The Andhra Bank, for Their Support

HUMAN RESOURCE EMPLOYEE SATISFACTION SURVEY PRIYANKA SAXENA A-30101909098 MBA (HUMAN RESOURCES/ MARKETING) 2009-2011 A dissertation submitted in partial fulfillment of the requirements of Masters in Business Administration at the Amity Global Business School Amity University, Noida Month Year MAY- 2011 ABSTRACT The following dissertation report is based on the Employee Satisfaction Survey in a Banking Industry. CHOICE OF THE BANKING INDUSTRY I made a choice for the banking industry for the reason it is a service industry which required highly qualified & trained individuals with a well groomed personality & a high degree of self motivation to serve quality to customers & ensure high standards of work & behavior. Self Motivation comes to an employee only when they are satisfied in the organization they are working for, hence this report is based on the employee satisfaction survey. KEY FOCUS Here, the key focus is laid on the fact hat the employees are satisfied on various parameter in both private & public sector banks as well. In this particular report we have taken tow banks, one is private sector bank, The royal Bank Of Scotland & the other one is Andhra Bank which is a public sector bank. As we know that the environment in Private & Public organizations differs in various aspects such as code of conduct, rules & regulations, quality of individuals working, employee- employer relations etc, & so they have different techniques for marking employee satisfaction so this report will precisely show how the employees of a private bank & a public bank react to the similar criteria which are put to see their satisfaction level in their respective organizations. EXPECTED OUTCOMES By the end of this survey, we will be able to see the reaction of employees & their satisfaction level in their organizations ACKNOWLEDGEMENT I, Priyanka Saxena of Amity Global Business School express my deepest thanks to my project Guide Dr. Shruti Tripathi for guiding and correcting various documents of mine with attention and care. She has taken pain to go through the project and make necessary correction as and when needed. I express my thanks to the Director of , Amity Global Business School , for extending his support. My deep sense of gratitude to Col. Y K Arora, Director, for his support & guidance Thanks and appreciation to the helpful people at The Royal Bank of Scotland & The Andhra Bank, for their support. I also offer my gratitude towards my project guide Ms. Suranjana Ghosh, from the Royal Bank of Scotland for giving me all her co-operation & helping me to give a more professional dimension to the report. I would also thank all the participants of this report, who gave their valuable time to complete the questionnaire & help me with the successful completion of the project & without whom this project would have been a distant reality . I also extend my heartfelt thanks to my family and well wishers. Priyanka Saxena A-30101909098 TABLE OF CONTENTS CHAPTER No. TOPIC 1 LITERATURE REVIEW 2 THE INDIAN BANKING INDUSTRY 3 A WORD ABOUT………… 4 AN INSIGHT INTO RESEARCH & ITS VARIOUS ASPECTS 5 SIGNIFICANCE OF RESEARCH 6 MY INPUTS IN THE REPORT… 7 INPUTS FOR THE RESEARCH 8 RESULT 9 CALCULATIONS 10 FINDINGS & ANALYSIS 11 APPENDIX 12 RECOMMENDATIONS 13 REFERENCES CHAPTER-1 LITERATURE REVIEW Managing Employee Satisfaction in the Workplace stop using the recession as an excuse for ignoring low morale among the workers who report to you. By John Baldoni John Baldoni is a leadership development consultant, executive coach, speaker, and author. In 2009, Top Leadership Gurus named John one of the top 25 leadership experts in the world. His newest book is Lead Your Boss: The Subtle Art of Managing Up (Amacom, 2009). John also writes the "Leadership at Work" column for Harvard Business Publishing. He can be contacted via his Web site,www.johnbaldoni.com. Once upon a time (say, way back in 2007), when making presentations, I used to include a slide noting worker dissatisfaction levels. At one point, eight of 10 workers were disengaged—that is, either uncommitted or actively looking for work elsewhere. Then came the Great Recession, and talk of employee dissatisfaction abated. But it never went away. New studies by the Hay Group and the Corporate Leadership Council, which were cited in the Economist, note that employees are getting fed up. Factors include overwork, underpayment, and underappreciation. As a result, as many as six in 10 are looking to exit, according to the Hay Group. Some 85 percent of those not looking are staying still because the job market remains weak. So what's a manager to do? First, recognize that many of your employees are unhappy. They probably feel overstretched and overburdened. Additionally, as other research studies show, a significant number distrust their senior leadership. Many feel they have made sacrifices incompensation that senior leaders have escaped. They also feel more vulnerable to cutbacks and hence are unlikely to voice much dissatisfaction. But as every savvy manager knows, an unhappy worker is an underproducing worker. Organizations with disengaged employees go through the motions but do not put motions forward to get the job done. MAKING WORK MORE TOLERABLE Solutions are not easy. Yes, recognition and incentive programs work, but too often such programs address symptoms rather than the root causes of worker dissatisfaction. They serve as proverbial Band-Aids for deep-seated malaise. If work has little meaning, incentivized solutions are ends unto themselves, not means to an end: a more fulfilling workplace. Making work meaningful is no simple matter and frankly is beyond the responsibility of most managers. After all, businesses hire managers to get the work done, not make work enjoyable. Finding purpose in work is an individual pursuit, but in my experience I have found good examples of how managers do create higher levels of buy-in and thereby do make the work experience more tolerable. Here are some suggestions. ADDRESS THE SITUATION The worst thing managers who suspect worker dissatisfaction can do is to ignore it, although that is the time-honored tradition. Avoiding the topic does not make it go way. Find ways to raise the issue at staff meetings. The blunt approach—"So what's wrong?"—may not work. People will likely clam up. But if you are clever and talk about the issue and perhaps voice your own dissatisfaction with the situation, you may have better luck. Make it safe for employees to talk about workplace dissatisfiers. Often they are simple things: input into scheduling, flexibility in work hours, or even something employees can make happen themselves, such as cleaner break rooms. ENCOURAGE ALTERNATIVES Find ways you can improve the situations. Take the lead in addressing employee complaints. Over the longer term, the best way is to let workers figure things out for themselves. Challenge employees to come up with ideas for making improvements, either in job design or in job process. Look for ways to remove the drudge factor in favor of the value add. Replace make- work projects with make-it-work projects. SHOW OUTCOMES Relate what your team does to what the company does. Say you work in purchasing: Find ways to link your striving for best-value, best-cost suppliers with improved-quality products. Make the link between improved quality and customer satisfaction. Such things would not have happened if purchasing had not done its job. Some companies introduce employees to customers when possible. Then employees see their products or services in use. That's a great way to encourage meaning in the workplace. Putting meaning into work is not a managerial responsibility; it falls to the employee to find work that matters to him or herself. And when employees sign on to do a job, they have a responsibility to perform it. Yes, in times of scarcity, as we are enduring now, compensation may be less competitive and opportunities for advancement less available, but workers must do the jobs employers pay them to do. Obvious, yes, but as studies show, many employees remain disgruntled. Simply acknowledging trouble in the workplace is a good first step. It creates an atmosphere of honesty. There is always a risk that people will reveal too much dissatisfaction, but when the manager makes it safe to offer up concerns and provides avenues of redress, workers can feel they are part of a solution rather than part of a problem. And maybe that's all that can happen in the short term. If so, acknowledge it and make the best of it. There are far too many people out of work who would readily switch places with you or your employees. Mr V K KANNAN: Provided us with the statements using a Likert Technique or scale. The surveys of this type provides an understanding how the employee perceives the organization. Employee satisfaction surveys measure your employee's opinions on most of the aspects of an workplace including: Overall satisfaction Management/employee relations Corporate culture Career development Compensation Benefits Recognition and rewards Working conditions Training Staffing levels Safety concerns Policies and procedures How to do Employee Satisfaction Survey BY PRASHANTHA AnalyseSurvey survey software is a complete solution for Employee Satisfaction Survey. The AnalyseSurvey employee satisfaction survey solution includes industry standard survey templates, a platform for hosting survey, collecting responses, and an advanced suite of analytical tools for analyzing the results. Building and deploying a employee satisfaction survey using AnalyseSurvey is very simple, quick and reliable. AnalyseSurvey survey software does not require any programming skills - all it takes to design a complete survey is only a few clicks. Responses are automatically computed and presented in an easy to read graphical format in real time. AnalyseSurvey includes an array of employee satisfaction survey templates.

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