of Abhyudaya Co-Operative Bank
Limited
24
2.2.1. Introduction 24
2.2.2. Abhyudaya`s Board Of Directors 27
2.2.3. Hierarchy Of Abhyudaya Bank 28
2.2.4. Service Provide By Bank 30
2.2.5 Address 32
3. Literature Review 33-40
4. Research Methodology 41-43
4.1. Objective Of The Study 42
4.2. Research Design 42
4.3. Need And Significant Of Study 42
4.4. Tools and Techniques 42
4.5. Data Collection 43
4.6. Limitations Of Study 43
4.7. Research Methodology 43
5. Data Analysis And Interpretation 44-61
6 Findings And Suggestions 63-64
Findings 63
Suggestions 64
7 Conclusion
8 Bibliography
~ x ~
Reference
9 Questionnaire
Reference
9 Questionnaire
~ xi ~
TABLE OF CHART:
No. Chart Name Page No.
5.1. Sample Size 45
5.2. Age 46
5.3. Designation At Present 47
5.4. Work Experience 48
5.5. Promoted In Bank 49
5.6. Satisfaction With Promotion Strategy 50
5.7. Various Rewards Schemes 51
5.8. Basic Criteria On Various Awards 52
5.9. Rewards Are Based On Clear And Objective
Criteria
53
5.10. Rewards Are Given As Per Criteria 54
5.11. Favouritism Prevails When It Comes To
Giving Any Awards
55
5.12. Awardees Get Adequate Publicity 56
5.13. Good Performance Is Appreciated And
Recognized By Top Management
57
5.14. Seniors Share The Credit Of Good Work
With Their Subordinates.
58
5.15. Quantum Of Rewards Is Proportionate To
One's Achievement
59
5.16. Performance Linked Monetary Rewards Are
Reasonable At The Bank.
60
5.17. Promotion Is Based On Knowledge And
Skills In My Bank
61
TABLE OF CHART:
No. Chart Name Page No.
5.1. Sample Size 45
5.2. Age 46
5.3. Designation At Present 47
5.4. Work Experience 48
5.5. Promoted In Bank 49
5.6. Satisfaction With Promotion Strategy 50
5.7. Various Rewards Schemes 51
5.8. Basic Criteria On Various Awards 52
5.9. Rewards Are Based On Clear And Objective
Criteria
53
5.10. Rewards Are Given As Per Criteria 54
5.11. Favouritism Prevails When It Comes To
Giving Any Awards
55
5.12. Awardees Get Adequate Publicity 56
5.13. Good Performance Is Appreciated And
Recognized By Top Management
57
5.14. Seniors Share The Credit Of Good Work
With Their Subordinates.
58
5.15. Quantum Of Rewards Is Proportionate To
One's Achievement
59
5.16. Performance Linked Monetary Rewards Are
Reasonable At The Bank.
60
5.17. Promotion Is Based On Knowledge And
Skills In My Bank
61
~ xii ~
LIST OF FIGURES:
No. NAME PAGE
NO.
Chapter-1 Functions Of HRM 4
Procurement 6
Development 7
Compensation 7
Maintenance 8
Integration 9
Types Of Promotion 11
Types Of Reward 13
Chapter-2 Banking Structure 22
LIST OF FIGURES:
No. NAME PAGE
NO.
Chapter-1 Functions Of HRM 4
Procurement 6
Development 7
Compensation 7
Maintenance 8
Integration 9
Types Of Promotion 11
Types Of Reward 13
Chapter-2 Banking Structure 22
~ 1 ~
Chapter-1
Introduction
Chapter-1
Introduction
~ 2 ~
Introduction
1.1. Human Resource Management:
Human Resource Management is concerned about the people in an organization or
bank. "The management of man" is a vital and testing work on account of the
dynamic idea of the general population. No two individuals/people are same in nature,
mental capacities, strategists, opinions, and practices; they contrast broadly
additionally as a gathering and are liable to numerous differed impacts. Individuals
are responsive, they feel, think and act in this way they can't be worked like a
machine or moved and adjusted like format in a room design. They in this way require
a careful giving by management personnel.
HRM is a system that focuses on human resources development on one hand and
effective management of people on the other hand so that people will enjoy human
dignity in their employment.
"Personnel management, or say human resource management, is the planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to the end that individual,
organizational and social objectives are accomplished." – Edwin B. Flippo
"Human resource management is a progression of coordinated choices that shape the
business relationship; their quality adds to the capacity of the organizations and the
employees to accomplish their goals." – George T. Milkovich and John W. Boudreau
Human resource management is the process of managing people in organizations in a
structured and thorough manner.
Introduction
1.1. Human Resource Management:
Human Resource Management is concerned about the people in an organization or
bank. "The management of man" is a vital and testing work on account of the
dynamic idea of the general population. No two individuals/people are same in nature,
mental capacities, strategists, opinions, and practices; they contrast broadly
additionally as a gathering and are liable to numerous differed impacts. Individuals
are responsive, they feel, think and act in this way they can't be worked like a
machine or moved and adjusted like format in a room design. They in this way require
a careful giving by management personnel.
HRM is a system that focuses on human resources development on one hand and
effective management of people on the other hand so that people will enjoy human
dignity in their employment.
"Personnel management, or say human resource management, is the planning,
organizing, directing and controlling of the procurement, development, compensation,
integration, maintenance and separation of human resources to the end that individual,
organizational and social objectives are accomplished." – Edwin B. Flippo
"Human resource management is a progression of coordinated choices that shape the
business relationship; their quality adds to the capacity of the organizations and the
employees to accomplish their goals." – George T. Milkovich and John W. Boudreau
Human resource management is the process of managing people in organizations in a
structured and thorough manner.
~ 3 ~
1.1.1.Objectives of Human Resource Management:
To act as a liaison between the top management and the employees.
To arrange and maintain adequate manpower inventory; which, in turn, ensures the
smooth working of the organization.
To offer training as a way of developing skills, enhancing productivity and most
importantly, increasing individual and organizational performance to achieve the
desired results.
To devise employee advantages plans for enhancing employee inspiration and group
morale and enhancing employer-employee cooperation.
To ensure and enhance the quality of work life, which refers to the employees
perception of their physical and psychological well-being at work.
To help keep up ethical values and behaviour amongst employees both within and
outside the organization or Bank.
1.1.1.Objectives of Human Resource Management:
To act as a liaison between the top management and the employees.
To arrange and maintain adequate manpower inventory; which, in turn, ensures the
smooth working of the organization.
To offer training as a way of developing skills, enhancing productivity and most
importantly, increasing individual and organizational performance to achieve the
desired results.
To devise employee advantages plans for enhancing employee inspiration and group
morale and enhancing employer-employee cooperation.
To ensure and enhance the quality of work life, which refers to the employees
perception of their physical and psychological well-being at work.
To help keep up ethical values and behaviour amongst employees both within and
outside the organization or Bank.
~ 4 ~
1.1.2.Functions or Process of HRM:
HRM functions (also called Processes) are carried out by the HR managers to fulfil the
goals and objectives of the organization and Bank. They perform two sets of functions,
namely managerial functions and operative functions. The managerial functions are the basic
functions performed by the HR manager in their capacity as managers or heads of their own
department. In fact, all managers irrespective of their departments perform these functions.
The operative functions, on other hand, are specialised activities performed exclusively by
the HR manager, usually for all the departments. We shall first discuss the Managerial
Functions than the Operative Functions.
Functions of
HRM
Managerial
Functions
Planning
Organizing
Staffing
Directing
Controlling
Operative
Functions
Procurement
Development
Compensation
Maintenance
Integration
1.1.2.Functions or Process of HRM:
HRM functions (also called Processes) are carried out by the HR managers to fulfil the
goals and objectives of the organization and Bank. They perform two sets of functions,
namely managerial functions and operative functions. The managerial functions are the basic
functions performed by the HR manager in their capacity as managers or heads of their own
department. In fact, all managers irrespective of their departments perform these functions.
The operative functions, on other hand, are specialised activities performed exclusively by
the HR manager, usually for all the departments. We shall first discuss the Managerial
Functions than the Operative Functions.
Functions of
HRM
Managerial
Functions
Planning
Organizing
Staffing
Directing
Controlling
Operative
Functions
Procurement
Development
Compensation
Maintenance
Integration
~ 5 ~
MANAGERIAL FUNCTIONS:
Functions like Planning, organizing, directing and controlling constitute the core
managerial functions of the organization or bank. The specific activities performed
under each of these functions are explained as follows:
Planning:
Planning is a predetermined course of activities. It is a procedure of
determining the organisational goals and formulation of policies and
programmes for achieving them. Along these lines Planning is future oriented
concerned with clearly charting out the desired direction of business activities
in future. Forecasting is one of the critical components in the Planning
procedure. Other functions of managers depend on planning function.
Organising:
Organising is a procedure by which the structure and designation of
employments are resolved. Hence Organising includes giving each
subordinate a particular task establishing departments, delegating authority to
subordinates, establishing channels of authority and communication,
Directing the work of subordinates, and so on.
Staffing:
TOs is a procedure by which managers select, train, promote and resign their
subordinates. This incorporates picking what type of people should be enlisted
recruiting prospective employees, choosing employees, setting performance
standard, compensating employees, evaluating performance, counselling
employees, training and developing employees.
Directing:
Directing is the way toward enacting collective endeavors to accomplish the
coveted objectives. It incorporates activities like inspiring subordinates to take
care of business, keeping up confidence persuading subordinates and so on for
achieving the objectives or goals of the organisation
Controlling:
It is the process of setting standards for performance, checking to see how
actual performance compares with these set standards, and taking corrective
actions as needed or required.
MANAGERIAL FUNCTIONS:
Functions like Planning, organizing, directing and controlling constitute the core
managerial functions of the organization or bank. The specific activities performed
under each of these functions are explained as follows:
Planning:
Planning is a predetermined course of activities. It is a procedure of
determining the organisational goals and formulation of policies and
programmes for achieving them. Along these lines Planning is future oriented
concerned with clearly charting out the desired direction of business activities
in future. Forecasting is one of the critical components in the Planning
procedure. Other functions of managers depend on planning function.
Organising:
Organising is a procedure by which the structure and designation of
employments are resolved. Hence Organising includes giving each
subordinate a particular task establishing departments, delegating authority to
subordinates, establishing channels of authority and communication,
Directing the work of subordinates, and so on.
Staffing:
TOs is a procedure by which managers select, train, promote and resign their
subordinates. This incorporates picking what type of people should be enlisted
recruiting prospective employees, choosing employees, setting performance
standard, compensating employees, evaluating performance, counselling
employees, training and developing employees.
Directing:
Directing is the way toward enacting collective endeavors to accomplish the
coveted objectives. It incorporates activities like inspiring subordinates to take
care of business, keeping up confidence persuading subordinates and so on for
achieving the objectives or goals of the organisation
Controlling:
It is the process of setting standards for performance, checking to see how
actual performance compares with these set standards, and taking corrective
actions as needed or required.
~ 6 ~
OPERATIVE FUNCTIONS:
The operative, also called, service functions are those which are significant to
particular department. These functions change from department to department
depending on the nature of the department Saw from this viewpoint, the operative
functions of relate to ensuring right people for right jobs at right times. These
functions include procurement, development, compensation, and maintenance
functions of HRM.
Procurement:
It includes procuring the right kind of people in appropriate number to be
placed in the organisation. It comprises of activities, for example, manpower
planning, recruitment, selection placement and induction or orientation of new
employees.
Development:
This function includes activities meant to improve the knowledge, skills
aptitudes and values of employees so as to enable them to perform their jobs
in a better manner in future. These functions s may contain training to
employees, executive training to develop managers, organisation development
to strike a better fit between organisational climate/culture and employees.
PROCURE
MEMT
Job
Analysis
Human
Resource
Planning
Recruitment
Selection
Placement
Induction
Transfer
Promotion
Separation
OPERATIVE FUNCTIONS:
The operative, also called, service functions are those which are significant to
particular department. These functions change from department to department
depending on the nature of the department Saw from this viewpoint, the operative
functions of relate to ensuring right people for right jobs at right times. These
functions include procurement, development, compensation, and maintenance
functions of HRM.
Procurement:
It includes procuring the right kind of people in appropriate number to be
placed in the organisation. It comprises of activities, for example, manpower
planning, recruitment, selection placement and induction or orientation of new
employees.
Development:
This function includes activities meant to improve the knowledge, skills
aptitudes and values of employees so as to enable them to perform their jobs
in a better manner in future. These functions s may contain training to
employees, executive training to develop managers, organisation development
to strike a better fit between organisational climate/culture and employees.
PROCURE
MEMT
Job
Analysis
Human
Resource
Planning
Recruitment
Selection
Placement
Induction
Transfer
Promotion
Separation
~ 7 ~
Compensation:
Compensation function includes determination of wages and salaries
coordinating with commitment made by employees to organisational goals or
objectives. In other words, this function ensures equitable and fair
remuneration for employees in the organisation or bank. It comprises of
activities such as job evaluation, wage and salary administration, bonus,
incentives,etc.
Development
Performance
Appraisal
Training
Executive
Development
Career
Planning and
Development
CompensationJob Evaluation
Wages and
Salary
Administration
Bonus and
Incentives
Payroll
Reward
Compensation:
Compensation function includes determination of wages and salaries
coordinating with commitment made by employees to organisational goals or
objectives. In other words, this function ensures equitable and fair
remuneration for employees in the organisation or bank. It comprises of
activities such as job evaluation, wage and salary administration, bonus,
incentives,etc.
Development
Performance
Appraisal
Training
Executive
Development
Career
Planning and
Development
CompensationJob Evaluation
Wages and
Salary
Administration
Bonus and
Incentives
Payroll
Reward
~ 8 ~
Maintenance:
The maintenance function aims at retaining efficient and experienced
employees in the Organization. This calls for creative Hr Practices. In this
regard HR managers are responsible for offering a wide range of HR
Programmes covering occupational safety, health promotion and physical
fitness, canteen facilities, recreation activities, transportation programmes,
employee suggestion schemes, career counselling and growth for creating
positive work environment.
Integration:
It consists mainly of industrial relations and aims at ensuring good relations
between the management and employees. HR managers have to implement
industrial programmes that would ensure ethical and fair treatment in
disciplinary action, grievance redressal and career management processes.
They should also counsel the employees and the management to prevent and
when necessary, resolve disputes over labour agreements or other labour
relation issues.
MaintenanceHealth
Safety
Social
Security
Welfare
Schemes
Personnel
Records
Personnel
Research
Personnel
Audit
Maintenance:
The maintenance function aims at retaining efficient and experienced
employees in the Organization. This calls for creative Hr Practices. In this
regard HR managers are responsible for offering a wide range of HR
Programmes covering occupational safety, health promotion and physical
fitness, canteen facilities, recreation activities, transportation programmes,
employee suggestion schemes, career counselling and growth for creating
positive work environment.
Integration:
It consists mainly of industrial relations and aims at ensuring good relations
between the management and employees. HR managers have to implement
industrial programmes that would ensure ethical and fair treatment in
disciplinary action, grievance redressal and career management processes.
They should also counsel the employees and the management to prevent and
when necessary, resolve disputes over labour agreements or other labour
relation issues.
MaintenanceHealth
Safety
Social
Security
Welfare
Schemes
Personnel
Records
Personnel
Research
Personnel
Audit
~ 9 ~
It is to be understood here that the functions of HRM can vary widely from
one organization to another, depending upon its nature, size, and objectives.
For instance, a smaller organization or bank may follow a shorter HRM
Process with a greater emphasis on functions like procurement and
compensation and little or no priority for activities like training and
development and industrial relations maintenance. On the contrary, large
organization or bank may pursue a longer and more comprehensive HRM
process to meet the requirements of both the management and the workforce.
1.2. Promotion:
Promotion is vertical development of a worker inside the association. As it were,
Promotion refers to the upward development of a representative starting with one
occupation then on Sto the next higher one, with increment in compensation, status
and duties. Promotion might be transitory or changeless, contingent on the necessities
of the Bank or an organization.
IntegrationMotivation
Job
satisfaction
Grievance
Redressal
Collective
Bargainning
Conflict
Management
Participation
of Employes
Discipline
It is to be understood here that the functions of HRM can vary widely from
one organization to another, depending upon its nature, size, and objectives.
For instance, a smaller organization or bank may follow a shorter HRM
Process with a greater emphasis on functions like procurement and
compensation and little or no priority for activities like training and
development and industrial relations maintenance. On the contrary, large
organization or bank may pursue a longer and more comprehensive HRM
process to meet the requirements of both the management and the workforce.
1.2. Promotion:
Promotion is vertical development of a worker inside the association. As it were,
Promotion refers to the upward development of a representative starting with one
occupation then on Sto the next higher one, with increment in compensation, status
and duties. Promotion might be transitory or changeless, contingent on the necessities
of the Bank or an organization.
IntegrationMotivation
Job
satisfaction
Grievance
Redressal
Collective
Bargainning
Conflict
Management
Participation
of Employes
Discipline
~ 10 ~
There can be ‘dry promotion’ also where an employee is assigned to a higher level job
without increase in pay.
Promotion has an in-built motivational incentive as it raises the specialist, power and
status of an employee inside a Bank. It is considered as great work force approach to
fill opportunities in a higher activity through Promotion from inside in light of the fact
that such Promotion give a support and inspiration to the representatives and
furthermore expel sentiments of stagnation-and disappointment.
1.2.1.Purpose of promotion:
To utilize the skill and knowledge of an employee at an appropriate level in Bank.
Recognize employee’s performance and commitment.
Motivate for better performance.
Retain skilled and talented employees.
Reduce discontent and unrest.
To build loyalty and to boost morale.
To Reward committed and loyal employee of bank.
High morale of the employees is achieved.
There can be ‘dry promotion’ also where an employee is assigned to a higher level job
without increase in pay.
Promotion has an in-built motivational incentive as it raises the specialist, power and
status of an employee inside a Bank. It is considered as great work force approach to
fill opportunities in a higher activity through Promotion from inside in light of the fact
that such Promotion give a support and inspiration to the representatives and
furthermore expel sentiments of stagnation-and disappointment.
1.2.1.Purpose of promotion:
To utilize the skill and knowledge of an employee at an appropriate level in Bank.
Recognize employee’s performance and commitment.
Motivate for better performance.
Retain skilled and talented employees.
Reduce discontent and unrest.
To build loyalty and to boost morale.
To Reward committed and loyal employee of bank.
High morale of the employees is achieved.
~ 11 ~
1.2.2.Types of Promotion:
Vertical Promotion: In this type of promotion, employee is moved to the next higher
level in bank or an organization hierarchy with greater responsibility, authority, pay
and status.
Up-gradation Promotion: In this type of promotion the job upgraded in the bank or
organization hierarchy consequently the employee gets more pay, higher authority
and responsibility.
Dry Promotion: This type of promotion is the employees are moved to the next
higher level in the bank or organizational hierarchy with greater responsibility and
status without any increase in pay or other financial benefits.
Types of
Promotion
Vertical
Promotion
Upgradation
Dry
Promotion
1.2.2.Types of Promotion:
Vertical Promotion: In this type of promotion, employee is moved to the next higher
level in bank or an organization hierarchy with greater responsibility, authority, pay
and status.
Up-gradation Promotion: In this type of promotion the job upgraded in the bank or
organization hierarchy consequently the employee gets more pay, higher authority
and responsibility.
Dry Promotion: This type of promotion is the employees are moved to the next
higher level in the bank or organizational hierarchy with greater responsibility and
status without any increase in pay or other financial benefits.
Types of
Promotion
Vertical
Promotion
Upgradation
Dry
Promotion
~ 12 ~
1.2.3.Bases of promotion:
Organisations and bank adopt different bases of promotion depending on their nature,
size, and managerial policy etc. The well established bases of promotion are seniority
and merit.
Seniority based promotion
If seniority is the bases for promotion, an employee with the longest period of service
will get promoted, irrespective of whether she/ he is competent or not.
Merit or competence based promotion
Merit based promotion occurs when an employee is promoted because of superior
performance in the current job. Merit means an individual’s knowledge, skills, and
abilities as measured from his/her educational qualifications, experience, training, and
past employment record.
1.3. Reward System:
A reward or incentive can be anything that attracts a worker‘s attention and stimulates
him to work.
Employee rewards and recognition system is not just a positive action towards
employees. If it is implemented effectively, it proves to be an efficient tool in
confidence to the employees to create and bring business for the company.
Recognizing the efforts of employees and encouraging their morale results in
increased productivity and decreased attrition rate. It is a documented fact that an
encouraged and dedicated workforce can change the fate of a company.
1.2.3.Bases of promotion:
Organisations and bank adopt different bases of promotion depending on their nature,
size, and managerial policy etc. The well established bases of promotion are seniority
and merit.
Seniority based promotion
If seniority is the bases for promotion, an employee with the longest period of service
will get promoted, irrespective of whether she/ he is competent or not.
Merit or competence based promotion
Merit based promotion occurs when an employee is promoted because of superior
performance in the current job. Merit means an individual’s knowledge, skills, and
abilities as measured from his/her educational qualifications, experience, training, and
past employment record.
1.3. Reward System:
A reward or incentive can be anything that attracts a worker‘s attention and stimulates
him to work.
Employee rewards and recognition system is not just a positive action towards
employees. If it is implemented effectively, it proves to be an efficient tool in
confidence to the employees to create and bring business for the company.
Recognizing the efforts of employees and encouraging their morale results in
increased productivity and decreased attrition rate. It is a documented fact that an
encouraged and dedicated workforce can change the fate of a company.
~ 13 ~
1.3.1. Types of Rewards:
The achievement and advantage got by workers for their job performance in bank is
known as reward. Employees join the Bank inside certain desire for reward. Some
might expect for better pay and wages.
Like as, financial prizes while other might look for offices like settlement,
transportation, health, security and different advantages as reward. Accordingly,
monetary and non financial advantages provided by Bank to representatives to their
performance regardless of their expectation are known as reward.
Rewards can be anything in the form of pay, benefits, facility and or status paid by
organization to employees that motivates employees for the best performance.
Rewards can be classified on the various bases. Some of them are discussed as below:
Types Of
Rewards
Classification
On The Basis
Of Feelings
Intrinsic
Reward
Extrensic
Reward
On The Basis
Of Economic
Value
Financial
Reward
Non-financial
Reward
On The Basis
Of Evaluation
Performance
Based Reward
Piece Rate
System
Additional
Wages
Commission
Bonus
Membership
Based Rewars
1.3.1. Types of Rewards:
The achievement and advantage got by workers for their job performance in bank is
known as reward. Employees join the Bank inside certain desire for reward. Some
might expect for better pay and wages.
Like as, financial prizes while other might look for offices like settlement,
transportation, health, security and different advantages as reward. Accordingly,
monetary and non financial advantages provided by Bank to representatives to their
performance regardless of their expectation are known as reward.
Rewards can be anything in the form of pay, benefits, facility and or status paid by
organization to employees that motivates employees for the best performance.
Rewards can be classified on the various bases. Some of them are discussed as below:
Types Of
Rewards
Classification
On The Basis
Of Feelings
Intrinsic
Reward
Extrensic
Reward
On The Basis
Of Economic
Value
Financial
Reward
Non-financial
Reward
On The Basis
Of Evaluation
Performance
Based Reward
Piece Rate
System
Additional
Wages
Commission
Bonus
Membership
Based Rewars
~ 14 ~
1. Classification on the basis of feelings:
Intrinsic reward: The Reward connected with the internal satisfaction of an
employee for their performance saw from their side is known as intrinsic reward.
This reward is experienced by employees himself or herself saw from the results
of their activity performance.
This reward isn`t related to what bank or an organization provides to an employee.
This type of reward can be intangible (not touchable or felt or seen by employees).
This is achievement oriented reward. Employees feel pleasure or proud for this
type of reward. Job satisfaction, sense of achievements, considering oneself as an
important member of any bank or an organization in some of the outcomes of this
type of rewards. There are some types of job responsibility realize intrinsic reward
to the employees:
Interesting job
Challenging job
Job autonomy
Career development opportunity
Participation in decision making
Job enrichment
Job rotation
Flexible working hour
Shorter working hour
Extrinsic reward: Reward was gotten by an employee from an outer source is
known as extrinsic reward. Salary, Wages, recognition, praise, bonus, facilities
medal, certificate of appreciation, promotion etc. provided by bank or an
organization for job performances are the examples of extrinsic reward. This
reward has a physical appearance and can be unmistakable (tangible) which is
touched or felt and seen by an employee. This type of reward affects many
employees, special attention should be provided while making the arrangements
for the extrinsic reward. This type of reward must be transparent, genuine, true &
fair, and on the performance based.
1. Classification on the basis of feelings:
Intrinsic reward: The Reward connected with the internal satisfaction of an
employee for their performance saw from their side is known as intrinsic reward.
This reward is experienced by employees himself or herself saw from the results
of their activity performance.
This reward isn`t related to what bank or an organization provides to an employee.
This type of reward can be intangible (not touchable or felt or seen by employees).
This is achievement oriented reward. Employees feel pleasure or proud for this
type of reward. Job satisfaction, sense of achievements, considering oneself as an
important member of any bank or an organization in some of the outcomes of this
type of rewards. There are some types of job responsibility realize intrinsic reward
to the employees:
Interesting job
Challenging job
Job autonomy
Career development opportunity
Participation in decision making
Job enrichment
Job rotation
Flexible working hour
Shorter working hour
Extrinsic reward: Reward was gotten by an employee from an outer source is
known as extrinsic reward. Salary, Wages, recognition, praise, bonus, facilities
medal, certificate of appreciation, promotion etc. provided by bank or an
organization for job performances are the examples of extrinsic reward. This
reward has a physical appearance and can be unmistakable (tangible) which is
touched or felt and seen by an employee. This type of reward affects many
employees, special attention should be provided while making the arrangements
for the extrinsic reward. This type of reward must be transparent, genuine, true &
fair, and on the performance based.
~ 15 ~
2. On the basis of Economic value:
Financial reward: If the employees are financially rewarded for their performance, it
is known as financial reward.
Financial reward is related to the improvement of employee's financial well being. It
helps to fulfil the basic and other requirement of employees. It is known as the most
important and effective tool for motivation. It includes:
Salary and wages
Bonus, commission, grade
Paid leave
Pension, gratuity, insurance facility
Accommodation, transportation, communication allowance
Profit sharing
Participation on company's share
Non Financial reward: Rewards which are not related to financial matter is known
as non financial reward.
Financial reward doesn't always motivate the employees. This reward is not related
with the economic well being. An organization or bank has to make an appropriate
combination of financial and non financial reward. Non financial rewards include:
Favourable work environment
Standard and well facilitated workplace
Attractive position
Responsibility of choice
Work autonomy
Job security
Well furnished furniture and equipment
Personal assistant
Lunch time and rest hour
Teamwork, peer group
Sufficient leave
Extracurricular and sports opportunity
Praise and recognition from senior
2. On the basis of Economic value:
Financial reward: If the employees are financially rewarded for their performance, it
is known as financial reward.
Financial reward is related to the improvement of employee's financial well being. It
helps to fulfil the basic and other requirement of employees. It is known as the most
important and effective tool for motivation. It includes:
Salary and wages
Bonus, commission, grade
Paid leave
Pension, gratuity, insurance facility
Accommodation, transportation, communication allowance
Profit sharing
Participation on company's share
Non Financial reward: Rewards which are not related to financial matter is known
as non financial reward.
Financial reward doesn't always motivate the employees. This reward is not related
with the economic well being. An organization or bank has to make an appropriate
combination of financial and non financial reward. Non financial rewards include:
Favourable work environment
Standard and well facilitated workplace
Attractive position
Responsibility of choice
Work autonomy
Job security
Well furnished furniture and equipment
Personal assistant
Lunch time and rest hour
Teamwork, peer group
Sufficient leave
Extracurricular and sports opportunity
Praise and recognition from senior
~ 16 ~
3. On the basis of evaluation:
Performance based reward: Which Reward is based on the job performance is
known as performance based reward.
This provision, high produce employees will be rewarded highly and low produce
employees will be rewarded at low level. Like as, employees produce higher quality
will receive high level of reward and employees produce lower level of quality will
receive lower level of reward.
It is not just distribute because of being associated of spending more time in an
organization or bank. It was paid for the outstanding performance or remarkable
contribution made by an employee. Performance based reward are as under:
Piece rate system: Reward which is based upon the produced unit is known as
piece rate system. In this method, rate is fixed in advance. Various types of
piecework pay plans are in practice.
Additional wages: Minimum work standard and the rate of reward is priory fixed
to be paid for an employee. Employees who produce above the pre-decided
minimum level of output will be paid additionally. For example, if an employee is
to produce 100 units in a day for which Rs. 5.00 per unit is fixed and suppose if
she produces 140 units in a day then, she receives Rs. 200.00 extra for extra unit
production. This is motivating other employees and also to produce higher level
of output. This may deteriorate the quality and optimal utilization of resources.
Commission: In these types of reward, specified commission is paid to the
employees. This type of reward is generally related on sales figure. For example,
if sales commission is 3% then employees will receive Rs. 3000.00 for the sales
of Rs. 100,000.00.
Bonus: If an organization or bank distributes certain percentage of profit to an
employee, the lump sum pay paid in addition is the regular pay as an incentive for
performance, it is known as a bonus. For e.g., if 10% of bonus amount of Rs.
5000.00 will be distributed to each of the employees.
3. On the basis of evaluation:
Performance based reward: Which Reward is based on the job performance is
known as performance based reward.
This provision, high produce employees will be rewarded highly and low produce
employees will be rewarded at low level. Like as, employees produce higher quality
will receive high level of reward and employees produce lower level of quality will
receive lower level of reward.
It is not just distribute because of being associated of spending more time in an
organization or bank. It was paid for the outstanding performance or remarkable
contribution made by an employee. Performance based reward are as under:
Piece rate system: Reward which is based upon the produced unit is known as
piece rate system. In this method, rate is fixed in advance. Various types of
piecework pay plans are in practice.
Additional wages: Minimum work standard and the rate of reward is priory fixed
to be paid for an employee. Employees who produce above the pre-decided
minimum level of output will be paid additionally. For example, if an employee is
to produce 100 units in a day for which Rs. 5.00 per unit is fixed and suppose if
she produces 140 units in a day then, she receives Rs. 200.00 extra for extra unit
production. This is motivating other employees and also to produce higher level
of output. This may deteriorate the quality and optimal utilization of resources.
Commission: In these types of reward, specified commission is paid to the
employees. This type of reward is generally related on sales figure. For example,
if sales commission is 3% then employees will receive Rs. 3000.00 for the sales
of Rs. 100,000.00.
Bonus: If an organization or bank distributes certain percentage of profit to an
employee, the lump sum pay paid in addition is the regular pay as an incentive for
performance, it is known as a bonus. For e.g., if 10% of bonus amount of Rs.
5000.00 will be distributed to each of the employees.
~ 17 ~
Membership based reward: This type of reward is indifferent to the level of
performance and position of employee. In fact, these types of reward are paid for
being a member of organization or bank. This reward is based on the policy, rules and
procedure of the bank or organization.
Grade provision based on seniority
Equal salary and allowance
Equal distribution of bonus and profit.
Opportunity of promotion
Equal growth rate in salary and allowance.
Salary and wages based on working hour
Praise and recognition provided to a group or a team, etc.
Membership based rewards are of two types. This can be:
Employees receive rewards in groups like all employees of the same level receive
salary,
Reward as same growth rate in the salary, bonus distribution, and opportunity of
promotion or reward being received by a specific person on the basis of qualification,
experience, expertise, seniority or other features.
Membership based reward: This type of reward is indifferent to the level of
performance and position of employee. In fact, these types of reward are paid for
being a member of organization or bank. This reward is based on the policy, rules and
procedure of the bank or organization.
Grade provision based on seniority
Equal salary and allowance
Equal distribution of bonus and profit.
Opportunity of promotion
Equal growth rate in salary and allowance.
Salary and wages based on working hour
Praise and recognition provided to a group or a team, etc.
Membership based rewards are of two types. This can be:
Employees receive rewards in groups like all employees of the same level receive
salary,
Reward as same growth rate in the salary, bonus distribution, and opportunity of
promotion or reward being received by a specific person on the basis of qualification,
experience, expertise, seniority or other features.
~ 18 ~
1.4. Some Rewards which are used in different organizations or Bank:
1. Best Agent, consultant, employee, Star performer of the month or quarter.
2. Best Management - For heads who right hand for management tool in all
activities.
3. Best Technical Leadership - head of Research & Development, next level to
management who do mostly program and new projects.
4. Most Efficient Employee - middle level management, who does his work
without any expectation from management.
5. Best Loyalty - Who worked lot for co. benefit & growth as a friend?
6. Most Progressive Employee - Newly joined employee.
7. Best New Comer - Newly joined employee.
8. Best Employee of the department - best in embedded program.
9. Extra miler of the team/ department - in respective field.
10. High Value Sales - huge order in single sale.
11. Best Contributor for the team / department.
12. Perfect attendance award- who is not taken leave.
13. Best Software Support.
14. Best System Support.
1.4. Some Rewards which are used in different organizations or Bank:
1. Best Agent, consultant, employee, Star performer of the month or quarter.
2. Best Management - For heads who right hand for management tool in all
activities.
3. Best Technical Leadership - head of Research & Development, next level to
management who do mostly program and new projects.
4. Most Efficient Employee - middle level management, who does his work
without any expectation from management.
5. Best Loyalty - Who worked lot for co. benefit & growth as a friend?
6. Most Progressive Employee - Newly joined employee.
7. Best New Comer - Newly joined employee.
8. Best Employee of the department - best in embedded program.
9. Extra miler of the team/ department - in respective field.
10. High Value Sales - huge order in single sale.
11. Best Contributor for the team / department.
12. Perfect attendance award- who is not taken leave.
13. Best Software Support.
14. Best System Support.
~ 19 ~
Chapter-2
Introduction
Of
Bank
Industry
Chapter-2
Introduction
Of
Bank
Industry
~ 20 ~
2.1. Introduction of Bank Industry:
2.1.1. Meaning of Bank:
A Bank is an establishment which acknowledges stores from the overall population and
stretches out credits to the family units, the organizations and the legislature. Banks are those
organizations which work in cash. Therefore, they are cash brokers, with the procedure of
improvement elements of banks are additionally expanding and enhancing now, the banks are
not almost the merchants of cash, they likewise make credit. Their exercises are expanding
and broadening. Subsequently it is extremely hard to give a generally satisfactory meaning of
bank. "Saving money business" implies the matter of accepting cash on current or store
account, paying and gathering checks drawn by or paid in by clients, the making of advances
to clients, and incorporates such different business as the Expert may endorse for the reasons
for this Demonstration"
Definitions of Bank:
Indian Banking Regulation act 1949 section 5 (1) (b) of the banking Regulation Act 1949
Banking is defined as.
Accepting for the purpose of the landing of investment of deposits of money from public
repayable on demand or other wise and withdraw able by cheques, draft, order or otherwise
Bank means a bench or table for changing money. -Greek History
"Bank is an establishment for custody of money received from or on Behalf of its customers.
It’s essential duty is to pay their drafts unit. Its profits arise from the use of the money left
employed them." -Oxford Dictionary
"Bank means the place when money is kept safely, open an account with any bank and make
transaction with that bank is simply called as bank" – Dictionary
2.1. Introduction of Bank Industry:
2.1.1. Meaning of Bank:
A Bank is an establishment which acknowledges stores from the overall population and
stretches out credits to the family units, the organizations and the legislature. Banks are those
organizations which work in cash. Therefore, they are cash brokers, with the procedure of
improvement elements of banks are additionally expanding and enhancing now, the banks are
not almost the merchants of cash, they likewise make credit. Their exercises are expanding
and broadening. Subsequently it is extremely hard to give a generally satisfactory meaning of
bank. "Saving money business" implies the matter of accepting cash on current or store
account, paying and gathering checks drawn by or paid in by clients, the making of advances
to clients, and incorporates such different business as the Expert may endorse for the reasons
for this Demonstration"
Definitions of Bank:
Indian Banking Regulation act 1949 section 5 (1) (b) of the banking Regulation Act 1949
Banking is defined as.
Accepting for the purpose of the landing of investment of deposits of money from public
repayable on demand or other wise and withdraw able by cheques, draft, order or otherwise
Bank means a bench or table for changing money. -Greek History
"Bank is an establishment for custody of money received from or on Behalf of its customers.
It’s essential duty is to pay their drafts unit. Its profits arise from the use of the money left
employed them." -Oxford Dictionary
"Bank means the place when money is kept safely, open an account with any bank and make
transaction with that bank is simply called as bank" – Dictionary
~ 21 ~
2.1.2. Characteristics / Features of a Bank:
1. Dealing in Money: Bank is a Financial institution which is manage different people`s
cash.
2. Individual / Firm / Company: A bank may be a person, firm or a company. A
banking company means a company which is in the business of banking.
3. Acceptance of Deposit: A bank accepts money from the people in the form of
deposits.
4. Giving Advances: A bank lending money in the form of loans to those who require
for different purpose like home loan, car loan.
5. Payment and Withdrawal: A bank provides payment and withdrawal facility to their
customers in the form of cheques and drafts.
6. Profit and Service: A bank is a benefit looking for foundation having administration
arranged approach.
7. Ever increasing Functions: Keeping money is a developmental idea. There is
consistent development and broadening as respects the capacities, administrations and
exercises of a bank.
8. Connecting Link: A bank goes about as an interfacing join amongst borrowers and
money lenders of cash. Banks gather cash from the individuals who have surplus cash
and give the same to the individuals who need cash.
9. Banking Business: A bank's primary movement ought to be to work together of
managing an account which ought not to be auxiliary to some other business.
10. Name Identity: A bank ought to dependably include "bank" to its name to empower
individuals to realize that it is a bank and that it is managing in cash.
2.1.2. Characteristics / Features of a Bank:
1. Dealing in Money: Bank is a Financial institution which is manage different people`s
cash.
2. Individual / Firm / Company: A bank may be a person, firm or a company. A
banking company means a company which is in the business of banking.
3. Acceptance of Deposit: A bank accepts money from the people in the form of
deposits.
4. Giving Advances: A bank lending money in the form of loans to those who require
for different purpose like home loan, car loan.
5. Payment and Withdrawal: A bank provides payment and withdrawal facility to their
customers in the form of cheques and drafts.
6. Profit and Service: A bank is a benefit looking for foundation having administration
arranged approach.
7. Ever increasing Functions: Keeping money is a developmental idea. There is
consistent development and broadening as respects the capacities, administrations and
exercises of a bank.
8. Connecting Link: A bank goes about as an interfacing join amongst borrowers and
money lenders of cash. Banks gather cash from the individuals who have surplus cash
and give the same to the individuals who need cash.
9. Banking Business: A bank's primary movement ought to be to work together of
managing an account which ought not to be auxiliary to some other business.
10. Name Identity: A bank ought to dependably include "bank" to its name to empower
individuals to realize that it is a bank and that it is managing in cash.
~ 22 ~
2.1.3. BANKING STRUCTURE IN INDIA:
2.1.4. Types of Banks:
Scheduled Banks: The second planned of RBI act, make a rundown of banks which
are portrayed as ―Scheduled Banks in the terms of area 42 (6) of RBI act, 1934, the
required sum is just Rs. 5 Lakh. The Planned Banks appreciate a few benefits. It
implies that planned banks convey security and esteem contrasted with non planned
banks. It is involved to get renegotiate office as relevant.
Nationalized Banks: The nationalized banks incorporate 14 banks nationalized on
nineteenth July, 1969 and the 6 more nationalized on fifteenth April, 1980. They are
too planned banks, after this nationalization the legislatures endeavour to execute
different welfare plans.
Non Scheduled Banks: The business banks excluded in the second timetable of the
RBI demonstration are known as non planned banks. They are not qualified for
offices like renegotiate and rediscounting of bills and so on, from RBI. They are
occupied with loaning cash marking down and accumulation bills and different
organization administrations. They demand higher security for advances.
BANKING STRUCTURE
SCHEDULED
BANK
Scheduled Commercial
Banks
Public Sector
Banks
Nationalized
Bank
State Bank
of India
and its
Associates
Private
Sectore
Banks
Old
Private
Sector
New
Private
sector
Foreign
Banks
Regional
Rural
Banks
Scheduled Co-
Operative Bank
Scheduled
Urban Co-
Operatives
Bank
Schedules
State Co-
Operative
Bank
NON-
SCHEDULED
BANK
2.1.3. BANKING STRUCTURE IN INDIA:
2.1.4. Types of Banks:
Scheduled Banks: The second planned of RBI act, make a rundown of banks which
are portrayed as ―Scheduled Banks in the terms of area 42 (6) of RBI act, 1934, the
required sum is just Rs. 5 Lakh. The Planned Banks appreciate a few benefits. It
implies that planned banks convey security and esteem contrasted with non planned
banks. It is involved to get renegotiate office as relevant.
Nationalized Banks: The nationalized banks incorporate 14 banks nationalized on
nineteenth July, 1969 and the 6 more nationalized on fifteenth April, 1980. They are
too planned banks, after this nationalization the legislatures endeavour to execute
different welfare plans.
Non Scheduled Banks: The business banks excluded in the second timetable of the
RBI demonstration are known as non planned banks. They are not qualified for
offices like renegotiate and rediscounting of bills and so on, from RBI. They are
occupied with loaning cash marking down and accumulation bills and different
organization administrations. They demand higher security for advances.
BANKING STRUCTURE
SCHEDULED
BANK
Scheduled Commercial
Banks
Public Sector
Banks
Nationalized
Bank
State Bank
of India
and its
Associates
Private
Sectore
Banks
Old
Private
Sector
New
Private
sector
Foreign
Banks
Regional
Rural
Banks
Scheduled Co-
Operative Bank
Scheduled
Urban Co-
Operatives
Bank
Schedules
State Co-
Operative
Bank
NON-
SCHEDULED
BANK
~ 23 ~
Old Private Bank: These banks all registered under Companies Act, 1956. Basic
difference between Co-operative bank and Private Banks is its aim. Cooperative
banks work for its member and private banks are work for own profit.
New Private Banks: These banks lead the market of Indian saving money business in
short period due to its assortment of administrations and way to deal with handle
client and further more due to long working hours and speed of administrations. This
is moreover enrolled under the Company`s Act, 1956. Amongst old and new private
banks there is wide distinction.
Foreign Banks: Foreign Banks mean multi-nations bank. In the event of Indian
remote banks are such banks which open its branch office in India and their head
office are outside of India.
Co-operative Banks: Co-agent Banks another part of the Indian save money with the
order of the Co-agent Credit Social orders were satiated attributable to the expanding
interest of Co-agent Credit, another Demonstration of the 1994, which accommodate
the expanding interest of Co-agent National banks by an association of essential credit
social orders or by an association of essential credit socialites and people.
Old Private Bank: These banks all registered under Companies Act, 1956. Basic
difference between Co-operative bank and Private Banks is its aim. Cooperative
banks work for its member and private banks are work for own profit.
New Private Banks: These banks lead the market of Indian saving money business in
short period due to its assortment of administrations and way to deal with handle
client and further more due to long working hours and speed of administrations. This
is moreover enrolled under the Company`s Act, 1956. Amongst old and new private
banks there is wide distinction.
Foreign Banks: Foreign Banks mean multi-nations bank. In the event of Indian
remote banks are such banks which open its branch office in India and their head
office are outside of India.
Co-operative Banks: Co-agent Banks another part of the Indian save money with the
order of the Co-agent Credit Social orders were satiated attributable to the expanding
interest of Co-agent Credit, another Demonstration of the 1994, which accommodate
the expanding interest of Co-agent National banks by an association of essential credit
social orders or by an association of essential credit socialites and people.
~ 24 ~
2.2 Introduction of Abhyudaya Co-Operative Bank Limited.
2.2.1. Introduction :
Abhyudaya Co-agent Bank Ltd is an urban multi-state Co-Operative banking institution
establishment situated in Maharashtra, India and operating as a co-operative bank since 1965.
In the year 1964 a few social specialists and activists meet up and shaped Abhyudaya o-
operative Credit Society Limited with a relatively small share capital of Rs. 5,000.
The area of Kalachowki, Sewri, Parel and their surroundings were predominantly populated
by low income industrial labour and lower middle class people at that time.
Within a short period of time Abhyudaya Co-operative, Credit Society got converted into an
Urban Co-operative bank.
In June 1965 Abhyudaya Co-operative Bank Limited was finally established as a full-fledged
co-operative Bank.
It was conferred with Scheduled bank status by the Reserve Bank of India in the September
year 1988.
On 11 January 2007 the Bank was registered as a multi-state co-operative bank by the Central
Registrar, New Delhi .
2.2 Introduction of Abhyudaya Co-Operative Bank Limited.
2.2.1. Introduction :
Abhyudaya Co-agent Bank Ltd is an urban multi-state Co-Operative banking institution
establishment situated in Maharashtra, India and operating as a co-operative bank since 1965.
In the year 1964 a few social specialists and activists meet up and shaped Abhyudaya o-
operative Credit Society Limited with a relatively small share capital of Rs. 5,000.
The area of Kalachowki, Sewri, Parel and their surroundings were predominantly populated
by low income industrial labour and lower middle class people at that time.
Within a short period of time Abhyudaya Co-operative, Credit Society got converted into an
Urban Co-operative bank.
In June 1965 Abhyudaya Co-operative Bank Limited was finally established as a full-fledged
co-operative Bank.
It was conferred with Scheduled bank status by the Reserve Bank of India in the September
year 1988.
On 11 January 2007 the Bank was registered as a multi-state co-operative bank by the Central
Registrar, New Delhi .
~ 25 ~
Abhyudaya Co-op. Bank Ltd. was established with the motto of "Prosperity through Co-
operation"
Over a 51 years of time, it became one of the leading Urban Co-op. Bank in the country with
branches in Metropolitan Mumbai, Navi Mumbai, Pune, Thane, Raigad, Nagpur, Nashik,
Nanded, Kankavali, Aurangabad, and Ahmednagar & Pen in Maharashtra State, Vadodara
and Ahmedabad in Gujarat State, Udupi and Mangalore in Karnataka State.
The area of operation of the bank is confined to 3 States - Maharashtra, Gujarat and
Karnataka.
The merger of Shree Krishna Sahakari Bank Ltd., Vadodara, Gujarat State, Janatha Co-
operative Bank Limited, Udupi, Karnataka State and Manekchowk Co-operative Bank
Limited, Ahmedabad, Gujarat State has been effected.
Vision:
Abhyudaya co-operative Bank’s plunge to excellence in all directions will be
powered by the VISION that provides overarching inspiration, The VALUES that
serve to guide taught and action, The VITALITY that embarks on strategy formation
and execution. The immense potential of Abhyudaya co-operative Bank will be
realized by the distinctive amalgam of the ‘Vision, Values & Vitality.
Mission:
To continuously strive for synergy between technology, systems & human
resources for providing products and services that meet the quality, performance and
aspirations of the vast clientele and to maintain the highest standards of ethics and
societal responsibilities, constantly innovate products and processes & develop teams
that keep the momentum going to take the Bank to excellence.
Objective:
The objective of the Citizen's Charter is to set out our Vision, Mission and
Commitment to all categories of Bank`s customers availing of Bank`s various
products and services across all Bank`s Branches and Offices in various States.
Abhyudaya Co-op. Bank Ltd. was established with the motto of "Prosperity through Co-
operation"
Over a 51 years of time, it became one of the leading Urban Co-op. Bank in the country with
branches in Metropolitan Mumbai, Navi Mumbai, Pune, Thane, Raigad, Nagpur, Nashik,
Nanded, Kankavali, Aurangabad, and Ahmednagar & Pen in Maharashtra State, Vadodara
and Ahmedabad in Gujarat State, Udupi and Mangalore in Karnataka State.
The area of operation of the bank is confined to 3 States - Maharashtra, Gujarat and
Karnataka.
The merger of Shree Krishna Sahakari Bank Ltd., Vadodara, Gujarat State, Janatha Co-
operative Bank Limited, Udupi, Karnataka State and Manekchowk Co-operative Bank
Limited, Ahmedabad, Gujarat State has been effected.
Vision:
Abhyudaya co-operative Bank’s plunge to excellence in all directions will be
powered by the VISION that provides overarching inspiration, The VALUES that
serve to guide taught and action, The VITALITY that embarks on strategy formation
and execution. The immense potential of Abhyudaya co-operative Bank will be
realized by the distinctive amalgam of the ‘Vision, Values & Vitality.
Mission:
To continuously strive for synergy between technology, systems & human
resources for providing products and services that meet the quality, performance and
aspirations of the vast clientele and to maintain the highest standards of ethics and
societal responsibilities, constantly innovate products and processes & develop teams
that keep the momentum going to take the Bank to excellence.
Objective:
The objective of the Citizen's Charter is to set out our Vision, Mission and
Commitment to all categories of Bank`s customers availing of Bank`s various
products and services across all Bank`s Branches and Offices in various States.
~ 26 ~
Growth & Strength:
As on 31st March 2016, the bank has more than 1.82 lakh members and more
than 18.18 lakh Depositors.
As on 31st March 2016, total business mix of the bank has reached over 16,000
Crore.
As on 31st March 2016, Bank’s Deposits have reached upto 10,403 Crore while
Advances have reached upto 5,711 Crore.
The Bank has maintained a ratio of CASA (Current and Savings Account) Deposits to
Total Deposits as high as 31.83%.
The strength of the Bank is reflected in the fact that it’s Paid up Capital and Reserves
have amounted to 1,572 Crore and Investments are to the tune of 4,688 Crore.
The Capital Adequacy Ratio maintained by Abhyudaya bank is as high as 12.33%.
Award & Prizes:
1. Bank has won the prestigious IDRBT Banking Technology Excellence Award for
the year 2014-15 for ‘Best IT enabled Co- operative Bank’ Award.
2. Bank has won Lokmat Corporate Excellence Award for Brand Excellence in
Banking.
Growth & Strength:
As on 31st March 2016, the bank has more than 1.82 lakh members and more
than 18.18 lakh Depositors.
As on 31st March 2016, total business mix of the bank has reached over 16,000
Crore.
As on 31st March 2016, Bank’s Deposits have reached upto 10,403 Crore while
Advances have reached upto 5,711 Crore.
The Bank has maintained a ratio of CASA (Current and Savings Account) Deposits to
Total Deposits as high as 31.83%.
The strength of the Bank is reflected in the fact that it’s Paid up Capital and Reserves
have amounted to 1,572 Crore and Investments are to the tune of 4,688 Crore.
The Capital Adequacy Ratio maintained by Abhyudaya bank is as high as 12.33%.
Award & Prizes:
1. Bank has won the prestigious IDRBT Banking Technology Excellence Award for
the year 2014-15 for ‘Best IT enabled Co- operative Bank’ Award.
2. Bank has won Lokmat Corporate Excellence Award for Brand Excellence in
Banking.
~ 27 ~
2.2.2. ABHYUDAYA'S BOARD OF DIRECTORS:
1. Sitaram C. Ghandat- Chairman.
2. Nityanand M. Prabhu- Vice Chairman
3. Shri. Premnath S. Salian- Managing Director
4. Ashok R. Chalke
5. Mhatarba S. kane
6. Harihar S. Jaiswar
7. Jessie C. D`silva
8. Ratnamala M. Gorde
9. Sandeep S. Ghandhat
10. Jayantilal C. Jain
11. Waman V. Nalbhimwar
12. Jagatjeevandas Raai
13. Mohan S. Ghandat
14. Amba P. Patel
15. Bharat M. Ghandat
16. Kanifnath M. Aher
17. Rajendra P. Nalawade
18. Rajendra K. Shelke
19. Kishor T. Kadam- Staff Representative
20. Vijay G. Parkhe- staff Representative
2.2.2. ABHYUDAYA'S BOARD OF DIRECTORS:
1. Sitaram C. Ghandat- Chairman.
2. Nityanand M. Prabhu- Vice Chairman
3. Shri. Premnath S. Salian- Managing Director
4. Ashok R. Chalke
5. Mhatarba S. kane
6. Harihar S. Jaiswar
7. Jessie C. D`silva
8. Ratnamala M. Gorde
9. Sandeep S. Ghandhat
10. Jayantilal C. Jain
11. Waman V. Nalbhimwar
12. Jagatjeevandas Raai
13. Mohan S. Ghandat
14. Amba P. Patel
15. Bharat M. Ghandat
16. Kanifnath M. Aher
17. Rajendra P. Nalawade
18. Rajendra K. Shelke
19. Kishor T. Kadam- Staff Representative
20. Vijay G. Parkhe- staff Representative
~ 28 ~
2.2.3. Hierarchy of Abhyudaya Bank:
Name Hirarchy
Shri. Premnath S. Salian Managing Director
Shri. Rajeev D. Gangal Cheif General Manager
Shri. Prasanta K. Mohapatra General Manager (IT, Treasury and
Clearing )
Shri. Camillo F. Fernandes General Manager ( HRM, Development,
Legal and recovery)
Shri. Girish V. Rane General Manager (Credit, Forex and
Share)
Shri. Anthony P. Naronha Deputy General Manager(Central Law
and legal and Recovery)
Shri. Pradeep V. Kamat Deputy General Manager(Legal &
Recovery)
Shri. Mangesh S. Rane Deputy General Manager(Legal &
Recovery)
Shri. Devendra K. Mewada Deputy General Manager(Central Zone)
Shri. Suresh S. Shetty Deputy General Manager(Navi Mumbai
Zone)
Shri. Lanceot R. Tauro Deputy General Manager (Western Zone
and R.O. Office, Ahmedabad and Forex)
Shri. Venkatesan Duraiswamy Deputy General Manager(Pune Zone and
R.O. Office. Uduppi)
Shri. V. Sampath Assistant General Manager (Accounts
Depatrtment)
Shri. Ashok N. Kunder Assistant General Manager (Treasury
Department)
Shri. Sunil S. Shetty Assistant General Manager (IT
Department)
Smt. Mamata N. Shetty Assistant General Manager ( Clearing
Department)
2.2.3. Hierarchy of Abhyudaya Bank:
Name Hirarchy
Shri. Premnath S. Salian Managing Director
Shri. Rajeev D. Gangal Cheif General Manager
Shri. Prasanta K. Mohapatra General Manager (IT, Treasury and
Clearing )
Shri. Camillo F. Fernandes General Manager ( HRM, Development,
Legal and recovery)
Shri. Girish V. Rane General Manager (Credit, Forex and
Share)
Shri. Anthony P. Naronha Deputy General Manager(Central Law
and legal and Recovery)
Shri. Pradeep V. Kamat Deputy General Manager(Legal &
Recovery)
Shri. Mangesh S. Rane Deputy General Manager(Legal &
Recovery)
Shri. Devendra K. Mewada Deputy General Manager(Central Zone)
Shri. Suresh S. Shetty Deputy General Manager(Navi Mumbai
Zone)
Shri. Lanceot R. Tauro Deputy General Manager (Western Zone
and R.O. Office, Ahmedabad and Forex)
Shri. Venkatesan Duraiswamy Deputy General Manager(Pune Zone and
R.O. Office. Uduppi)
Shri. V. Sampath Assistant General Manager (Accounts
Depatrtment)
Shri. Ashok N. Kunder Assistant General Manager (Treasury
Department)
Shri. Sunil S. Shetty Assistant General Manager (IT
Department)
Smt. Mamata N. Shetty Assistant General Manager ( Clearing
Department)
~ 29 ~
Shri. Ganesh M. Shetty Assistant General Manager (Inspection
Department)
Shri. Kiran M. Rane Assistant General Manager (Vigilance
and IS Audit)
Shri. Sanjay V. Wani Senior Manager (KYC/AML)
Shri. Adhikrao Kumbhar Senior manager (Risk Management
Department)
Shri. Madhusudan J. Rajurkar Senior Manager (Planning, Marketing and
third party Products)
Shri. Ganesh M. Shetty Assistant General Manager (Inspection
Department)
Shri. Kiran M. Rane Assistant General Manager (Vigilance
and IS Audit)
Shri. Sanjay V. Wani Senior Manager (KYC/AML)
Shri. Adhikrao Kumbhar Senior manager (Risk Management
Department)
Shri. Madhusudan J. Rajurkar Senior Manager (Planning, Marketing and
third party Products)
~ 30 ~
2.2.4.Service Provide By Bank:
ATM Service: The Abhyudaya Banks, RELAX 24 ATM's are interconnected which
are located in Mumbai, Navi Mumbai, Pune, Aurangabad, Nagpur, Nashik, Nanded,
Kankavali, Udupi, Ahmadabad.
ABHYUDAYA BANK has joined NFS (National Financial Switch) ATM network.
Through this ATM network now Abhyudaya Bank`s customers have access to more
than 1, 94,000 ATM’s all over INDIA.
RTGS/NEFT (Real Time Gross Settlement System/National Electronic Fund
Transfer system ):
RTGS and NEFT systems work on all days except on Sundays, 2nd & 4th Saturday
and common National Holidays across the states.
The Sender has to provide the following details for remitting the funds through
RTGS/NEFT:
Amount to be remitted
Beneficiary bank Name
Beneficiary bank IFSC code
Beneficiary customer Name
Beneficiary customer CBS Account number
Sender CBS Account number
Sender Mobile number
MONEY GRAM FOR GLOBA L REMITTANCES
INSURANCE PRODUCT:
Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) : -
i. For customers in the age group of 18-50 years having savings account with
the Bank.
ii. Life Insurance covers upto Rs. 2 ,00,000/-
iii. Premium amount Rs. 330.00 per annum.
iv. Life insurance coverage period 1st June to 31st May every year.
Pradhan Mantri Suraksha Bima Yo jana (PMSBY ):-
i. For customers in the age group of 18-70 years having savings account with
2.2.4.Service Provide By Bank:
ATM Service: The Abhyudaya Banks, RELAX 24 ATM's are interconnected which
are located in Mumbai, Navi Mumbai, Pune, Aurangabad, Nagpur, Nashik, Nanded,
Kankavali, Udupi, Ahmadabad.
ABHYUDAYA BANK has joined NFS (National Financial Switch) ATM network.
Through this ATM network now Abhyudaya Bank`s customers have access to more
than 1, 94,000 ATM’s all over INDIA.
RTGS/NEFT (Real Time Gross Settlement System/National Electronic Fund
Transfer system ):
RTGS and NEFT systems work on all days except on Sundays, 2nd & 4th Saturday
and common National Holidays across the states.
The Sender has to provide the following details for remitting the funds through
RTGS/NEFT:
Amount to be remitted
Beneficiary bank Name
Beneficiary bank IFSC code
Beneficiary customer Name
Beneficiary customer CBS Account number
Sender CBS Account number
Sender Mobile number
MONEY GRAM FOR GLOBA L REMITTANCES
INSURANCE PRODUCT:
Pradhan Mantri Jeevan Jyoti Bima Yojana (PMJJBY) : -
i. For customers in the age group of 18-50 years having savings account with
the Bank.
ii. Life Insurance covers upto Rs. 2 ,00,000/-
iii. Premium amount Rs. 330.00 per annum.
iv. Life insurance coverage period 1st June to 31st May every year.
Pradhan Mantri Suraksha Bima Yo jana (PMSBY ):-
i. For customers in the age group of 18-70 years having savings account with
~ 31 ~
the Abhyudaya Bank
ii. Accidental insurance cover upto Rs. 2,00,000/-
iii. Premium amount Rs. 12.00 per annum
IV. Accidental insurance coverage period from 1st June to 31st May every
year.
General Insurance through Religare Health Insurance
i. Care Plan – Comprehensive Health Insurance Policy
ii. Assure Plan – Accidental & Health Insurance Plan
iii. Group Secure Plan – Specially designed plan for Loan Attachment Policy
Pradhan Mantri Jan Dhan Yojana (PMJDY)
Demat Service
PAN Card
Franking
Locker
Online Banking:
Internet Banking
Mobile Banking
SMS Banking
Housing Loan
Car Loan
the Abhyudaya Bank
ii. Accidental insurance cover upto Rs. 2,00,000/-
iii. Premium amount Rs. 12.00 per annum
IV. Accidental insurance coverage period from 1st June to 31st May every
year.
General Insurance through Religare Health Insurance
i. Care Plan – Comprehensive Health Insurance Policy
ii. Assure Plan – Accidental & Health Insurance Plan
iii. Group Secure Plan – Specially designed plan for Loan Attachment Policy
Pradhan Mantri Jan Dhan Yojana (PMJDY)
Demat Service
PAN Card
Franking
Locker
Online Banking:
Internet Banking
Mobile Banking
SMS Banking
Housing Loan
Car Loan
~ 32 ~
2.2.5. Address:
Ahmedabad Regional Office:
Opposite Sakar- 1, Gandhigram Railway Station, Jaymangal House, Block '''B''',
Mithakhali, Ashram Rd, Ellisbridge, Ahmedabad, Gujarat 380009
Head Office:
K.K. Tower, Abhyudaya Bank Lane, Off G.D. Ambekar Marg, Parel
Village, Mumbai - 400 012.
Email: [email protected]
Telephone No.: 24180961-65 /65053690
Fax–24109782
HRM Department:
Abhyudaya Bank Building, Abhyudaya Bank Marg, Sector 17, Vashi,
Navi Mumbai - 400 705.
Email: [email protected]
Telephone No.: 27895090/ 65107394
2.2.5. Address:
Ahmedabad Regional Office:
Opposite Sakar- 1, Gandhigram Railway Station, Jaymangal House, Block '''B''',
Mithakhali, Ashram Rd, Ellisbridge, Ahmedabad, Gujarat 380009
Head Office:
K.K. Tower, Abhyudaya Bank Lane, Off G.D. Ambekar Marg, Parel
Village, Mumbai - 400 012.
Email: [email protected]
Telephone No.: 24180961-65 /65053690
Fax–24109782
HRM Department:
Abhyudaya Bank Building, Abhyudaya Bank Marg, Sector 17, Vashi,
Navi Mumbai - 400 705.
Email: [email protected]
Telephone No.: 27895090/ 65107394
~ 33 ~
Chapter-3
LITERATURE
REVIEW
Chapter-3
LITERATURE
REVIEW
~ 34 ~
1. Komal Khalid Bhatti & Tahir Masood Qureshi, "Impact of Employee Participation
Job Satisfaction, Employee Commitment ad Employee Productivity", International
Review of Business Research Papers: Vola.3. No.2, (pp. 54-68), Year : June 2007.
It is broadly trusted that the representative support may influence worker's activity
fulfilment; representative profitability, representative responsibility and they all can
make similar favourable position for the association. The fundamental expectation
of this examination was to discover relationship among worker interest, work
fulfilment, worker profitability and representative responsibility. Expanding worker
interest will positively affect worker's activity fulfilment, representative duty and
worker efficiency.
2. Dr. R. Anitha, “A study on Job Satisfaction of Paper Mill Employees with special
ref. to Udumalpet and Palani Taluk” Journal of Management and Science: Vol.1
No.1 (PP 36 – 47), Year: September 2011.
Worker is a spine of each association, without representative no work should be
possible. So representative's fulfilment is essential. The principle point of this
examination is to dissect the fulfilment level of paper process representatives. The
associations do not have the connection amongst labourers and administrators,
working conditions, Container, rest room offices, prizes, acknowledgment and
advancement approach, remunerate arrangement of the representatives and
advancements must be given in view of legitimacy, instructive capability and
experience, also, if these variables are given minimal more care, the organization
can keep up abnormal state of fulfilment, authoritative responsibility and
association. This will thus prompt adequacy and effectiveness in their work which
prompts expanded profitab ility.
3. Daljeet Singh Wadhwa, Manoj Verghese & Dalvinder Singh Wadhwa “ A Study on
Factors Influencing Employee Job Satisfaction - A Study in Cement Industry of
Chhattisgarh” International Journal of Management & Business studies: Vol. 1 No.
3 ( pp. 109 – 111), Year: September 2011.
1. Komal Khalid Bhatti & Tahir Masood Qureshi, "Impact of Employee Participation
Job Satisfaction, Employee Commitment ad Employee Productivity", International
Review of Business Research Papers: Vola.3. No.2, (pp. 54-68), Year : June 2007.
It is broadly trusted that the representative support may influence worker's activity
fulfilment; representative profitability, representative responsibility and they all can
make similar favourable position for the association. The fundamental expectation
of this examination was to discover relationship among worker interest, work
fulfilment, worker profitability and representative responsibility. Expanding worker
interest will positively affect worker's activity fulfilment, representative duty and
worker efficiency.
2. Dr. R. Anitha, “A study on Job Satisfaction of Paper Mill Employees with special
ref. to Udumalpet and Palani Taluk” Journal of Management and Science: Vol.1
No.1 (PP 36 – 47), Year: September 2011.
Worker is a spine of each association, without representative no work should be
possible. So representative's fulfilment is essential. The principle point of this
examination is to dissect the fulfilment level of paper process representatives. The
associations do not have the connection amongst labourers and administrators,
working conditions, Container, rest room offices, prizes, acknowledgment and
advancement approach, remunerate arrangement of the representatives and
advancements must be given in view of legitimacy, instructive capability and
experience, also, if these variables are given minimal more care, the organization
can keep up abnormal state of fulfilment, authoritative responsibility and
association. This will thus prompt adequacy and effectiveness in their work which
prompts expanded profitab ility.
3. Daljeet Singh Wadhwa, Manoj Verghese & Dalvinder Singh Wadhwa “ A Study on
Factors Influencing Employee Job Satisfaction - A Study in Cement Industry of
Chhattisgarh” International Journal of Management & Business studies: Vol. 1 No.
3 ( pp. 109 – 111), Year: September 2011.
~ 35 ~
This investigation centres around effect of different factors on work fulfilment. It
has been discovered that all the three factors that are natural, hierarchical and social
elements positively affect work fulfilment. It implies that if the workers are dealt
with similarly and reasonably and they are legitimately regulated, their level of
fulfilment can be expanded towards their activity. Authoritative elements will along
these lines add to work fulfilment. Thus from this examination it can be reasoned
that authoritative variables are the most essential viewpoint for work fulfilment of
the representatives in a Company.
4. Sakthivel Rani, Kamalanabhan & Selvarani, " Work / Life Balance Reflections on
Employee Satisfaction”, Serbian Journal of Management: Vol.6 No.1 (pp. 85 – 96),
Year: 2011 .
The point of this exploration is to break down the connection between
representative fulfilment and work/life balance. The investigation was led on an
aggregate of 210 respondents working in IT association. This investigation makes a
commitment to join two unmistakable research streams, specifically worker
fulfilment, and work/life balance. Discoveries propose that high connection exists
between work undertaking and worker fulfilment with a middle person variable
specifically work -life adjust.
5. Padmakumar Ram, Swapna Bhargavi & Gantasala V. Prabhakar, “Work
Environment Service Climate, and Customer Satisfaction: Examining Theoretical
and Empirical Connections”, International Journal of Business and Social Science:
Vol. 2 No. 20 (pp. 121 – 132), Year: November 2011.
The fundamental goal of this exploratory examination was to inspect the
connections among benefit atmosphere, worker work fulfilment, representative
commitment, and consumer loyalty. An aggregate of 369 usable polls were
investigated and the discoveries show that workplace impacts benefit atmosphere,
which thus impacts worker work fulfilment, representative commitment, and
consumer loyalty.
This investigation centres around effect of different factors on work fulfilment. It
has been discovered that all the three factors that are natural, hierarchical and social
elements positively affect work fulfilment. It implies that if the workers are dealt
with similarly and reasonably and they are legitimately regulated, their level of
fulfilment can be expanded towards their activity. Authoritative elements will along
these lines add to work fulfilment. Thus from this examination it can be reasoned
that authoritative variables are the most essential viewpoint for work fulfilment of
the representatives in a Company.
4. Sakthivel Rani, Kamalanabhan & Selvarani, " Work / Life Balance Reflections on
Employee Satisfaction”, Serbian Journal of Management: Vol.6 No.1 (pp. 85 – 96),
Year: 2011 .
The point of this exploration is to break down the connection between
representative fulfilment and work/life balance. The investigation was led on an
aggregate of 210 respondents working in IT association. This investigation makes a
commitment to join two unmistakable research streams, specifically worker
fulfilment, and work/life balance. Discoveries propose that high connection exists
between work undertaking and worker fulfilment with a middle person variable
specifically work -life adjust.
5. Padmakumar Ram, Swapna Bhargavi & Gantasala V. Prabhakar, “Work
Environment Service Climate, and Customer Satisfaction: Examining Theoretical
and Empirical Connections”, International Journal of Business and Social Science:
Vol. 2 No. 20 (pp. 121 – 132), Year: November 2011.
The fundamental goal of this exploratory examination was to inspect the
connections among benefit atmosphere, worker work fulfilment, representative
commitment, and consumer loyalty. An aggregate of 369 usable polls were
investigated and the discoveries show that workplace impacts benefit atmosphere,
which thus impacts worker work fulfilment, representative commitment, and
consumer loyalty.
~ 36 ~
6. Herald Monis & T.N. Sreedhara, “Correlates of Employee Satisfaction with
Performance Appraisal System in Foreign MNC BPOs Operating in India”, Annals
of the University of Petrosani, Economic: Vol.10 No. 4 (pp. 215 – 224), Year: 2010.
Said study was carried out through exact investigation of Five MNC BPOs having
presence in India, and is about positioning within the best 100 by IAOP for year
'2009. Study reveals that there was connection between Fulfilment Representative
and Execution Examination Framework, and it essentially affects fulfilment level of
employees.
7. Daniel E. Hallock, Ronald J. Salazar & Sandy Venneman, “Demographic and
Attitudinal Correlates of Employee Satisfaction with an ESOP”, British Journal of
Management: Vol. 15 (pp. 321 – 333), Year: 2004.
The writing audit demonstrated that earlier ESOP related examinations and
administration hypothesis proposes that an ESOP might be related with various
great individual-level (e.g. work fulfilment, non-attendance, and turnover) and firm-
level (e.g. efficiency, productivity, stock execution) results to the supporting
association. The consequences of this examination propose that different worker
recognitions and to a lesser degree, indicated representative socioeconomics, help to
clarify worker fulfilment with the ESOP. The potential affect that an ESOP may
have on worker demeanours and practices ought to likewise bear some significance
with directors. In the present profoundly aggressive commercial centre it is
fundamental for administrators to look at any procedures that may enhance worker
states of mind, and in this way, general corporate execution.
6. Herald Monis & T.N. Sreedhara, “Correlates of Employee Satisfaction with
Performance Appraisal System in Foreign MNC BPOs Operating in India”, Annals
of the University of Petrosani, Economic: Vol.10 No. 4 (pp. 215 – 224), Year: 2010.
Said study was carried out through exact investigation of Five MNC BPOs having
presence in India, and is about positioning within the best 100 by IAOP for year
'2009. Study reveals that there was connection between Fulfilment Representative
and Execution Examination Framework, and it essentially affects fulfilment level of
employees.
7. Daniel E. Hallock, Ronald J. Salazar & Sandy Venneman, “Demographic and
Attitudinal Correlates of Employee Satisfaction with an ESOP”, British Journal of
Management: Vol. 15 (pp. 321 – 333), Year: 2004.
The writing audit demonstrated that earlier ESOP related examinations and
administration hypothesis proposes that an ESOP might be related with various
great individual-level (e.g. work fulfilment, non-attendance, and turnover) and firm-
level (e.g. efficiency, productivity, stock execution) results to the supporting
association. The consequences of this examination propose that different worker
recognitions and to a lesser degree, indicated representative socioeconomics, help to
clarify worker fulfilment with the ESOP. The potential affect that an ESOP may
have on worker demeanours and practices ought to likewise bear some significance
with directors. In the present profoundly aggressive commercial centre it is
fundamental for administrators to look at any procedures that may enhance worker
states of mind, and in this way, general corporate execution.
~ 37 ~
8. Devina Upadhyay & Anu Gupta, “Morale, Welfare Measures, Job Satisfaction: The
key Mantras for Gaining Competitive Edge”, International Journal of Physical and
Social Sciences: Vol.2 No. 7 (pp. 80 – 94), Year: July 2012.
Today most of the theorist has emphasized the importance of human resource as
single most important factors for sustaining competitive edge. Employee welfare
relates to all the benefits which are provided by the organization to provide comfort.
This paper seeks to investigate the role played by welfare practices in the process of
motivating Employees. The study explored three prominent factors like
communication for determining satisfaction. The paper attempt to answer various
questions like is there any relationship between morale and welfare measures. Is
there any association between employee welfare measures and satisfaction? Is there
any association between employee job satisfaction and employee morale? The
findings supported the notion that a relationship exist between employee morale and
job satisfaction and so between the welfare measures and satisfaction.
9. Dr. Navita Nathani, Dr. Simranjeet Kaur Sandhar & Anindita Chakraborty, “Impact
of Employee Satisfaction with Compensation on Employee Motivation”,
Vishwakarma Business Review: (pp. 79 – 87), Year: July 2010.
The fundamental target of remuneration organization are to outline a savvy pay
structure that will pull in, rouse and hold capable representatives and that will
likewise be seen as reasonable by these workers. The reason for this investigation is
to draw out the significance and effect of compelling remuneration, which can fulfil
the worker, in order to pull in, hold and propel them. This examination was an
endeavour to discover the relationship of worker fulfilment with pay and
representative inspiration.
8. Devina Upadhyay & Anu Gupta, “Morale, Welfare Measures, Job Satisfaction: The
key Mantras for Gaining Competitive Edge”, International Journal of Physical and
Social Sciences: Vol.2 No. 7 (pp. 80 – 94), Year: July 2012.
Today most of the theorist has emphasized the importance of human resource as
single most important factors for sustaining competitive edge. Employee welfare
relates to all the benefits which are provided by the organization to provide comfort.
This paper seeks to investigate the role played by welfare practices in the process of
motivating Employees. The study explored three prominent factors like
communication for determining satisfaction. The paper attempt to answer various
questions like is there any relationship between morale and welfare measures. Is
there any association between employee welfare measures and satisfaction? Is there
any association between employee job satisfaction and employee morale? The
findings supported the notion that a relationship exist between employee morale and
job satisfaction and so between the welfare measures and satisfaction.
9. Dr. Navita Nathani, Dr. Simranjeet Kaur Sandhar & Anindita Chakraborty, “Impact
of Employee Satisfaction with Compensation on Employee Motivation”,
Vishwakarma Business Review: (pp. 79 – 87), Year: July 2010.
The fundamental target of remuneration organization are to outline a savvy pay
structure that will pull in, rouse and hold capable representatives and that will
likewise be seen as reasonable by these workers. The reason for this investigation is
to draw out the significance and effect of compelling remuneration, which can fulfil
the worker, in order to pull in, hold and propel them. This examination was an
endeavour to discover the relationship of worker fulfilment with pay and
representative inspiration.
~ 38 ~
10. Bharati Deshpande, Kirti Arekar, Rashmi Sharma & Sonam Somaiya, “Effect of
Employee Satisfaction on Organisational Performance: An Empirical Study in Hotel
Industry”. Ninth AIMS International Conference on Management: (pp. 617 – 624),
Year: January 2012.
Individuals Administration is a vital part of association forms. Likewise this can
work in representative responsibility towards the association. An all around oversaw
business association ordinarily considers the normal representatives as the essential
wellspring of profitability picks up. The investigation uncovered the connection
between worker fulfilment levels and the execution of the representatives based on
their fulfilment levels. The example estimate taken was 105 over every one of the
offices in a main of the neighbourliness segment. The information examination
demonstrated that the fulfilment level of the representatives in the association was
high which brought about the smooth running of the association.
11. Dr. William J. Feuss, Dr. Joel Hamon , Dr. Jeana Wirtenberg & Dr. Jeffrey Wides,
“Linking Employees, Customers and Financial Performance in Organizations” , The
Journal of Cost Management: Vol.18 No.1 ( pp. 1 – 22 ) , Year : January /
February2004.
The impacts of budgetary activities on parts of business execution, for example,
quality levels, representative duty, client observations, future incomes, and expenses
are frequently obscure and invisible. This article presents particular methodologies
and exercises from four associations it plans to make the connections among
different kinds of non-money related and monetary information the outcomes
bolster the idea that the people service-benefit chain is perfectly healthy. They
indicate how initiative conduct and association factors reflecting high-inclusion
work frameworks are firmly related not just with representative and client
fulfilment, yet in addition with critical business results, for example, benefit quality,
cost, and money related execution.
10. Bharati Deshpande, Kirti Arekar, Rashmi Sharma & Sonam Somaiya, “Effect of
Employee Satisfaction on Organisational Performance: An Empirical Study in Hotel
Industry”. Ninth AIMS International Conference on Management: (pp. 617 – 624),
Year: January 2012.
Individuals Administration is a vital part of association forms. Likewise this can
work in representative responsibility towards the association. An all around oversaw
business association ordinarily considers the normal representatives as the essential
wellspring of profitability picks up. The investigation uncovered the connection
between worker fulfilment levels and the execution of the representatives based on
their fulfilment levels. The example estimate taken was 105 over every one of the
offices in a main of the neighbourliness segment. The information examination
demonstrated that the fulfilment level of the representatives in the association was
high which brought about the smooth running of the association.
11. Dr. William J. Feuss, Dr. Joel Hamon , Dr. Jeana Wirtenberg & Dr. Jeffrey Wides,
“Linking Employees, Customers and Financial Performance in Organizations” , The
Journal of Cost Management: Vol.18 No.1 ( pp. 1 – 22 ) , Year : January /
February2004.
The impacts of budgetary activities on parts of business execution, for example,
quality levels, representative duty, client observations, future incomes, and expenses
are frequently obscure and invisible. This article presents particular methodologies
and exercises from four associations it plans to make the connections among
different kinds of non-money related and monetary information the outcomes
bolster the idea that the people service-benefit chain is perfectly healthy. They
indicate how initiative conduct and association factors reflecting high-inclusion
work frameworks are firmly related not just with representative and client
fulfilment, yet in addition with critical business results, for example, benefit quality,
cost, and money related execution.
~ 39 ~
12. Ahmad Jamal Tahir, Rosman Bin Md. Yusoff, Anwar Khan, Kamran Azam ,
Muhammad Sohaib Ahmed & Muhammad Zohair Sahoo, “ A Comparison of
Intrinsic and Extrinsic Compensation Instruments: The Case of National Bank of
Pakistan (NBP), District Attock, Pakistan”, World Journal of Social Sciences: Vol.
1 No.4 ( pp.195 -206 ), Year : September 2011.
The paper intends to analyze the remuneration instruments which are utilized as the
variables of inspiration in the managing an account part of Pakistan. With a
contextual investigation look into configuration, organized meetings were led from
the fifty (50) representatives of NBP branches in locale Attock. The outcomes
emonstrate that the representatives of National Bank of Pakistan were spurred both
by the natural too extraneous variables of pay, in such way that extraneous elements
were all the more causing inspiration. The paper has reasoned that Remuneration
Administration has a significant direct positive association with worker inspiration
level what's more, natural components assumed essential part in the inspiration
procedure. The paper suggests that open part banks should apply dynamic human
asset procedure and give sound pay designs as to and inherent variables
13. Ana-Maria Godeanu, “The antecedents of satisfaction with pay in teams: do
performance-based compensation and autonomy keep team-members satisfied”,
Eastern Journal of European Studies: Vol. 3 No. 1 (pp. 145 – 168), Year: June 2012.
This paper intends to explore the impacts execution construct remuneration and
independence in light of fulfilment with pay with regards to group working. I this
paper an intricate point of view that thinks about the impact of various financial and
non-money related rewards on fulfilment with pay. Utilizing a cross-sectional
dataset of haphazardly chose European representatives who are gotten some
information about particular working and living conditions, comes about affirm that
both efficiency based prizes and self-rule are essential for worker fulfilment. Chiefs
should know when to present prizes construct just with respect to singular benefits
and when to provide for utilize independence as a cradle to make up for the
potential absence of decency in t he installment framework.
12. Ahmad Jamal Tahir, Rosman Bin Md. Yusoff, Anwar Khan, Kamran Azam ,
Muhammad Sohaib Ahmed & Muhammad Zohair Sahoo, “ A Comparison of
Intrinsic and Extrinsic Compensation Instruments: The Case of National Bank of
Pakistan (NBP), District Attock, Pakistan”, World Journal of Social Sciences: Vol.
1 No.4 ( pp.195 -206 ), Year : September 2011.
The paper intends to analyze the remuneration instruments which are utilized as the
variables of inspiration in the managing an account part of Pakistan. With a
contextual investigation look into configuration, organized meetings were led from
the fifty (50) representatives of NBP branches in locale Attock. The outcomes
emonstrate that the representatives of National Bank of Pakistan were spurred both
by the natural too extraneous variables of pay, in such way that extraneous elements
were all the more causing inspiration. The paper has reasoned that Remuneration
Administration has a significant direct positive association with worker inspiration
level what's more, natural components assumed essential part in the inspiration
procedure. The paper suggests that open part banks should apply dynamic human
asset procedure and give sound pay designs as to and inherent variables
13. Ana-Maria Godeanu, “The antecedents of satisfaction with pay in teams: do
performance-based compensation and autonomy keep team-members satisfied”,
Eastern Journal of European Studies: Vol. 3 No. 1 (pp. 145 – 168), Year: June 2012.
This paper intends to explore the impacts execution construct remuneration and
independence in light of fulfilment with pay with regards to group working. I this
paper an intricate point of view that thinks about the impact of various financial and
non-money related rewards on fulfilment with pay. Utilizing a cross-sectional
dataset of haphazardly chose European representatives who are gotten some
information about particular working and living conditions, comes about affirm that
both efficiency based prizes and self-rule are essential for worker fulfilment. Chiefs
should know when to present prizes construct just with respect to singular benefits
and when to provide for utilize independence as a cradle to make up for the
potential absence of decency in t he installment framework.
~ 40 ~
14. Davie, Joshua Tarigan, & Deborah Christine Widjaja, “The Relationship between
Non-Financial Performance and Financial Performance Using Balanced Scorecard
Framework: A Research in Cafe and Restaurant Sector”, International Journal of
Innovation, Management and Technology: Vol. 3 No. 5 (pp. 614 – 618), Year:
October 2012.
This examination directed an investigation on non-monetary execution association
with a budgetary execution. The system utilized is the Adjusted Scorecard. Non-
money related execution is spoken to by worker fulfilment; benefit quality and
consumer loyalty, while money related execution is spoken to by the gainfulness. In
this examination, the information gathering is finished by disseminating surveys to
794 workers what's more, clients in 55 eateries and bistros in Surabaya-Indonesia
which receive the table administration idea. The Incomplete Minimum Square for
Multivariate Examination is utilized for preparing the information.
15. Chux Gervase Iwu, Charles O. K. Allen-Ile & Wilfred I. Ukpere, "Key factors of
employee satisfaction for the retention of health-related professionals in South
Africa”, African Journal of Business Management: Vol. 6 No.39 (pp.10486-10506),
Year: October 2012.
The focal point of this examination is wellbeing related experts who, as indicated by
reports are pushed into other parts or out of South Africa. The focal inquiry in this
investigation is: the reason is there large amounts of representative disappointment
among wellbeing related experts in South Africa? What's more, what cures are
there? This examine subsequently endeavors to comprehend the elements that will
lessen the reasons for the frequently acclaimed feeling of occupation instability,
abnormal amounts of wellbeing specialist non-attendance, and high turnover rates
among wellbeing related experts.
16. Steve Williams and Fred Luthans (1992) stated that, "the choice of reward
interacting with feedback had a positive impact on task performance".
14. Davie, Joshua Tarigan, & Deborah Christine Widjaja, “The Relationship between
Non-Financial Performance and Financial Performance Using Balanced Scorecard
Framework: A Research in Cafe and Restaurant Sector”, International Journal of
Innovation, Management and Technology: Vol. 3 No. 5 (pp. 614 – 618), Year:
October 2012.
This examination directed an investigation on non-monetary execution association
with a budgetary execution. The system utilized is the Adjusted Scorecard. Non-
money related execution is spoken to by worker fulfilment; benefit quality and
consumer loyalty, while money related execution is spoken to by the gainfulness. In
this examination, the information gathering is finished by disseminating surveys to
794 workers what's more, clients in 55 eateries and bistros in Surabaya-Indonesia
which receive the table administration idea. The Incomplete Minimum Square for
Multivariate Examination is utilized for preparing the information.
15. Chux Gervase Iwu, Charles O. K. Allen-Ile & Wilfred I. Ukpere, "Key factors of
employee satisfaction for the retention of health-related professionals in South
Africa”, African Journal of Business Management: Vol. 6 No.39 (pp.10486-10506),
Year: October 2012.
The focal point of this examination is wellbeing related experts who, as indicated by
reports are pushed into other parts or out of South Africa. The focal inquiry in this
investigation is: the reason is there large amounts of representative disappointment
among wellbeing related experts in South Africa? What's more, what cures are
there? This examine subsequently endeavors to comprehend the elements that will
lessen the reasons for the frequently acclaimed feeling of occupation instability,
abnormal amounts of wellbeing specialist non-attendance, and high turnover rates
among wellbeing related experts.
16. Steve Williams and Fred Luthans (1992) stated that, "the choice of reward
interacting with feedback had a positive impact on task performance".
~ 41 ~
Chapter-4
RESEARCH
METHODOLOGY
Chapter-4
RESEARCH
METHODOLOGY
~ 42 ~
CHAPTER-4: RESEARCH METHODOLOGY
4.1. Objective of the Study:
Primary:
To know the Rewards and Promotion policy of Abhyudaya co-
operative bank ltd.
To examine different Factors associated with Rewards and Promotion
at Abhyudaya co-operative bank ltd.
Secondary:
Learn about Criteria for Reward and Promotion at Abhyudaya co-
operative bank ltd.
To think about the Eligibility for Reward and Promotion at Abhyudaya
co-operative bank ltd.
To Study about the Impact of Rewards and Promotion on behaviour of
employees at Abhyudaya co-operative bank ltd.
To Study about the Benefits determined by Rewards and Promotion at
Abhyudaya co -operative bank ltd .
4.2. Research Design:
This is enlightening examination including different variables of Rewards and
Promotion like criteria for Promotion and reward, qualification, affect on practices of
representatives, recurrence for fulfilling, benefits inferred and proposal and
recommendations.
4.3. Need and significant of study:
In the present business situation Promotion and Reward is best effective tool of
motivating employees. People mostly leave their job because of compensation factors.
4.4. Tools and Techniques:
In this research the tools such as Simple percentage analysis is used for data analysis.
CHAPTER-4: RESEARCH METHODOLOGY
4.1. Objective of the Study:
Primary:
To know the Rewards and Promotion policy of Abhyudaya co-
operative bank ltd.
To examine different Factors associated with Rewards and Promotion
at Abhyudaya co-operative bank ltd.
Secondary:
Learn about Criteria for Reward and Promotion at Abhyudaya co-
operative bank ltd.
To think about the Eligibility for Reward and Promotion at Abhyudaya
co-operative bank ltd.
To Study about the Impact of Rewards and Promotion on behaviour of
employees at Abhyudaya co-operative bank ltd.
To Study about the Benefits determined by Rewards and Promotion at
Abhyudaya co -operative bank ltd .
4.2. Research Design:
This is enlightening examination including different variables of Rewards and
Promotion like criteria for Promotion and reward, qualification, affect on practices of
representatives, recurrence for fulfilling, benefits inferred and proposal and
recommendations.
4.3. Need and significant of study:
In the present business situation Promotion and Reward is best effective tool of
motivating employees. People mostly leave their job because of compensation factors.
4.4. Tools and Techniques:
In this research the tools such as Simple percentage analysis is used for data analysis.
~ 43 ~
4.5. Data Collection:
The details obtained through Questionnaire from all the employees of Administration
Building. In order to reach the objectives, empirical research was conducted using
questionnaires. The survey was conducted among 100 Employees of Abhyudaya Co-
operative Bank Ltd. in the Vashi, Navi Mumbai. All the questions were closed
ended with most of them with multiple choices. All of the questions were compulsory
for the respondents.
4.6. Limitations of study:
i. Sample Size of the survey considering total employee of the Bank.
ii. Abhyudaya Co-op. Bank ltd. is comprises of more than 10 specialized departments,
DGM Offices and 111 branches located in states of Maharashtra, Gujarat and
Karnataka. Survey was conducted at Administrative Offices at Vashi and only one
Branch. Hence, total demographic sample was not taken into consideration.
iii. Language at the place of survey created a little bit constraint to study.
.
4.7. Research Methodology:
Types of Research:
The method of conducting research deals with research design, data collection
method, sampling method. It explained about the nature of research work to be
done such as nature of research, which is used in this study.
Types of Data:
Primary Data:
This section includes questions soliciting the respondent’s details such
as Age, Designation, section and Work experience. It comprises of
single open ended type and various close ended questions which
includes yes no type, scaling and other optional questions.
Secondary Data:
Data which has already gone through the process of analysis or were
used by someone else earlier is referred to secondary data. This type of
data was collected from the books, journals, company records etc.
Types of
data
Primary
Data
Secondary
Data
4.5. Data Collection:
The details obtained through Questionnaire from all the employees of Administration
Building. In order to reach the objectives, empirical research was conducted using
questionnaires. The survey was conducted among 100 Employees of Abhyudaya Co-
operative Bank Ltd. in the Vashi, Navi Mumbai. All the questions were closed
ended with most of them with multiple choices. All of the questions were compulsory
for the respondents.
4.6. Limitations of study:
i. Sample Size of the survey considering total employee of the Bank.
ii. Abhyudaya Co-op. Bank ltd. is comprises of more than 10 specialized departments,
DGM Offices and 111 branches located in states of Maharashtra, Gujarat and
Karnataka. Survey was conducted at Administrative Offices at Vashi and only one
Branch. Hence, total demographic sample was not taken into consideration.
iii. Language at the place of survey created a little bit constraint to study.
.
4.7. Research Methodology:
Types of Research:
The method of conducting research deals with research design, data collection
method, sampling method. It explained about the nature of research work to be
done such as nature of research, which is used in this study.
Types of Data:
Primary Data:
This section includes questions soliciting the respondent’s details such
as Age, Designation, section and Work experience. It comprises of
single open ended type and various close ended questions which
includes yes no type, scaling and other optional questions.
Secondary Data:
Data which has already gone through the process of analysis or were
used by someone else earlier is referred to secondary data. This type of
data was collected from the books, journals, company records etc.
Types of
data
Primary
Data
Secondary
Data
~ 44 ~
~ 45 ~
Chapter-5
Data Analysis
&
Interpretation
Chapter-5
Data Analysis
&
Interpretation
~ 46 ~
CHAPTER-5: DATA ANALYSIS AND INTERPRETATION
5.1. SAMPLE SIZE:
GENDER NO. OF RESPONDENTS
MALE 60
FEMALE 40
TOTAL 100
Interpretation:
The above chart shows that there are 40% female employees and 60% male employees. The
above chart shows gender-wise sample size of surveyed employees in Abhyudaya co-
operative bank limited. Gender of employees selected for survey matches with actual Gender
Based population of the employees in Bank.
MALE
60%
FEMALE
40%
Chart Title
CHAPTER-5: DATA ANALYSIS AND INTERPRETATION
5.1. SAMPLE SIZE:
GENDER NO. OF RESPONDENTS
MALE 60
FEMALE 40
TOTAL 100
Interpretation:
The above chart shows that there are 40% female employees and 60% male employees. The
above chart shows gender-wise sample size of surveyed employees in Abhyudaya co-
operative bank limited. Gender of employees selected for survey matches with actual Gender
Based population of the employees in Bank.
MALE
60%
FEMALE
40%
Chart Title
~ 47 ~
5.2. AGE:
NO. OF RESPONDENTS
Up to 25 years 00
26 years to 35 years 40
36 years to 45 years 25
46 years and above 35
TOTAL 100
INTERPRETATION:
The above chart shows that 40% employee`s age are in between 26 to 35 years, 25%
employee`s age are in between 36 to 45 years, 35% employee`s age are in between 46 years
and above. It is observed from above chart and table that sample of the employees are more
than 25 years old. Bank is more than 50 years old and many of the employees are at their
retirement level. Bank has also started to recruit new employees as a part of HR
Management, however, I have noticed average age group employees to be approx. 35-40
years.
0%
40%
25%
35%
Upto 25 years 26 years to 35 years36 years to 45 years46 years and above
AGE
AGE
5.2. AGE:
NO. OF RESPONDENTS
Up to 25 years 00
26 years to 35 years 40
36 years to 45 years 25
46 years and above 35
TOTAL 100
INTERPRETATION:
The above chart shows that 40% employee`s age are in between 26 to 35 years, 25%
employee`s age are in between 36 to 45 years, 35% employee`s age are in between 46 years
and above. It is observed from above chart and table that sample of the employees are more
than 25 years old. Bank is more than 50 years old and many of the employees are at their
retirement level. Bank has also started to recruit new employees as a part of HR
Management, however, I have noticed average age group employees to be approx. 35-40
years.
0%
40%
25%
35%
Upto 25 years 26 years to 35 years36 years to 45 years46 years and above
AGE
AGE
~ 48 ~
5.3. DESIGNATION AT PRESENT:
No. of respondents
Manager
15
Assistant Manager
20
Officer
35
Clerk
30
TOTAL
100
INTERPRETATION:
During the survey, I have tried to incorporate employees of all operative designation from
Clerks to Manager, so that response from all categories of employees may be recorded.
15%
20%
35%
30%
Manager Assistant Manager Officer Clerk
Designation at present
Designation at present
5.3. DESIGNATION AT PRESENT:
No. of respondents
Manager
15
Assistant Manager
20
Officer
35
Clerk
30
TOTAL
100
INTERPRETATION:
During the survey, I have tried to incorporate employees of all operative designation from
Clerks to Manager, so that response from all categories of employees may be recorded.
15%
20%
35%
30%
Manager Assistant Manager Officer Clerk
Designation at present
Designation at present
~ 49 ~
5.4. WORK EXPERIENCE:
NO. OF RESPONDENTS
Less than 10 years 45
10 years to 20 years 05
20 years to 30 years 30
More than 30 years 20
TOTAL 100
INTERPRETATION:
During the course of survey and to make it nearer to real situation, experienced as well as
employees having less than 10 years of experience have selected. Hence, response from
experienced employees who have gone through changes in policy of the Bank may be
recorded. Further, response of inexperienced/less experienced employees was also taken into
consideration.
0
1
2
3
4
5
6
7
8
9
10
Less than 10 years10 years to 20
years
20 years to 30
years
More than 30
years
Work Experience
Work Experience
5.4. WORK EXPERIENCE:
NO. OF RESPONDENTS
Less than 10 years 45
10 years to 20 years 05
20 years to 30 years 30
More than 30 years 20
TOTAL 100
INTERPRETATION:
During the course of survey and to make it nearer to real situation, experienced as well as
employees having less than 10 years of experience have selected. Hence, response from
experienced employees who have gone through changes in policy of the Bank may be
recorded. Further, response of inexperienced/less experienced employees was also taken into
consideration.
0
1
2
3
4
5
6
7
8
9
10
Less than 10 years10 years to 20
years
20 years to 30
years
More than 30
years
Work Experience
Work Experience
~ 50 ~
5.5. PROMOTED IN BANK:
No. Of Respondents
Never 30
1 time 40
2 times 25
3 times 00
More than 3 times 05
TOTAL 100
INTERPRETATION:
The above chart shows the Promoted employees in Abhyudaya co-operative bank limited.
Most of Employees have Promoted Once in Abhyudaya Co-operative bank Ltd. It is observed
from above chart and table that 70% employees were promoted only once or never promoted
during their career. As stated earlier, many of the employees are at their retirement age and
bank is recruiting new employees, mostly at clerk level, Bank is required to undertake such a
reward and promotion policy that may suits the requirement of employees as well as may
serve the purpose of the Bank to fill the gap on account of experienced retiring employees.
30%
40%
25%
0%
5%
NEVER 1 time 2 times 3 times More than 3 times
PROMOTED IN BANK
PROMOTED IN BANK
5.5. PROMOTED IN BANK:
No. Of Respondents
Never 30
1 time 40
2 times 25
3 times 00
More than 3 times 05
TOTAL 100
INTERPRETATION:
The above chart shows the Promoted employees in Abhyudaya co-operative bank limited.
Most of Employees have Promoted Once in Abhyudaya Co-operative bank Ltd. It is observed
from above chart and table that 70% employees were promoted only once or never promoted
during their career. As stated earlier, many of the employees are at their retirement age and
bank is recruiting new employees, mostly at clerk level, Bank is required to undertake such a
reward and promotion policy that may suits the requirement of employees as well as may
serve the purpose of the Bank to fill the gap on account of experienced retiring employees.
30%
40%
25%
0%
5%
NEVER 1 time 2 times 3 times More than 3 times
PROMOTED IN BANK
PROMOTED IN BANK
~ 51 ~
5.6. Are you satisfied with the company considered for promotion strategies
at Abhyudaya Co-operative Bank Ltd?
No. Of Respondents
Highly Satisfied 55
Satisfied 45
Neutral 00
Dissatisfied 00
Highly Dissatisfied 00
Total 100
INTERPRETATION:
All employees have responded as Satisfied or Highly Satisfied to said question. I have also
gone through “Memorandum of Settlement” and “Memorandum of Agreement” which
reflects Reward and promotions to the employees of the Bank. It was observed that all
employees are getting fair chance for promotion and reward after attaining certain experience
in the Bank, both at merit as well as seniority basis.
55%
45%
0 0 0
Highly SatisfiedSatisfied Neutral DissatisfiedHighly Dissatisfied
SATISFACTION WITH PROMOTION STRATEGY
SATISFACTION WITH PROMOTION STRATEGY
5.6. Are you satisfied with the company considered for promotion strategies
at Abhyudaya Co-operative Bank Ltd?
No. Of Respondents
Highly Satisfied 55
Satisfied 45
Neutral 00
Dissatisfied 00
Highly Dissatisfied 00
Total 100
INTERPRETATION:
All employees have responded as Satisfied or Highly Satisfied to said question. I have also
gone through “Memorandum of Settlement” and “Memorandum of Agreement” which
reflects Reward and promotions to the employees of the Bank. It was observed that all
employees are getting fair chance for promotion and reward after attaining certain experience
in the Bank, both at merit as well as seniority basis.
55%
45%
0 0 0
Highly SatisfiedSatisfied Neutral DissatisfiedHighly Dissatisfied
SATISFACTION WITH PROMOTION STRATEGY
SATISFACTION WITH PROMOTION STRATEGY
~ 52 ~
5.7. I am aware of various rewards monetary and non monetary reward
schemes of the Bank.
Category No. Of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 10
Agree 65
Strongly Agree 25
Total 100
INTERPRETATION:
The above pie chart indicates that no employees strongly disagreed, no employees
disagreed,10% neither agreed nor disagreed ,65% agreed and 25% strongly agreed that they
were aware of the various rewards schemes (monetary & non monetary) of Abhyudaya
Co-Operative bank ltd.90% of the employees have responded to Agree ort Strongly Agree
because all employees are provided copy of “Memorandum of Settlement/Agreement’ as the
case may be. All rewards, whether monetary/non-monetary are included in said memorandum
and hence, 90% of the employees who have gone through the same, are aware about the
reward scheme of the bank.
0% 0%
10%
65%
25%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Various rewards Schemes
Various rewards Schemes
5.7. I am aware of various rewards monetary and non monetary reward
schemes of the Bank.
Category No. Of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 10
Agree 65
Strongly Agree 25
Total 100
INTERPRETATION:
The above pie chart indicates that no employees strongly disagreed, no employees
disagreed,10% neither agreed nor disagreed ,65% agreed and 25% strongly agreed that they
were aware of the various rewards schemes (monetary & non monetary) of Abhyudaya
Co-Operative bank ltd.90% of the employees have responded to Agree ort Strongly Agree
because all employees are provided copy of “Memorandum of Settlement/Agreement’ as the
case may be. All rewards, whether monetary/non-monetary are included in said memorandum
and hence, 90% of the employees who have gone through the same, are aware about the
reward scheme of the bank.
0% 0%
10%
65%
25%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Various rewards Schemes
Various rewards Schemes
~ 53 ~
5.8. I am aware about the basic criteria on which various awards are based.
Category No. Of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 05
Agree 80
Strongly Agree 15
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed and disagreed, 5% neither
agreed nor disagreed, 80% agreed, 15% strongly agreed that they were aware of the basic
criteria on which rewards were based. As state earlier, all employees are equipped with
respective “Memorandum”, incorporating basic criteria for rewards and promotion policy of
the Bank.
0% 0%
5%
80%
15%
Strongly DisagreeDisagreeNeither Agree Nor
Disagree
Agree Strongly Agree
Basic Criteria on various Awards
Basic Criteria on various Awards
5.8. I am aware about the basic criteria on which various awards are based.
Category No. Of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 05
Agree 80
Strongly Agree 15
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed and disagreed, 5% neither
agreed nor disagreed, 80% agreed, 15% strongly agreed that they were aware of the basic
criteria on which rewards were based. As state earlier, all employees are equipped with
respective “Memorandum”, incorporating basic criteria for rewards and promotion policy of
the Bank.
0% 0%
5%
80%
15%
Strongly DisagreeDisagreeNeither Agree Nor
Disagree
Agree Strongly Agree
Basic Criteria on various Awards
Basic Criteria on various Awards
~ 54 ~
5.9. Rewards Are Based On Clear and Objective Criteria:
Category No. Of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 20
Agree 55
Strongly Agree 25
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed & disagreed, 20% neither
agreed nor disagreed, 55% agreed and 25% strongly agreed that the rewards were based on
the objective criteria in Abhyudaya Co-Operative Bank Ltd. As criteria for reward and
promotions are incorporated in respective written memorandum, 80% of the employees have
responded as above.
0% 0%
20%
55%
25%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Rewards are based on clear and objective
criteria
Rewards are based on clear and objective criteria
5.9. Rewards Are Based On Clear and Objective Criteria:
Category No. Of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 20
Agree 55
Strongly Agree 25
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed & disagreed, 20% neither
agreed nor disagreed, 55% agreed and 25% strongly agreed that the rewards were based on
the objective criteria in Abhyudaya Co-Operative Bank Ltd. As criteria for reward and
promotions are incorporated in respective written memorandum, 80% of the employees have
responded as above.
0% 0%
20%
55%
25%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Rewards are based on clear and objective
criteria
Rewards are based on clear and objective criteria
~ 55 ~
5.10. Rewards Are Given As Per Criteria:
Category No. of Respondents
Strongly Disagree 00
Disagree 05
Neither Agree Nor Disagree 20
Agree 45
Strongly Agree 30
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed, 5% disagreed, 20% neither
agreed nor disagreed, 45% agreed, 30% strongly agreed that the rewards were given as per
the criteria. It is interpreted from above that rewards are given as per laid down criteria in the
policy. As there are written policy documents available to all employees, 95%b employees
have responses to fair practices based on policy documents and laid down criteria.
0%
5%
20%
45%
30%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Rewards are given as per criteria
Rewards are given as per criteria
5.10. Rewards Are Given As Per Criteria:
Category No. of Respondents
Strongly Disagree 00
Disagree 05
Neither Agree Nor Disagree 20
Agree 45
Strongly Agree 30
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed, 5% disagreed, 20% neither
agreed nor disagreed, 45% agreed, 30% strongly agreed that the rewards were given as per
the criteria. It is interpreted from above that rewards are given as per laid down criteria in the
policy. As there are written policy documents available to all employees, 95%b employees
have responses to fair practices based on policy documents and laid down criteria.
0%
5%
20%
45%
30%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Rewards are given as per criteria
Rewards are given as per criteria
~ 56 ~
5.11. Favouritism Prevails When It Comes To Giving Any Awards:
Category No. of Respondents
Strongly Disagree 20
Disagree 25
Neither Agree Nor Disagree 30
Agree 15
Strongly Agree 10
Total 100
INTERPRETATION:
The chart indicates that 20% employees strongly disagreed, 25% disagreed, 30% neither
agreed nor disagreed, 15% agreed and 10% strongly agreed that favouritism prevails while
giving away the rewards. Despite of written document and easily available to all employees,
this is only question where response of employees are scattered. As per policy fair chance is
provided to all for participation in Reward/Promotion activity, however, Bank Management
need to take precaution for providing/disclosing actual data/result on which
promotion/reward are awarded.
20%
25%
30%
15%
10%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Favouritism prevails when it comes to giving
any awards
Favouritism prevails when it comes to giving away awards
5.11. Favouritism Prevails When It Comes To Giving Any Awards:
Category No. of Respondents
Strongly Disagree 20
Disagree 25
Neither Agree Nor Disagree 30
Agree 15
Strongly Agree 10
Total 100
INTERPRETATION:
The chart indicates that 20% employees strongly disagreed, 25% disagreed, 30% neither
agreed nor disagreed, 15% agreed and 10% strongly agreed that favouritism prevails while
giving away the rewards. Despite of written document and easily available to all employees,
this is only question where response of employees are scattered. As per policy fair chance is
provided to all for participation in Reward/Promotion activity, however, Bank Management
need to take precaution for providing/disclosing actual data/result on which
promotion/reward are awarded.
20%
25%
30%
15%
10%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Favouritism prevails when it comes to giving
any awards
Favouritism prevails when it comes to giving away awards
~ 57 ~
5.12. Awardees Get Adequate Publicity:
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 10
Agree 70
Strongly Agree 20
Total 100
INTERPRETATION:
90% of the employees are Agree/Strongly Agree that the awardees get adequate publicity. It
was revealed during conversations with employees of the Bank that Name, designation &
Branch/Dept. of the achiever/s are shared by Managing Director himself through local
intranet of the Bank.
0% 0%
10%
70%
20%
Strongly
Disagree
DisagreeNeither Agree
Nor Disagree
Agree Strongly Agree
Awardees get adequate Publicity
Awardees get adequate Publicity
5.12. Awardees Get Adequate Publicity:
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 10
Agree 70
Strongly Agree 20
Total 100
INTERPRETATION:
90% of the employees are Agree/Strongly Agree that the awardees get adequate publicity. It
was revealed during conversations with employees of the Bank that Name, designation &
Branch/Dept. of the achiever/s are shared by Managing Director himself through local
intranet of the Bank.
0% 0%
10%
70%
20%
Strongly
Disagree
DisagreeNeither Agree
Nor Disagree
Agree Strongly Agree
Awardees get adequate Publicity
Awardees get adequate Publicity
~ 58 ~
5.13. Good Performance Is Appreciated And Recognized By Top
Management:
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 00
Agree 55
Strongly Agree 35
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed, disagreed and neither agreed
nor disagreed, 55% agreed, 35% strongly agreed that good performance is recognized and
appreciated by top management. As stated earlier, Managing Director himself appraises and
disseminates names of top performers to all employees of the Bank.
0% 0% 0%
55%
35%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Good performance is appreciated and
recognized by top management
Good performance is appreciated and recognized by top management
5.13. Good Performance Is Appreciated And Recognized By Top
Management:
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 00
Agree 55
Strongly Agree 35
Total 100
INTERPRETATION:
The above chart indicates that no employees strongly disagreed, disagreed and neither agreed
nor disagreed, 55% agreed, 35% strongly agreed that good performance is recognized and
appreciated by top management. As stated earlier, Managing Director himself appraises and
disseminates names of top performers to all employees of the Bank.
0% 0% 0%
55%
35%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Good performance is appreciated and
recognized by top management
Good performance is appreciated and recognized by top management
~ 59 ~
5.14. Seniors Share The Credit of Good Work With Their Subordinates.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 10
Agree 55
Strongly Agree 35
Total 100
INTERPRETATION:
It is observed that 90% of the employees are Agree/Strongly Agree with their
Seniors/Superiors for sharing of their work credit. It is good for any organization and healthy
relationship between Lower/Middle level Employees and Management of Organization. Such
practices also encourage employees to work harder when their work is recognized by higher
authorities.
0% 0%
10%
55%
35%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Seniors share the credit of good work with
their subordinates.
Seniors share the credit of good work with their subordinates.
5.14. Seniors Share The Credit of Good Work With Their Subordinates.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 10
Agree 55
Strongly Agree 35
Total 100
INTERPRETATION:
It is observed that 90% of the employees are Agree/Strongly Agree with their
Seniors/Superiors for sharing of their work credit. It is good for any organization and healthy
relationship between Lower/Middle level Employees and Management of Organization. Such
practices also encourage employees to work harder when their work is recognized by higher
authorities.
0% 0%
10%
55%
35%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Seniors share the credit of good work with
their subordinates.
Seniors share the credit of good work with their subordinates.
~ 60 ~
5.15. Quantum of Rewards Is Proportionate To One's Achievement.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 15
Agree 60
Strongly Agree 25
Total 100
INTERPRETATION:
Only 15% employees have responded neutrally. All others have responded favourably. It is
interpreted and observed during informal discussion with employees that all employees are
getting fair chance and quantum of rewards as per their achievement and in accordance with
the policy.
0% 0%
15%
60%
25%
Strongly DisagreeDisagreeNeither Agree Nor
Disagree
Agree Strongly Agree
Quantum of rewards is proportionate to
one‘s achievement.
Quantum of rewards is proportionate to one‘s achievement.
5.15. Quantum of Rewards Is Proportionate To One's Achievement.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 15
Agree 60
Strongly Agree 25
Total 100
INTERPRETATION:
Only 15% employees have responded neutrally. All others have responded favourably. It is
interpreted and observed during informal discussion with employees that all employees are
getting fair chance and quantum of rewards as per their achievement and in accordance with
the policy.
0% 0%
15%
60%
25%
Strongly DisagreeDisagreeNeither Agree Nor
Disagree
Agree Strongly Agree
Quantum of rewards is proportionate to
one‘s achievement.
Quantum of rewards is proportionate to one‘s achievement.
~ 61 ~
5.16. Performance linked monetary rewards are reasonable at the Bank.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 25
Agree 50
Strongly Agree 25
Total 100
INTERPRETATION:
The above data indicates that no employees strongly disagreed or disagreed, 25% neither
agreed nor disagreed 50% agreed and 25% strongly agreed that the performance linked
monetary rewards are reasonable in the Bank. In addition to various monetary allowances
based on performance or need of situation, employees are also awarded and encouraged to
pursue various academic/educational qualification during their engagement with the Bank,
for mutual benefit.
0% 0%
25%
50%
25%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Performance linked monetary rewards are
reasonable at the Bank
Performance linked monetary rewards are reasonable at the Bank
5.16. Performance linked monetary rewards are reasonable at the Bank.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 25
Agree 50
Strongly Agree 25
Total 100
INTERPRETATION:
The above data indicates that no employees strongly disagreed or disagreed, 25% neither
agreed nor disagreed 50% agreed and 25% strongly agreed that the performance linked
monetary rewards are reasonable in the Bank. In addition to various monetary allowances
based on performance or need of situation, employees are also awarded and encouraged to
pursue various academic/educational qualification during their engagement with the Bank,
for mutual benefit.
0% 0%
25%
50%
25%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Performance linked monetary rewards are
reasonable at the Bank
Performance linked monetary rewards are reasonable at the Bank
~ 62 ~
5.17. Promotion Is Based On Knowledge And Skills In My Bank.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 00
Agree 55
Strongly Agree 45
Total 100
INTERPRETATION:
The above data indicates that no employees strongly disagreed or disagreed or neither agreed
nor disagreed 55% agreed and 45% strongly agreed that the Promotion is based on
knowledge and skills in the Bank. It should be noted that Merit Based promotions are linked
with knowledge and skills, whereas promotions based on Seniority doesn’t include above
criteria.
0% 0% 0%
55%
45%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Promotion is based on knowledge and skills
in my Bank
Promotion is based on knowledge and skills in my Bank
5.17. Promotion Is Based On Knowledge And Skills In My Bank.
Category No. of Respondents
Strongly Disagree 00
Disagree 00
Neither Agree Nor Disagree 00
Agree 55
Strongly Agree 45
Total 100
INTERPRETATION:
The above data indicates that no employees strongly disagreed or disagreed or neither agreed
nor disagreed 55% agreed and 45% strongly agreed that the Promotion is based on
knowledge and skills in the Bank. It should be noted that Merit Based promotions are linked
with knowledge and skills, whereas promotions based on Seniority doesn’t include above
criteria.
0% 0% 0%
55%
45%
Strongly DisagreeDisagree Neither Agree Nor
Disagree
Agree Strongly Agree
Promotion is based on knowledge and skills
in my Bank
Promotion is based on knowledge and skills in my Bank
~ 63 ~
CHAPTER-6
FINDINGS
AND SUGGESTIONS
CHAPTER-6
FINDINGS
AND SUGGESTIONS
~ 64 ~
CHAPTER-6: FINDINGS AND SUGGESTIONS.
MAJOR FINDINGS:
All most Employees are agreed that they were aware of the basic criteria
on which rewards were based.
Few most Employees are strongly agreed that the rewards were based on
the objective criteria in Abhyudaya Co-operative Bank Ltd.
Few most Employees are strongly disagreed that favouritism prevails
while giving away the rewards.
Few most Employees are agreed that the awardees get adequate publicity.
Some most Employees are agreed that good performance is recognized
and appreciated by top management.
Some most Employees are agreed that seniors shared the credit of good
work with their subordinates.
60% Employees are agreed that quantum of rewards is proportionate to
one‘s achievement in Abhyudaya Co-operative Bank Ltd.
Some most Employees are agreed that the performance linked monetary
rewards are reasonable in the company.
Some most Employees are agreed that the Promotion is based on
Knowledge and Skill in the Bank.
45% Employees are agreeing that the rewards were given as per the
criteria.
55% Employees are strongly agreed that the rewards were based on the
objective criteria in Abhyudaya Co-operative Bank Ltd
All Employees are agreed or strongly agreed that good performance is
recognized and appreciated by top management.
Most of Employees are agreed or strongly agreed that seniors share the
credit of good work.
CHAPTER-6: FINDINGS AND SUGGESTIONS.
MAJOR FINDINGS:
All most Employees are agreed that they were aware of the basic criteria
on which rewards were based.
Few most Employees are strongly agreed that the rewards were based on
the objective criteria in Abhyudaya Co-operative Bank Ltd.
Few most Employees are strongly disagreed that favouritism prevails
while giving away the rewards.
Few most Employees are agreed that the awardees get adequate publicity.
Some most Employees are agreed that good performance is recognized
and appreciated by top management.
Some most Employees are agreed that seniors shared the credit of good
work with their subordinates.
60% Employees are agreed that quantum of rewards is proportionate to
one‘s achievement in Abhyudaya Co-operative Bank Ltd.
Some most Employees are agreed that the performance linked monetary
rewards are reasonable in the company.
Some most Employees are agreed that the Promotion is based on
Knowledge and Skill in the Bank.
45% Employees are agreeing that the rewards were given as per the
criteria.
55% Employees are strongly agreed that the rewards were based on the
objective criteria in Abhyudaya Co-operative Bank Ltd
All Employees are agreed or strongly agreed that good performance is
recognized and appreciated by top management.
Most of Employees are agreed or strongly agreed that seniors share the
credit of good work.
~ 65 ~
SUGGESTIONS:
It is clear from the finding of the survey that most of the employees
are aware about and satisfied with policies regarding Promotion and
SUGGESTIONS:
It is clear from the finding of the survey that most of the employees
are aware about and satisfied with policies regarding Promotion and
~ 66 ~
Reward offered by the Bank and consider them to be fair enough.
However, it was understood that actual reward provided to them are
not up to level of performance of some of the employee.
Apart from the survey conducted with various employees, I have had
discussion with them regarding the survey subject. It was understood
and hence suggested that Bank should employ such reward structure
that is directly linked to performance of the employee. Further, such
reward system may affect performance of the employee in a positive
manner.
It was also understood during tenure at your Bank and especially
during Survey that many of old employees have already retired or
are going to retire in near future. It is suggested that liberal
promotion policy should be employed to fill vacant posts on account
of retirement and more vacancy should be filled on the basis of
merit.
When I interact with employees i come to know that the reward is
common for all but bank have to give reward on the performance
base.
Reward offered by the Bank and consider them to be fair enough.
However, it was understood that actual reward provided to them are
not up to level of performance of some of the employee.
Apart from the survey conducted with various employees, I have had
discussion with them regarding the survey subject. It was understood
and hence suggested that Bank should employ such reward structure
that is directly linked to performance of the employee. Further, such
reward system may affect performance of the employee in a positive
manner.
It was also understood during tenure at your Bank and especially
during Survey that many of old employees have already retired or
are going to retire in near future. It is suggested that liberal
promotion policy should be employed to fill vacant posts on account
of retirement and more vacancy should be filled on the basis of
merit.
When I interact with employees i come to know that the reward is
common for all but bank have to give reward on the performance
base.
~ 67 ~
CONCLUSION
CONCLUSION
~ 68 ~
CONCLUSION:
The responses obtained indicate that the employees were fairly satisfied with the reward
system of Abhyudaya co-operative bank ltd. Although a small sample size was taken to
analyze it, every proportion of population was represented by the sample appropriately.
The questions were designed using basic principles into consideration i.e. fairness, openness,
timeliness etc. The responses thus obtained were then analyzed to arrive at the conclusion.
The responses obtained in the two extremes were very less, i.e. every question was responded
by the employees avoiding the two extremes of strongly agree & strongly disagree this can be
justified by the fact as explained above in the limitations that the employees were hesitant
and behaved as if some confidential information was being extracted from them or that it
indicates that employees were fairly satisfied with the management regarding the various
reward system schemes.
Majority of the responses obtained were that of agree; i.e. approximately 30 to 40% of the
employees responded to the questions like rewards are given as per criteria that indicates that
etc., indicating that organization had been fairly successful in keeping the reward system
schemes balanced and satisfactory.
Also it was observed that most of the executives took a lot of time in responding and were
less cooperative and open as compared to the non-executive employees, also the satisfaction
level was high in the higher grade above. The Abhyudaya co-operative bank ltd. employees
were enthusiastic and cooperative in their responses as well as interactive. After detailed
analysis done band wise or grade wise it can be conducted that the satisfaction level of the
employees as well as their awareness regarding rewards & promotion schemes was fairly
well, i.e. the employees were fairly satisfied with the reward System of Abhyudaya co-
operative bank ltd
CONCLUSION:
The responses obtained indicate that the employees were fairly satisfied with the reward
system of Abhyudaya co-operative bank ltd. Although a small sample size was taken to
analyze it, every proportion of population was represented by the sample appropriately.
The questions were designed using basic principles into consideration i.e. fairness, openness,
timeliness etc. The responses thus obtained were then analyzed to arrive at the conclusion.
The responses obtained in the two extremes were very less, i.e. every question was responded
by the employees avoiding the two extremes of strongly agree & strongly disagree this can be
justified by the fact as explained above in the limitations that the employees were hesitant
and behaved as if some confidential information was being extracted from them or that it
indicates that employees were fairly satisfied with the management regarding the various
reward system schemes.
Majority of the responses obtained were that of agree; i.e. approximately 30 to 40% of the
employees responded to the questions like rewards are given as per criteria that indicates that
etc., indicating that organization had been fairly successful in keeping the reward system
schemes balanced and satisfactory.
Also it was observed that most of the executives took a lot of time in responding and were
less cooperative and open as compared to the non-executive employees, also the satisfaction
level was high in the higher grade above. The Abhyudaya co-operative bank ltd. employees
were enthusiastic and cooperative in their responses as well as interactive. After detailed
analysis done band wise or grade wise it can be conducted that the satisfaction level of the
employees as well as their awareness regarding rewards & promotion schemes was fairly
well, i.e. the employees were fairly satisfied with the reward System of Abhyudaya co-
operative bank ltd
~ 69 ~
BIBLIOGRAPHY
&
REFRENCE
BIBLIOGRAPHY
&
REFRENCE
~ 70 ~
BIBLIOGRAPHY:
1. Ahmad Jamal Tahir, R. B. (2011, September). 12. Ahmad Jamal Tahir, Rosman Bin MA
Comparison of Intrinsic and Extrinsic Compensation Instruments: The Case of National Bank
of Pakistan (NBP), District Attock, Pakistan. 195-206.
2. Anitha, D. R. (2011, September). A Study On Job Satisfaction Of Paper Mil Employees with
Special Ref. to Udumalpet and Palani Taluk. 36-47.
3. Bharati Deshpande, K. A. (2012, January). Effect of Employee Satisfaction on Organisational
Performance: An Empirical Study in Hotel Industry. 617-624.
4. Chux Gervase Iwu, C. O.-I. (2012, October). Key factors of employee satisfaction for the
retention of health-related professionals in South Africa. African Journal Of Business
Management: Vol. 6 No. 39 , 10486-10506.
5. Daljeet Singh Wadhwa, M. V. (2011, September). A Study on Factors Influencing Employee
Job Satisfaction-A Study in Cement Industry of Chattisgarh. 109-111.
6. Daniel E. Hallock, R. J. (2004). 7. Daniel E-Demographic and Attitudinal Correlates of
Employee Satisfaction with an ESOP. 321-333.
7. Davie, J. T. (2012, October). The Relationship between Non-Financial Performance and
Financial Performance Using Balanced Scorecard Framework: A Research in Cafe and
Restaurant Sector. International Journal of Innovation, Management and Technology , 614-648.
8. Dr. Navita Nathani, D. S. (2010, July). Impact of Employee Satisfaction with Compensation on
Employee Motivation. 79-87.
9. Dr. William J. Feuss, D. J. (2004., 11. Dr. William J. Feuss, Dr. Joel Hamon , Dr. Jeana
Wirtenberg & Dr. Jeffrey Wides, “Linking Employees, Customers and Financial
PerformJanuary / February). Linking Employees, Customers and Financial Performance in
Organizations. 1-22.
10. Godeanu, A.-M. (2012, June). The antecedents of satisfaction with pay in teams: do
performance-based compensation and autonomy keep team-members satisfied. 145-168.
11. Gupta, D. U. (2012). Morale, Welfare Measures, Job Satisfaction: The key Mantras for
Gaining Competitive Edge. 80-94.
12. Luthans, S. W. (1992). 16. Steve WilliamsThe choice of reward interacting with feedback had
a positive impact on task performance.
BIBLIOGRAPHY:
1. Ahmad Jamal Tahir, R. B. (2011, September). 12. Ahmad Jamal Tahir, Rosman Bin MA
Comparison of Intrinsic and Extrinsic Compensation Instruments: The Case of National Bank
of Pakistan (NBP), District Attock, Pakistan. 195-206.
2. Anitha, D. R. (2011, September). A Study On Job Satisfaction Of Paper Mil Employees with
Special Ref. to Udumalpet and Palani Taluk. 36-47.
3. Bharati Deshpande, K. A. (2012, January). Effect of Employee Satisfaction on Organisational
Performance: An Empirical Study in Hotel Industry. 617-624.
4. Chux Gervase Iwu, C. O.-I. (2012, October). Key factors of employee satisfaction for the
retention of health-related professionals in South Africa. African Journal Of Business
Management: Vol. 6 No. 39 , 10486-10506.
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~ 71 ~
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System in Foreign MNC BPOs Operating in India. 215-224.
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Climate, and Customer Satisfaction: Examining Theoretical and Empirical Connections. 121-
132.
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Commitment And Employee Productivity.
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~ 72 ~
REFERENCE:
Human Resource Management, Pravin Durai
https://www.wisenepali.com/2016/02/reward-in-hrm-types-qualities-
of.html
https://www.abhyudayabank.co.in/english/Profile.aspx
http://shodh.inflibnet.ac.in/bitstream/123456789/1173/3/3%20literatu
re%20review.pdf
Memorandum of Agreement of Abhyudaya Co-operative Bank Ltd.
Memorandum of Settlement of Abhyudaya Co-operative Bank Ltd.
REFERENCE:
Human Resource Management, Pravin Durai
https://www.wisenepali.com/2016/02/reward-in-hrm-types-qualities-
of.html
https://www.abhyudayabank.co.in/english/Profile.aspx
http://shodh.inflibnet.ac.in/bitstream/123456789/1173/3/3%20literatu
re%20review.pdf
Memorandum of Agreement of Abhyudaya Co-operative Bank Ltd.
Memorandum of Settlement of Abhyudaya Co-operative Bank Ltd.
~ 73 ~
QUESTIONNAIRE
Dear Sir/Madam,
I am pursuing MBA in the area of HR PRACTICES at SHAYONA INSTITUTE OF
BUSINESS MANAGEMENT & as a part of study Program, " I have been assigned to carry
out my summer internship program on " A study of Satisfaction of Employees towards
Promotion and Reward Policy of Abhyudaya Co- operative Bank LTD." at your
esteemed Bank.
I would be extremely thankful, if you could spare a few minutes for filling all the questions in
this questionnaire. The findings of the study would be kept confidential and would be used
for academic purposes only.
Thank you
Name ______________________________________________________________
Department or Branch ________________________________________________
EMAIL ID: ________________________@________.com
Mobile NO.: +91_____________________________ Gender: Male Female
Educational Qualification:
(a) Metric (b) Graduate (c) Post Graduate
(d) Diploma or Professional Qualification or any other Qualification
Age:
(a) Upto 25 years (b) 26 years to 35 years
(c) 36 years to 45 years (d) 46 years and above
Marital Status:
(a) Single (b) Married (c) Separated (d) Divorced (e) Widowed
Designation at present:
(a) Manager (b) Assistant Manager
(c) Officer (d) Clerk
Total Work Experience:
(a) Less than 10 years (b) 10 years to 20 years
(c) 20 years to 30 years (d) More than 30 years
QUESTIONNAIRE
Dear Sir/Madam,
I am pursuing MBA in the area of HR PRACTICES at SHAYONA INSTITUTE OF
BUSINESS MANAGEMENT & as a part of study Program, " I have been assigned to carry
out my summer internship program on " A study of Satisfaction of Employees towards
Promotion and Reward Policy of Abhyudaya Co- operative Bank LTD." at your
esteemed Bank.
I would be extremely thankful, if you could spare a few minutes for filling all the questions in
this questionnaire. The findings of the study would be kept confidential and would be used
for academic purposes only.
Thank you
Name ______________________________________________________________
Department or Branch ________________________________________________
EMAIL ID: ________________________@________.com
Mobile NO.: +91_____________________________ Gender: Male Female
Educational Qualification:
(a) Metric (b) Graduate (c) Post Graduate
(d) Diploma or Professional Qualification or any other Qualification
Age:
(a) Upto 25 years (b) 26 years to 35 years
(c) 36 years to 45 years (d) 46 years and above
Marital Status:
(a) Single (b) Married (c) Separated (d) Divorced (e) Widowed
Designation at present:
(a) Manager (b) Assistant Manager
(c) Officer (d) Clerk
Total Work Experience:
(a) Less than 10 years (b) 10 years to 20 years
(c) 20 years to 30 years (d) More than 30 years
~ 74 ~
Income Group (per annum) :
(a) Rs.2,00,000 - Rs.3,00,000 (b) Rs.3,00,001 - Rs.4,00, 000
(c) Rs.4,00,001 - Rs.5,00,000 (d) Rs.5,00,001 - Rs.6,00,000
(e) Rs.6,00,001 +
1. Work Experience at Abhyudaya co-operative bank ltd.
Less than 10 years
10 years to 20 years
20 years to 30 years
More than 30 years
2. Promotional strategies decided by whom at Abhyudaya co-operative bank ltd?
BODS (Boards of Directors/Top management)
Senior Management
Manager
Other__________________
3. Are you satisfied with the internal promotion policy at Abhyudaya co-operative bank
ltd? Yes No
4. How many times you promoted in Abhyudaya co-operative bank ltd?
Never
1 time
2 times
3 times
more than 3 times
5. On what basis Abhyudaya Co-operative bank ltd. is given promotion to their
employees?
Seniority
Merit of qualifying Examination
Seniority and Merit Both
Written test
6. What type of reward is given at Abhyudaya Co-operative Bank Ltd.?
(a) Monetary (b) Non monetary (c) Both
Income Group (per annum) :
(a) Rs.2,00,000 - Rs.3,00,000 (b) Rs.3,00,001 - Rs.4,00, 000
(c) Rs.4,00,001 - Rs.5,00,000 (d) Rs.5,00,001 - Rs.6,00,000
(e) Rs.6,00,001 +
1. Work Experience at Abhyudaya co-operative bank ltd.
Less than 10 years
10 years to 20 years
20 years to 30 years
More than 30 years
2. Promotional strategies decided by whom at Abhyudaya co-operative bank ltd?
BODS (Boards of Directors/Top management)
Senior Management
Manager
Other__________________
3. Are you satisfied with the internal promotion policy at Abhyudaya co-operative bank
ltd? Yes No
4. How many times you promoted in Abhyudaya co-operative bank ltd?
Never
1 time
2 times
3 times
more than 3 times
5. On what basis Abhyudaya Co-operative bank ltd. is given promotion to their
employees?
Seniority
Merit of qualifying Examination
Seniority and Merit Both
Written test
6. What type of reward is given at Abhyudaya Co-operative Bank Ltd.?
(a) Monetary (b) Non monetary (c) Both
~ 75 ~
No
.
STATEMENT/QUESTION Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
7. Are you satisfied with the
company considered for
promotion strategies at
Abhyudaya Co-operative
Bank ltd?
8. Reward break-down of
Abhyudaya Co-operative
Bank Ltd. satisfied your
expectation.
9. Is Reward policy of
Abhyudaya Co-operative
Bank Ltd. matching with
Promotional policy of other
banks?
10. Are you agree with the
statement that rewards
policy of Abhyudaya Co-
operative Bank Ltd.
Motivates you to work
Hard?
No
.
STATEMENT/QUESTION Highly
Satisfied
Satisfied Neutral Dissatisfied Highly
Dissatisfied
7. Are you satisfied with the
company considered for
promotion strategies at
Abhyudaya Co-operative
Bank ltd?
8. Reward break-down of
Abhyudaya Co-operative
Bank Ltd. satisfied your
expectation.
9. Is Reward policy of
Abhyudaya Co-operative
Bank Ltd. matching with
Promotional policy of other
banks?
10. Are you agree with the
statement that rewards
policy of Abhyudaya Co-
operative Bank Ltd.
Motivates you to work
Hard?
~ 76 ~
NO. QUESTION\STATEMENTS Strongly
Disagree
Disagree Neither
Agree
Nor
Disagree
Agree Strongly
Agree
11. I am aware of various rewards
monetary and non monetary
reward schemes of the Bank.
12. I am aware about the basic
criteria on which various
awards are based
13. Rewards are based on clear
and objective criteria
14. Rewards are given as per
criteria
15. Favouritism prevails when it
comes to giving away awards
16. Awardees get sufficient
Publicity
17. Good performance is
appreciated and recognized by
top management
18. Seniors share the credit of
good work with their
subordinates
19. Quantum of rewards is
proportionate to one‘s
achievement.
20. Performance linked monetary
rewards are reasonable at the
Bank
21. Promotion is based on
knowledge and skills in Bank
NO. QUESTION\STATEMENTS Strongly
Disagree
Disagree Neither
Agree
Nor
Disagree
Agree Strongly
Agree
11. I am aware of various rewards
monetary and non monetary
reward schemes of the Bank.
12. I am aware about the basic
criteria on which various
awards are based
13. Rewards are based on clear
and objective criteria
14. Rewards are given as per
criteria
15. Favouritism prevails when it
comes to giving away awards
16. Awardees get sufficient
Publicity
17. Good performance is
appreciated and recognized by
top management
18. Seniors share the credit of
good work with their
subordinates
19. Quantum of rewards is
proportionate to one‘s
achievement.
20. Performance linked monetary
rewards are reasonable at the
Bank
21. Promotion is based on
knowledge and skills in Bank
~ 77 ~
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