IN-COMPANY TRAINING REPORT ON

EMPLOYEE SATISFACTION SURVEY

BARCLAYS BANK PLC

Submitted in partial fulfillment of the requirement of Bachelors of Business Administration (BBA) GURU JAMBHESHWAR UNIVERSITY OF SCIENCE & TECHNOLOGY, HISAR

TRAINING SUPERVISOR : MR. Saurabh Bhatnagar Sales Manager

SUBMITTED BY: NUPUR WALIA Batch: 2007-2010 Enroll. No.: 07/511234004

SESSION 2007 2010 DIRECTORATE OF DISTANCE EDUCATION GURU JAMBHESHWAR UNIVERSITY SCIENCE & TECHNOLOGY, HISAR 125001

PREFACE
The project EMPLOYEE SATISFACTION SURVEY at Barclays Bank is undertaken under the guidance of Mr. Saurabh Bhatnagar (Sales Manager). SS at Barclays is a new affair. The stated goal of ESS is to ensure that the employees are motivated and challenged to achieve superior goals for their customers. Employee satisfaction is one of the six business results on corporate agenda every year. Services include Barclays Bank is basically UK Bank but it has its branches in India also in New Delhi, kanchipuram, Neelamangla. The bank is headquartered in Mumbai. Its Consumer and Commercial banking credit cards, investment banking wealth management and investment management services. Firstly I had given introduction in which I had mentioned 3 area directors and 2 sales models that are followed by the bank following are those 2 models: 1) DSA-IM: These are indirectly managed by direct sales agencies. 2) DSA-DM: These are directly managed by Sales Managers of the bank. In this project I had cover Employees of DAS-DM and understand the satisfaction levels of the sales force of Barclay card in Delhi. I had taken this topic to understand the reason of low motivation levels among the sales force of HITECH PRODUCERS PVT.LTD, a sales service provider of Barclay card in Delhi. I had designed a questionnaire to measure the level of satisfaction and applied it on managerial and executive level. My results are based on sample results. I had taken sample size of 135 respondents on a scale of 1 to 10.Below 5 means Employees are not much satisfied and above 5 means Employees are extremely satisfied.

And after analyzing the data collected I found most of the employees are satisfied with their job. They have clearity in their job and role. And I had given the Recommendations and Suggestions on Weak Areas.

Thanks and Regards.

DECLARATION

This is to certify that the project work entitled "EMPLOYEE SATISFACTION SURVEY" has been completed by me under the guidance and supervision of Mr. Saurabh Bhatnagar (Sales Manager) Barclays Bank in the partial fulfillment of the requirement for the award of the degree B.B.A., Guru Jambheshwar University, Hisar 2007-10. I further certified that this is an original work and has not been submitted anywhere else for the award of any other degree or diploma.

NUPUR WALIA ENROLLMENT NO.: 07/511234004

ACKNOWLEDGEMENT
The present work is an effort to throw some light on "EMPLOYEE SATISFACTION SURVEY". The work would not have been possible to come to the present shape without the able guidance, supervision and help to me by number of people. With deep sense of gratitude I acknowledge the encouragement and guidance received by my organizational guide Mr. Saurabh Bhatnagar (Sales Manager) and other staff members. In convey my heartful affection to all those people who helped and supported me during the course, for completion of my project Report.

NUPUR WALIA ENROLLMENT NO. : 07/511234004

TABLE OF CONTENTS
CHAPTER-1 INTRODUCTION 1-30

1.1 OVERVIEW OF INDUSTRY AS A WHOLE 1.2 PROFILE OF THE COMPANY 1.3 PROBLEMS OF THE COMPANY 1.4 COMPETITION INFORMATION 1.5 SWOT ANALYSIS

2 17 26 27 28

CHAPTER-2 OBJECTIVE AND METHODOLOGY

31-34

2.1 SIGNIFICANCE 2.2 MANAGERIAL USEFULLNESS OF THE STUDY 2.3 OBJECTIVE OF THE STUDY 2.4 SCOPE OF THE STUDY 2.5 RESEARCH METHODOLOGY 2.6 LIMITATIONS OF THE STUDY

32 32 33 33 34 34

CHAPTER-3 CONCEPTUAL DISCUSSION CHAPTER-4 DATA ANALYSIS

35-40 41-61

CHAPTER-5 FINDINGS AND RECOMMENDATIONS Annexure

62-64

Questionnaire

Bibliography

CHATER : 1 INTRODUCTION

INTRODUCTION
1.1 OVERVIEW OF INDUSTRY AS WHOLE

BARCLAYS IN INDIA

Introduction 54 Lombard Street London EC3P 3AH United Kingdom Telephone: (207) 699-5000 Fax: (207) 283-5055 Web site: http://www.barclays.com Public Company Incorporated: 1896 as Barclay & Company, Ltd. Employees: 74,420 Total Assets: 443.36 billion ($788.51 billion) (2003) Stock Exchanges: London New York Tokyo Ticker Symbol: BCS NAIC: 522110 Commercial Banking; 551111 Offices of Bank Holding Companies With a rich history dating back almost 300 years, Barclays plc has grown into one of the largest financial services groups in the United Kingdom. The company is involved in banking, investment banking, and investment management and operates 2,000 domestic branches and nearly 850 international branches in over 60 countries across the globe. Barclays is organized into seven business units: Barclays Africa; Barclaycard; Barclays Capital; Barclays Global Investors; Barclays Private Clients; and UK Banking. The company has over 4.5 million registered online bankers and over 10.6 million Barclaycard customers in the United Kingdom. In 2003, Barclays was the world's ninthlargest bank based on market capitalization.

Early History Barclays takes it symbol, the spread eagle, from the Quaker goldsmithing and banking firm founded by John Freame in 1728. In 1736, James Barclay, Freame's brother-in-law, became a partner in the Black Spread Eagle. When two more of Barclay's relatives joined the firmSilvanus Bevan in 1767 and John Henton Tritton in 1782the banking firm took the name by which it would be known for more than a century: Barclays, Bevan & Tritton. While fledgling joint-stock banks outside London struggled to establish themselves in the late 18th and early 19th centuries, Barclays, Bevan & Tritton was still occupied with the well-established and highly lucrative commercial life of London. A series of legislative changes enacted in the late 19th century created a new banking climate that threatened the existence of private banks such as Barclays. First, the Bank Charter Act of 1826 allowed banks with more than six partners to be formed only outside London. In 1833, the geographical restriction was removed. Stockholders of new jointstock companies were granted limited liability for the first time in 1854. Finally, in 1879, existing joint-stock associations were allowed to convert to a limited-liability structure. Mergers in Late 19th and Early 20th Centuries As a result of these legislative changes, provincial limited-liability joint-stock companies started picking off private banks. After lengthy negotiations, three of the largest Quakerrun banking firmsBarclays (which had become Barclays, Tritton, Ransom, Bouverie & Company after a merger in 1888), Jonathan Backhouse & Company, and Gurneys, Birkbeck, Barclay & Buxton, along with 17 smaller Quaker-run banks, agreed to merge and form a bank large enough to resist takeover attempts. Barclays took its modern form in 1896 when the 20 private banks merged to form Barclay and Company, Ltd., a jointstock association with deposits totaling an impressive 26 million. This marked the beginning of Barclays' tradition of service to farmers and fishermen. Francis Augustus Bevan, grandson of Silvanus Bevan, served as the new bank's first chairman for 20 years. The company's structure and course, however, were directed for its initial 40 years by Frederick Crauford Goodenough, as first secretary, until 1917, and

then as chairman after Bevan's retirement until his own death in 1934. Goodenough was the only chairman recruited from outside the original founding families until 1987. Recruited from the Union Bank of London, Goodenough remained aloof from family controversies and quickly proved his merit. Goodenough's first task was to meld the constituent banks into a single enterprise. He took a decentralized approach that was to be Barclays' hallmark for most of the 20th century. Each member bank was independently operated under the control of its own board of directors. Senior partners of the constituent banks were given a seat on the Barclays board. In this way, longstanding relationships between each member bank and its customers were maintained, and the new company took advantage of the knowledge and experience of its leaders. At the same time, Goodenough initiated a series of mergers which eventually made Barclays one of the largest banks in Great Britain. In its first 20 years, Barclays acquired 17 private banks throughout England, including Woods and Company of Newcastle upon Tyne in 1897, Bolitho Bank in Cornwall, and United County Banks, its first joint-stock bank acquisition, in 1916. The bank's merger with the London, Provincial and South Western Bank in 1918 made it one of the Big Five British banks. During this period, Barclays merged with 45 British banks and its deposit base grew to 328 million. This era of banking amalgamations came to an end in 1919, when the Colwyn Committee recommended, and banking authorities unofficially adopted, limitations on previously unregulated bank mergers. The committee suggested that thenceforth the Bank of England and the treasury approve only those mergers that provided important new facilities to customers or secured significant territorial gains for larger banks. Mergers were no longer approved if they resulted in a significant overlap in the areas served by constituent banks without countervailing benefits to customers or if they would result in "undue prominence" for a larger bank. After the Colwyn Committee report, mergers were increasingly difficult to justify, and the consensus was that mergers among the Big Five would not be approved.

International Expansion in the 1910s and 1920s After Barclays' expansionist phase ended, Goodenough turned his attention to international banking operations. Barclays' first international venture took place in 1914 when it established its French subsidiary, Cox & Company. Goodenough had a vision of a network of Barclays banks spanning the globe to the greater glory of the British Empire. As early as 1916, he started preparations for worldwide banking by acquiring the shares of the Colonial Bank, established in 1836 to provide banking services in the West Indies and British Guiana. The Colonial Bank's charter was extended by special legislation to British West Africa in 1916 and then worldwide in 1917. Immediately after World War I, Goodenough began negotiations with the National Bank of South Africa Ltd. and the Anglo-Egyptian D.C.O., operating in the Mediterranean. Despite the opposition from the Bank of England, which feared Barclays would become overextended, Goodenough engineered the 1925 merger of the two banks with the Colonial to form Barclays Bank (Dominion, Colonial & Overseas), later renamed Barclays Bank (D.C.O.). Although Goodenough never realized his dream of establishing banks throughout the British Empire, for decades Barclays was the only British bank to combine domestic business with a widely dispersed international branch network. A contemporary of Goodenough speculated that the chairman became interested in expanding Barclays' international operations because domestic growth was very limited. Despite this stagnation and later the Great Depression, Goodenough's plan did not result in a disastrous overextension of the bank's assets. Barclays survived the Great Depression relatively intact to take its place as a leading wartime financier. Goodenough died in 1934 and was replaced by William Favill Tuke, who was in turn replaced in 1936 by Edwin Fisher. Fisher saw Barclays through the boom years of World War II. When Fisher died in 1947, he was replaced by William Macnamara Goodenough. In 1951, Anthony William Tuke, the son of William Favill Tuke, became chairman following William Goodenough's retirement that year. A.W. Tuke was essentially

conservative but encouraged innovations, even those he personally disliked, that were potentially beneficial to the bank. Under Tuke's leadership, Barclays became Britain's largest bank, surpassing the Midland Bank in the late 1950s. Barclays was also a leader in introducing new banking technology. In 1959, Barclays was the first British bank to use a computer in its branch accounting; it also introduced the world's first automatic cashdispensing machine and started a plastic revolution in Britain by introducing the Barclaycard in 1966. Barclays Enters U.S. Market in 1965 In the late 1960s and early 1970s, when most competitors were struggling to establish international operations, Barclays enjoyed an enormous head start, since its operations in former British colonies in Africa and the Caribbean were well-established. The economies of many of these countries, however, were precarious. To offset its high exposure in developing countries, Barclays decided to enter the U.S. market. It first established Barclays Bank of California in 1965, and then, in 1971, formed Barclays Bank of New York. Together these two banks gave Barclays the unique advantage of having retail banking operations on both U.S. coasts. Another advantage Barclays enjoyed was an exemption from 1978 legislation barring foreign banks from operating branches in more than one state. In 1967, British banking authorities clarified their position on domestic mergers. The National Board for Prices and Incomes stated that mergers would be allowed to rationalize existing networks and that further reduction in the number of independent banks would not be viewed as inherently anticompetitive. Barclays quickly took advantage of the change in policy by merging with the venerable Martins Bank in November 1968. Established by Sir Thomas Gresham, chief financial adviser to Elizabeth I and founder of the Royal Exchange, Martins Bank, the sixth-largest in the country, brought Barclays more than 700 branches, mostly in northern England.

Company Perspectives: We aspire to be one of the most admired financial services organisations in the world, recognised as an innovative, customer-focused company that delivers superb products and services, ensures excellent careers for our people and contributes positively to the communities in which we live and work. In 1973, A.W. Tuke was succeeded as chairman by Anthony Favill Tuke, William F. Tuke's grandson. A.F. Tuke served until 1981, when he left Barclays to operate a British mining company. His tenure was most notable for Barclays' expansion in North America. In May 1974, Barclays Bank International acquired the First Westchester National Bank of New Rochelle, New York. In the late 1970s, Barclays opened a series of branches and agencies in major U.S. cities. By 1986, North American operations had extended to 37 states. In the early 1980s, Barclays Bank International diversified into commercial credit, acquiring the American Credit Corporation, renamed Barclays American Corporation (BAC) in May 1980. Later that year, BAC acquired 138 offices from subsidiaries of Beneficial Finance and the operations of Aetna Business Credit Inc. Restructuring in the Early 1980s In June 1981, Timothy Bevan became chairman of Barclays and immediately, with the assistance of United Kingdom Chairman Deryk Weyer, set about restructuring domestic operations. The system of local control initiated by F.C. Goodenough had become outdated as the bank expanded and diversified. Senior managers' responsibilities were not clearly defined, and, although technically higher in authority than regional bank directors, in practice the senior managers were subject to the regional officials' control as board members. Moreover, the original structure of the company tended to produce dynasties. Weyer's strategy was to establish three basic divisions to represent Barclays' most important marketsthe large corporate market, the middle market of small-to mediumsized businesses, and the traditional individual-customer and mass-consumer market. Bevan and Weyer moved cautiously, however, avoiding wholesale reorganization of the company so that the relationships of local managers with large customers were not disrupted. 7

Further changes in the structure of the company followed. Barclays had converted from a joint-stock bank to a public limited company in 1981, and it assumed its present name in 1984. In 1985, Barclays became a holding company and all of its assets were transferred, in exchange for stock, to its operating subsidiary, Barclays Bank International Ltd., which was simultaneously converted to a public limited company and renamed Barclays Bank plc. In 1986, Barclays acquired Visa's traveler's check operation, becoming the third-largest issuer in the world with 14 percent of the market. That same year, in preparation for the deregulation of the British securities market, Barclays Merchant Bank Ltd. de Zoete and Bevan and Wedd Durlacher Morduant & Company merged to form Barclays de Zoete Wedd (BZW), a new investment-banking enterprise. Challenging Environment in the Late 1980s Chairman John Quinton, appointed in May 1987, faced a number of challenges in the late 1980s. Domestic banking had always been Barclays' strength, but the bank faced increasing competition. National Westminster Bank edged out Barclays in assets. The building societies, by offering high interest on savings, threatened the bank's traditional deposit base. Finally, American and Japanese banks entered the commercial-lending market and began to pose a threat to British banks. Barclays fought back with two formidable money-generating enterprises, Mercantile Credit and the Barclaycard, which generated about 20 percent of Barclays' domestic profits. The bank also continued to rationalize its branches to better serve the three major banking-service markets. In addition, Barclays planned to spend more than 500 million on technological advances, including the introduction of the first electronic debit card in the United Kingdom. Barclays' future in international banking was less certain. It was dealt a number of setbacks in the late 1980s. In 1986, Barclays divested its 148-year-old, wholly owned South African subsidiary, Barclays National Bank (Barat), in response to a disastrous drop in the subsidiary's earnings from 1984 to 1986 and to losses in the lucrative student market in Britain as Barclays' presence in South Africa became more unpopular at home. Also, the steady deterioration of African economies posed a hazard because the bank's 8

African involvement was so heavy. Barclays decreased its African investments where possible but had difficulties in removing profits and proceeds from Africa. In addition, Barclays' Hong Kong and Italian operations both suffered large losses in the 1980s, and the performance of Barclays' American operations was consistently disappointing. In the early 1980s, Barclays expanded very rapidly and tried to build earnings quickly through an aggressive lending policy. As a result, branches picked up a large volume of lowquality loans. Bad-debt ratios were very high, costs were difficult to control, and American operations only started to show a profit in the late 1980s (only 4 percent of Barclays' profits were from U.S. operations, while 15 percent of the bank's assets were invested there). As a result, Barclays began offering specialized services in the United States in an attempt to improve its position there. Nevertheless, after years of trying to make it profitable, Barclays sold its California banking subsidiary in 1988 to Wells Fargo. The following year, Barclays sold its U.S. consumer finance unit to Primerica (later known as Travelers). On the positive side, Barclays' investment-banking operations showed promise. BZW expanded its operations by purchasing 50 percent of Mears and Phillips, an Australian brokerage firm. Barclays also formed a new bank in Geneva, Barclays Bank S.A., to develop capital markets with BZW. Key Dates: 1728: John Freame forms a Quaker goldsmithing and banking firm. 1736: James Barclay becomes a partner. 1896: Twenty private banks merge to form Barclay and Company Ltd. 1918: The company merges with the London, Provincial and South Western Bank. 1968: Barclays merges with Martins Bank. 1984: The company changes its name to Barclays plc. 1985: Barclays becomes a holding company.

1995: Wells Fargo Nikko Investment Advisors is acquired. 1997: Parts of BZW are sold. 2000: The company purchases Woolwich plc. A Change in Strategy in the Early to Mid-1990s Although Barclays began the 1990s in an expansion mode, the bank was soon forced into retreat. In 1990, Barclays acquired Merck, Finck & Co., a German investment bank, and L'Europeenne de Banque, based in Paris. However, extended recessions on both sides of the Atlantic led to numerous bankruptcies in the early 1990s, and many banksincluding Barclayssuffered huge losses from bad loans. Barclays was forced to set aside 1.55 billion in 1991 and 2.5 billion in 1992 against these bad loans. Profits, already hurt by continuing high operating costs, plunged as a result. Barclays, in fact, posted a pretax loss of 244 million in 1992. The bank's difficulties led to the earlyand forceddeparture of Quinton, who had been expected to stay on for a couple more years. Andrew Buxton, who had worked his way up through the ranks since joining Barclays as a trainee in 1963 and was a descendant of one of the company founders, became CEO in April 1992 and then added the chairmanship at the beginning of 1993. Although a Barclays' tradition, the dual appointment provoked controversy as institutional shareholders voiced concerns that the bank had grown too large for such an arrangement. Subsequently, in the fall of 1993 Barclays made the rare movefor Barclaysof tapping an outsider when it appointed Martin Taylor as CEO, with Buxton remaining chairman. Taylor had most recently led a turnaround at U.K. textile firm Courtauld Textiles that involved closing factories and restructuring the business. In the midst of these management changeovers, Barclays began a retrenchmentwhich continued into the mid-1990swhereby it reduced its far-flung operations, at least in selected countries and regions; undertook a massive cost-cutting program; and once again restructured its domestic retail banking operations. Barclays dramatically reduced its troubled U.S. operations, starting with its exit from U.S. retail banking in May 1992, 10

through the sale of its remaining branches and assets to Bank of New York Co. In late 1994, Barclays Business Credit, a firm that offered asset-based lending to U.S. companies, was sold to Shawmut National Corporation for $290 million. In 1996, Barclays' U.S. mortgage unit, Barclays American Mortgage Corporation, was sold to Norwest Mortgage Inc. In addition to these American divestitures, banking operations in Israel were sold off, and Barclays' Australian retail banking subsidiary was sold in 1994 to St. George's Bank of Australia. The most visible aspect of the cost-cutting program was the elimination of 18,000 jobs between 1990 and 1995. The majority of these cuts were made in the United Kingdom, most notably as a result of the restructuring of the bank's domestic retail branches. By late 1994, Barclays' domestic branch network had been cut to 2,080, a reduction of 21.5 percent since 1989. Like most U.K. banks, Barclays benefited from the improved economic conditions of the mid-1990s, and as a result the bank was able to enhance its loan portfolio. Barclays had to set aside only 396 million in 1995 and 215 million in 1996 for bad loans. The bank's reduced foreign and domestic operations and cost-cutting moves, in concert with the improving economic environment, led to healthy before-tax profits of 2.08 billion in 1995 and 2.36 billion in 1996. Nevertheless, during these two years, Barclays continued to restructure, this time concentrating on its Asset Management Group. In 1995, the bank bolstered its presence in the Asia-Pacific region by purchasing Wells Fargo Nikko Investment Advisers, which was integrated into the Asset Management Group. Two years later, Barclays sold its global custody business to Morgan Stanley Group Inc. Barclays neared the turn of the 21st century (and its 275th anniversary in 2003) in its strongest position in years. Although it would continue to face serious competition at home, the bank's restructuring of its domestic retail banking network seemed to be a success. As Europe slowly moved toward integration, Barclays smartly divested many of its non-European operations while seeking opportunities for continental expansion. At the same time, Barclays had retained some geographic flexibility by maintaining an

11

international presence in investment banking through its successful BZW unit. Merger activity in 1997 however, placed this unit in a precarious position. Late 1990s and Beyond Intense competition forced Barclays' reorganization to continue in 1997. Large mergers, including the tie up of Morgan Stanley and Dean Witter and the merger of Salomon Brothers and Smith Barney, had left Barclays unable to compete in the global investment banking industry. As such, the company opted to sell off parts of its BZW unit in 1997. Credit Suisse First Boston purchased the European and Asian investment banking portion of the business while ABN Amro snatched up its Australian and New Zealand operations. Barclays opted to keep BZW's debt business, renaming it Barclays Capital. As Barclays struggled to retain its market share over the next several years it dealt with several changes in management. The sell off of BZW was considered highly controversial among Barclays' shareholders, a fact that may have played a role in Taylor's resignation in November 1998. He was replaced by Michael O'Neill, an American executive who orchestrated the merger of Bank of America and Nations Bank. His appointment was applauded by many who felt Barclays' would benefit from his merger experience. Due to health problems, however, O'Neill quit on his first day, leaving Sir Peter Middleton at the helm of what many analysts were now considering a sinking ship. Matthew W. Barrett was named CEO in 1999 while Middleton remained chairman. With a stable management team now in place, Barclays continued to revamp its organization. In 1999, it announced that 6,000 jobs would be eliminated from its U.K. workforce. It also set plans in motion to shutter up to 200 rural branches by 2000 as part of its strategy to focus on online banking. The company continued to eye growth and moved to acquire Woolwich plc in a $7.96 billion deal. The Wall Street Journal summed up the advantages of the union in August 2000, reporting that it would "double Barclay's presence in the U.K. mortgage sector to 8% and boost the bank's total client base to 16 million from 13 million, making it the third-largest financial institution in the U.K. based on number of customers." The article went on to state, "The takeover also gives Barclays one of the U.K.'s most successful online-banking ventures. Though Barclays has more 12

online customers than any other bank in the U.K., Woolwich's Internet service is considered far more advanced." Barclays completed the transaction in 2000. It made another acquisition in 2003 when it added Spain's Banco Zaragozano to its arsenal. The $1.8 billion acquisition fit nicely into Barclays' strategy to grow its business in Europe. Chairman Middleton announced that he would retire at the end of 2004, leaving Barrett to take over as chairman. John Varley was slated to assume the CEO position. At this time, the company focused on increasing revenues, controlling costs, and maintaining a cautious approach to risk management. While it looked to organic growth to bolster sales and profits, Barclays did not rule out the possibility of future merger activity. Pre-tax profits rose by 20 percent in 2003, a sign that Barclays' actions were paying off. Principal Subsidiaries Barclays Bank plc; Barclays Capital Inc.; Barclays Capital Investors N.A.; Woolwich plc. Principal Operating Units Barclays Africa; Barclaycard; Barclays Capital; Barclays Global Investors; Barclays Private Clients; UK Banking. Barclays Bank PLC in India is a commercial banking institution operating in India.. The Indian Barclays Bank PLC offers a slew of financial products that include deposits, loans, trade finance, treasury solutions and cash management services. The bank is a wholly owned subsidiary of corporate parent Barclays PLC. Barclays PLC is headquartered in London, United Kingdom Key Areas Barclays Bank PLC in India is engaged in Commercial Banking and Consumer Banking. The Indian subsidiary of the British Bank started its corporate banking division from November 2006. Key clients of the company include top notch multinationals and leading Indian corporations. The bank also counts among its clients a number of public sector companies. Barclays Bank PLC of India also caters to Small and Medium Enterprises (SMEs). 13

Commercial Banking Products The commercial banking products of Barclays PLC in India include:

Deposits Trade Finance Loans & Financing Treasury Solutions Payments & Cash Management

All commercial banking customers of Barclays India are provided with the services of a Relationship Manager. The Relationship Manager helps the client to make effective, quality financial choices. The manager may also provide access to Sales Financing Managers and International Trade Managers. Consumer Banking Products The consumer banking products of Barclays Bank PLC in India include:

Personal Loans NRI Banking Services Savings Accounts & Deposits Barclays Credit Card Business Installment Loans

Personal loans of Barclays Bank comes in a variety of options to suit every client profile. The different savings accounts offered by the bank are:

Advantage account

14

Term Deposit account Zero Balance account Savings Plus account No Frills account

The Zero Balance account does not involve a minimum balance requirement. A free local cheque book is provided. Barclays GRCB India, in a short period of two and a half years, has grown to be amongst the most respected foreign banks in the country, servicing more than 900,000 clients. Barclays GRCB in India is led by Mark Jones, Managing Director, Asia and Ram Gopal, Interim Managing Director, India. Barclays opened its doors to commercial customers in November 2006 and today has a roster of over 2300 clients. This includes large multinationals, public sector companies and a growing base of small and medium enterprises. Barclays offers them a broad spectrum of services including loans, deposits, payments & cash management services, trade finance and treasury solutions. The consumer banking division, launched in May 2007, offers customers a growing suite of products and services that are relevant both to their current and emerging market needs. These include innovative propositions from personal loans (that come with smaller monthly repayments) to credit cards (that allow customers to choose their payment date). Hello Money, a revolutionary service that combines technology and convenience takes consumer banking services to the next level of convenience. Barclays also has arguably the best Premier services offering in the country. Innovations at Barclays GRCB India are not limited to the consumer banking division alone. The Indian operations recently became the first country in Asia and the fourth in the world to launch The Latitude Club, a global commercial banking proposition from

15

Barclays that assists corporate customers to identify new business partners internationally. Barclays GRCB has a network of 14 ATMs and six branches across India. Headquartered in Mumbai, the Bank is present in four other cities including New Delhi, Junagarh which in Gujarat, Kanchipuram which is near Chennai, at Nelamangla near Bengaluru, and another that was recently launched in Ahmednagar in Maharashtra. Investing in the community is an important part of Barclays sustainability strategy. Globally, Barclays has focused efforts on financial inclusion, entrepreneurship, education, enterprise and helping people into employment. The bank is currently in the midst of exploring how it can leverage its global partnerships to invest in the growth and development of the communities in which it operates in India as well. Barclays PLC: the banking eagle The group's emblem is an eagle, which has become a great symbol after more than three hundred years of activity. The English bank began operations in the 17th century in the financial center of London, but has since then become a strong entity in 60 international countries, in Europe, the United States, Africa, and Asia. It is now one of the major players in financial services. Barclaycard is the leader in the issue of credit cards in Europe, Barclays Global Investors were one of the very first asset management companies in the world, and Barclays Capital is an investment bank well-known for the services it offers to companies relating to their financial requirements and hedging of risk exposures. Barclays is also an international bank with 800 global branches. Finally, the group remains a very important member of the United Kingdom banking community with its UK Banking division, which offers commercial and retail banking services to individuals and companies. Barclays, a golden eagle!

16

1.2

PROFILE OF THE ORGANIZATION

NATURE OF INDUSTRY Banks safeguard money and valuables and provide loans, credit, and payment services, such as checking accounts, money orders, and cashiers checks. Banks also may offer investment and insurance products, which they were once prohibited from selling. As a variety of models for cooperation and integration among finance industries have emerged, some of the traditional distinction\ns between banks, insurance companies, and securities firms have diminished. In spite of these changes, banks continue to maintain and perform their primary role accepting deposits and lending funds from these deposits. Industry organization There are several types of banks, which differ in the number of services they provide and the clientele they serve. Although some of the differences between these types of banks have lessened as they have begun to expand the range of products and services they offer, there are still key distinguishing traits. Commercial banks, which dominate this industry, offer a full range of services for individuals, businesses, and governments. These banks come in a wide range of sizes, from large global banks to regional and community banks. Global banks are involved in international lending and foreign currency trading, in addition to the more typical banking services. Regional banks have numerous branches and automated teller machine (ATM) locations throughout a multi-state area that provide banking services to individuals. Banks have become more oriented toward marketing and sales. As a result, employees need to know about all types of products and services offered by banks. Community banks are based locally and offer more personal attention, which many individuals and small businesses prefer. In recent years, online bankswhich provide all services entirely over the Internethave entered the market, with some success. 17

However, many traditional banks have also expanded to offer online banking, and some formerly Internet-only banks are opting to open branches. Recent developments Technology is having a major impact on the banking industry. Direct deposit allows companies and governments to electronically transfer payments into various accounts. Debit cards, which may also be used as ATM cards, instantaneously deduct money from an account when the card is swiped across a machine at a stores cash register. Electronic banking by phone or computer allows customers to access information such as account balances and statement history, pay bills, and transfer money from one account to another. Some banks also have begun offering online account aggregation, which makes available in one place detailed and up-to date information on a customers accounts held at various institutions. Advancements in technology have also led to improvements in the ways in which banks process information. The use of check imaging allows banks to store photographed checks on the computer instead of paper files. Also, the availability and growing use of credit scoring software allows lending departments to approve loans in minutes, rather than days. Other fundamental changes are occurring in the industry as banks diversify their services to become more competitive. Many banks now offer their customers financial planning and asset management services, as well as brokerage and insurance services, often through a subsidiary or third party. Others are beginning to provide investment banking servicesusually through a subsidiarythat help companies and governments raise money through the issuance of stocks and bonds. As banks respond to deregulation and as competition in this sector grows, the nature of the banking industry will continue to undergo significant change.

18

Branches of Barclays in INDIA We move lend,protect and invest money for more than 27 million countries in over 50 countries and have over 300 years of experience behind us.our services include consumer and commercial banking credit cards, investment banking wealth management and investment management services in Europe, Africa, Asia Pacific and United States We have been in india for nearly 3 decades,through barclays capital,a leading investment bank., Branches Barclays over 1800 UK high street branches (including former Woolwich branches) and it has also joined up with the Post Office Ltd to provide personal banking services to customers who live near a Post Office branch and those who need financial services such as secured or unsecured loans. Most Barclays branches have 24/7 ATMs. Barclays' customers and customers of many other banks can use Barclays ATMs free of charge.d Barclays is a member of the Global ATM Alliance. Barclays is spreading its reach across india and now has 4 offices in INDIA. We are providing consumer and commercial banking services in MUMBAI (head office), NEW DELHI, KANCHIPURAM (near Chennai), and NELAMANGALA (near Banglore), both of which cover important notes in southern India.

19

ORGANIZATION STRUCTURE
History This bank traces its roots back to 1690 in London. The name "Barclays" became associated with the business in 1736, when James Barclay, son-in-law of one of the founders became a partner in the business.In 1728, the bank moved to 54 Lombard Street, which was identified by the 'Sign of the Black Spread Eagle', over the years becoming a core part of the bank's identity. Barclays is the 18th largest company in the world according to Forbes Global 2000 rankings (2007 list). Barclays is the 4th largest financial services provider in the world by Tier 1 capital ($32.5 billion), and among the 10 largest banks in the industry by market capitalization ($94.79 billion). It is the third largest bank in the United Kingdom based on market capitalization. The bank's headquarters are at One Churchill Place in Canary Wharf, in London's Docklands, having moved there in May 2005 from Lombard Street in the City of London

20

21

Ownership Patterns Barclays is headed by Marcus Agius, the Group Chairman, who joined the Board on 1 September 2006 and succeeded Matthew Barrett as Chairman from 1 January 2007. Agius is also the senior executive Director of the BBC and was formerly Chairman of BAA PLC, Chairman of Lazard in London and a Deputy Chairman of Lazard LLC until 31 December 2006. Reporting directly to the Group Chairman is John Varley, the Group Chief Executive, who is responsible for the strategic direction and planning of all Barclays operations. Varley was appointed to the role in September 2004 prior to which he served as Deputy Chief Executive (January-September 2004) and Group Finance Director (2000-2003). The operating units of Barclays are grouped under two umbrellas; Investment Banking and Investment Management (IB&IM) and Global Retail and Commercial Banking (GRCB).

IB&IM oversees three core operating units: Barclays Capital, Barclays Global Investors (BGI) and Barclays Wealth Management.

GRCB oversees multiple operating units. Principally it has responsibility for UK Retail Banking (UKRB), Barclays Commercial Bank (formally UK Business Banking), Barclaycard and International Retail and Commercial Banking (IR&CB).

22

23

Board of Directors

NAME OF THE PERSON MARCUS AGIUS

DESIGNATION CHAIRMAN

SIR NIGAl RUDD SIR RICHARD BROADBENT RICHARD LEIGH CLIFFORD PROFFESSOR DAME SANDRA DAWSON

DEPUTY CHAIRMAN SENIOR INDEPENDENT DIRECTOR NON EXECUTIVE DIRECTOR NON EXECUTIVE DIRECTOR

SIR ANDREW LIKIERMAN STEPHEN RUSSELL SIR JOHN SUNDERLAND DR. DANIE CRONJE

NON EXECUTIVE DIRECTOR NON EXECUTIVE DIRECTOR NON EXECUTIVE DIRECTOR NON EXECUTIVE DIRECTOR,CHAIRMAN OF ABSA

EMMA HENRY

NON EXECUTIVE DIRECTOR,SENIOR SALES AND SERVICE

FINANCIAL PROFILE

24

Barclays PLC is a major global financial services provider engaged in retail and commercial banking, credit cards, investment banking, wealth management and investment management. Operating in over 50 countries and employing 135,000 people, we move, lend, invest and protect money for over 30 million customers and clients worldwide. With over 300 years of history and expertise in banking, Barclays PLC has seven major businesses. For the year ended 31st December,2007 Income statement Total income net of insurance claims Impairment charges and other credit provisions Operating expenses Profit before tax Profit attributable to equity holders of the parent Economic profit Basic earnings per share Diluted earnings per share Dividend per ordinary share Return on average shareholders equity Tier 1 capital ratio Rs. Rs. Rs.

23,000 21,595 17,333 (2,795) (2,154) (1,571) (13,199) (12,674) (10,527) 7,076 7,136 5,280 4,417 4,571 3,447 2,290 2,704 1,752 68.9p 66.7p 34.0p 20.3% 7.8% 71.9p 69.8p 31.0p 24.7% 7.7% 54.4p 52.6p 26.6p 21.1% 7.0%

25

26

PRODUCTS AND SERVICES CONSUMER BANKING PRODUCTS Saving accounts and deposits Personal loans Business Installment loans Barclays credit card NRI banking services

COMMERCIAL BANKING PRODUCTS Loans and financing Deposits Payment and cash management Trade finance Treasury solutions

1.3

PROBLEMS OF THE ORGANIZATION :

Rumours that Barclays has fallen on hard times were triggered by revelations from Northern Rock that it was not the only bank borrowing from the Bank of England. Alliance & Leicester and Bradford & Bingley are usually touted as the most vulnerable, since they look and behave much like "Northern Crock". They both deny it, and now Barclays is in the frame. Barclays has struggled to shake off the rumours. The bank admits it dabbled in the toxic US sub-prime mortgages that are now bringing down one Wall Street Gordon Gekko after another. However, its losses are minuscule, and it says we should look elsewhere for a dodgy bank on the verge of collapse. We have, to no avail.

27

That is not to say the banks, and consequently all of us, don't still have serious problems ahead. There is talk of a financial meltdown as confidence ebbs away.

British banks such as Barclays and Royal Bank of Scotland have trousered millions of pounds from trading in mortgage debt. Since the credit crunch began to bite in August, much of that profit has disappeared. To that extent, the non-stop adrenaline rush in the City of London is heading for a hangover. Job losses will follow, some from British banks, with many more to follow from their US and German counterparts.

To make matters worse, Britain's economic growth of the past five years is built to a large extent on the silly money made in the City. The chancellor, Alistair Darling, has warned that the UK faces "an unparalleled period of financial uncertainty". The Bank of England may cut interest rates sometime soon, but that probably won't have much effect on loan and mortgage rates. Why? Because there are lots of impoverished banks that need to fleece their customers to make back some of their losses.

1.4

COMPETITORS OF THE ORGANIZATION

Competitive Landscape

Demand for banking services is closely tied to economic activity and the level of interest rates. The profitability of individual banks depends on marketing skills, efficient operations, and good risk management. Large economies of scale exist in some segments of the industry, which has encouraged industry consolidation. Smaller banks can compete successfully in segments where customer service or knowledge of the local market is more important. The industry is capital-intensive and highly automated: annual revenue per employee is close to $300,000

28

Top Barclays Bank Competitors COMPANY HBOS HSBC Holdings Lloyds TSB ICICI BANK HDFC BANK KOTAK BANK LOCATION Edinburgh, United Kingdom London, United Kingdom London, United Kingdom INDIA INDIA MAHINDRA INDIA

1.5 SWOT ANALYSIS OF BARCLAYS BANK Strengths

1. It is a pioneer in online trading with a turn over of Rs.400 crores and more than 800 peoples working in the organization. 2. Barclays provides multi-channel access to all its customers through a strong online presence with www.barclays.com, 580 share shops in 130 cities and a callcenter based Dial-n-Trade facility 3. Barclays has dedicated research teams for fundamental and technical research, which constantly track the pulse of the market and provide timely investment advice free of cost to its clients which has a strike rate of 70-80%.

29

Weakness
1. Localized presence due to insufficient investments for countrywide expansion. 2. Lack of awareness among customers because of non-aggressive promotional strategies (print media, newspapers, etc). 3. Lesser emphasis on customer retention. 4. Focuses more on HNIs than retail investors which results in meager market-share as compared to close competitors.

Opportunities
1. With the booming capital market it can successfully launch new services and raise its clients base. 2. It can easily tap the retail investors with small saving through promotional channels like print media, electronic media, etc. 3. As interest on fixed deposits with post office and banks are all time low, more and more small investors are entering into stock market. 4. Abolition of long-term capital gain tax on shares and reduction in short term capital gain is making stock market as hot destination for investment among small investors. 5. Increasing usage of Internet through broadband connectivity may boost a whole new breed of investors for trading in securities.

Threats

30

1. Aggressive promotional strategies by close competitors may hamper Barclayss acceptance by new clients. 2. Lack of sufficient branch-offices for speedy delivery of services. 3. More and more players are venturing into this domain, which can further reduce the earnings of Barclays.

31

CHAPTER 2 OBJECTIVE & METHODOLOGY

OBJECTIVE AND METHODOLOGY

2.1 SIGNIFICANCE
1. Provides organization with a pool of qualified candidates

2. The more qualified the pool the better the success rate in selection 3. Can help the organization meet affirmative action goals 4. Can increase organizational effectiveness

2.2

MANAGERIAL USEFULNESS OF THE STUDY

Barclaycard India (www.barclaycard.in) is part of Global Retail and Commercial Banking Division of Barclays Bank PLC. In India, the cards division is headed by MR. Kusal Roy. The sales team is headed by Mr. Deepak Matai. The sourcing of applications for credit cards is done through decentralized model for every region. There are 3 Area Directors as follows: 1. North & East 2. South 3. West The sales model that is followed by the bank is divided into 1. DSA IM 2. DSA DM DSA-IM are indirectly managed direct sales agencies whereas DSA-DM are directly managed by Sales Managers of the bank. Both these models are non-captive 3rd party vendors with all the operations handled by Sales Service providers. Examples of SSPs in

32

Delhi are Hitech Producers Pvt. Ltd and Sentac Sales Pvt. Ltd. Both work under DSA DM in New Delhi. In this project we are going to cover employees of DSA-DM and understand the satisfaction levels of the sales force of Barclay Card in Delhi.

2.3

OBJECTIVES

To analyze the reasons for low motivation levels and suggest solutions in order to improve motivation levels among the employees of the SSP. To provide convenient and customer friendly product and services. To provide comprehensive product solutions To provide varied servicing channels which customer will be able to access To create strand and lasting relationships with our clients and their families To provide service turnaround in top quartiles To provide brand values of heritage and trust

2.4

SCOPE OF THE STUDY

Globalization of the financial market has led to a manifold increase in investment. New markets have been opened; new instruments have been developed; and new services have been launched. Besides, a number of opportunities and challenges have also been thrown open. Online Commodities trading is new as compared to Equity market in India. Mainly three exchanges are involved in online commodities trading MCX, NCDEX & NMCE. 33

2.5

RESEARCH METHODOLOGY
1. Problem Identification Tool a. Employee Satisfaction Survey We shall create and conduct office wide ESS in order to understand the reasons of the problem defined above. A questionnaire was created keeping in mind the inputs from management. Pleas find the same in Annexure 1 ESS: Questionnaire b. Sample Size - A sample of 135 respondents, all of whom are employees of the company and part of sales force of BarclayCard. c. Sample profile The sample consists of frontline sales staff and is in accordance to the below table

Employee Category T eleS ales Executives F ield Executives Document Pickup Exec Managerial S taff Administrative S taff

Avg. S alary No. of Respondents 6500/- pm 55 7000/- pm 45 6000/- pm 30 18000/- pm 3 10000/pm 2 135

2.6

LIMITATIONS
1. There was a lot of confidential data so I was required to maintain confidentiality of the company. 2. Time constraint. 3. Biasness, if any, on the part of people I interacted with to reach any conclusion.

34

CHAPTER 3 CONCEPTUAL DISCUSSION

EMPLOYEE SATISFACTION
Satisfied employees are the biggest assets of an organization. Employees are becoming the competitive advantage for business in the modern world. No matter how much technology and equipment an organization has, these thin can not be fully utilized until people who have been satisfied. Think for a minute of an organization with the abundance of resources but a workforce is not willing to exploit its capabilities to fullest extent due to lack of motivation. Employees are the real assests of an organization and ultimately, business success is greatly dependent on the human capital. Commitment, trust and organizational prides of the employees are critical for long term success. High performance companies are created by focusing on a number of appropriate for business goals, which are translated to appropriate context for professionals to perform and achieve the goals. Organizations today are functioning in state of extreme competition. Being the most productive has become an obligation for survival. With limited resources; companies are recognizing the importance of having the right kind of manpower to drive success and growth. Organizations are faced with the challenge of attracting as well as retain the most talented employees. For this, the employees ideologies, desires, aspirations and other aspects that drive them to have to be recognized as well as nourished. Employees surveys are a great way to understand and analyze the implicit as well as explicit facets of employees relations with the company. Surveys bring out the employees ideas and opinions, which, when fostered, would be very beneficial to conduct themselves in a professional way that could better their relations with management. Employee satisfaction has become a very important determinant of a companys productivity. Employees are demanding more and more

36

from their organization in exchange for their services. Employee turnover is very high in most industries, and retaining good talented employees has become an arduous task for even the best companies across the world today. Employees surveys are an ideal way to feel the pulse of employees. Todays organizations are plagued by high employee turnover. Understanding the exact needs of an employee is a very big task. Attracting as well as retaining talented employees has become very challenging. It is a fact that when an employee leaves an organization, he takes with him a whole set of skills, ideas and expertise, most likely to a competitor company. Employee satisfaction survey helps to determine many aspects about his/her employer. In the long run, these feelings could become ideologies on which the company would attract better talent. Hence, understanding the need of employees is very important. Almost every company conducts employee satisfaction surveys now and then to feel the pulse of the employees. Employee surveys are not just for improving employee satisfaction, however; they help you improve customer satisfaction as well. The relationship between employee and customer satisfaction is not always clearly understood .While most companies recognize that customer loyalty is a key to their success; many of them miss the essential fact that employee satisfaction is a key to customer satisfaction. Satisfied employees create satisfied, loyal and more profitable customers. The internal quality of working environment derives employee satisfaction, which results in employee loyalty, which enhances productivity, which creates value for customer, which largely influences customer satisfaction, which results in customer loyalty, which stimulates profitability and growth.

37

The employee satisfaction survey is an efficient and practical tool that organizations can use to maximize the performance and engagement of their workforce. The attitudes and motivations of your employees play a crucial role in influencing motivation, productivity, and overall success. Smart companies realize the importance of understanding the attitudes, behaviours and motivations of staff and yielding this power to maximize their workforce. Employee Satisfaction Survey Serve As a Valuable Tool for Improving Companies Workplace Productivity, Employee Retention Rates and Bottom-Line Profitability. Conducting an employee satisfaction survey is one of the most important first steps companies can take to improve workplace productivity, employee retention, and overall profitability. Optimizing employee satisfaction is a key to the success of any business. And sound, insightful employee satisfaction research is key to understanding how to achieve that optimization. Employees satisfaction surveys help companies effectively gauge whether or not their employees feel motivated and content, and troubleshoot any areas that might negatively impact their bottom-line due to losses in workplace productivity and employee turnover. Technology is having a major impact on the banking industry. Direct deposit allows companies and governments to electronically transfer payments into various accounts. Debit cards, which may also be used as ATM cards, instantaneously deduct money from an account when the card is swiped across a machine at a stores cash register. Electronic banking by phone or computer allows customers to access information such as account balances and statement history, pay bills, and transfer money from one account to another. Some banks also have begun offering online account aggregation, which makes available in one place detailed and up-to date information on a customers accounts held at various institutions.

38

Advancements in technology have also led to improvements in the ways in which banks process information. The use of check imaging allows banks to store photographed checks on the computer instead of paper files. Also, the availability and growing use of credit scoring software allows lending departments to approve loans in minutes, rather than days. Other fundamental changes are occurring in the industry as banks diversify their services to become more competitive. Many banks now offer their customers financial planning and asset management services, as well as brokerage and insurance services, often through a subsidiary or third party. Others are beginning to provide investment banking servicesusually through a subsidiarythat help companies and governments raise money through the issuance of stocks and bonds. As banks respond to deregulation and as competition in this sector grows, the nature of the banking industry will continue to undergo significant change. Keeping the employees satisfied seems like an easy concept to many people. In reality keeping the employees happy is very difficult to achieve. A lot of factors go into making the employees happy. In a perfect society employees would be like robots. Employers could program all the robots to want and need the same things. The company could then give them what they wanted in order to satisfy them. Things in reality do not work this way. According to Cranny, Smith and Stone (1992), employee satisfaction is a combination of cognitive and affective reactions to the differential and perception of what an employee wants to receive compared with what he or she actually receives. Research in the field of employee satisfaction viewed employee satisfaction as a unidimentional construct (Koustelos & Bagiatis, 1997). Later research revealed that employee satisfaction was multidimensional construct. There are many identified variables involved in employee satisfaction which often work together to support each other. Studies have explained variable related employee satisfaction. Koustelios and Konstantinos(1997) asserted that these variables must be identified and employees must be able to discriminate among them. 39

Research suggests that many things contribute to employee satisfaction. Some of the more prominent variables are communication, motivation, leadership, salary, work environment, benefits etc. As one can see, these diverse variables, and what motivates one employee may not motivate another employee. The key for managers is to discover what has worked well in the past and then to find out what will work best for the company and its employees. Brown (1960) looked at managements use of employee attitude surveys. He reported that many employees saw the use of employee attitude surveys as beneficial. Employees however voiced their concern that employers were not using the result of the surveys as they should. Employees reported that they wanted to see steps being taken to see increase their satisfaction. If employees agreed to such requests, then employees reported they had no problem with taken employee satisfaction surveys.

40

CHAPTER-4 DATA ANALYSIS

DATA ANALYSIS
1) How satisfied are you with your overall job security? 1. NOT SATISFIED _____________5.82__________________ 10. EXTERMELY SATISFIED

42% satisfaction Disatisfaction 58%

INTERPRETATION By Job Security, we understand assuring employees that they are secured in their jobs by providing them certain facilities like medical facilities. Cab facilities, fringe benefits etc. The above diagram shows that 58% of the employees are satisfied with their job security and rest 42%are dissatisfied so we should make them assure by providing certain facilities mentioned above.

42

2) How satisfied are you with Cultural Aspects of the bank? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

39% satisfaction Disatisfaction 61%

INTERPRETATION By Cultural Aspects we mean how much attention does management pays towards employees suggestions. Are the employees rewarded for improving work progress? The above diagram shows that 61% of the employees are satisfied with cultural aspects of the bank but rest 39% are not satisfied so for their satisfaction employees should be rewarded and expected to meet all the deadlines on time.

43

3) Are the employees satisfied with their basic salary? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

40% satisfaction Disatisfaction 60%

INTERPRETATION Basic salary means the actual salary which employees get after deducting Provident fund, tax, interest etc. The above diagram shows that 60% of the employees are satisfied with their basic salary but rest 40% are dissatisfied.

44

4) Are you satisfied with working conditions of the bank? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

31%
satisfaction Disatisfaction

69%

45

5) Are you all satisfied with the incentives provided by the bank? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

32%

satisfaction Disatisfaction 68%

INTERPRETATION Incentives are the extra benefits which the employees get, the incentives are not the part of basic salary, and these can be in term of any extra facility or can be in monetary terms. The diagram shows that 68% of the employees are satisfied and rest 32% are dissatisfied.

46

6) The provident fund and tax amount which is deducted from the salary is that amount ok or it should be more or less? 1. LESS________________________________________________________10 MORE

42% satisfaction Disatisfaction 58%

INTERPRETATION The above diagram shows that 58% of the employees are satisfied and 42% of the employees are dissatisfied.

47

7) How satisfied are you with your supervisors? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

39% satisfaction Disatisfaction 61%

INTERPRETATION Supervisors are those who supervise the employees or in other words we can say provide developmental guidance to them. The diagram shows that 61% of the employees are satisfied and rest 39% are dissatisfied.

48

8) Are you satisfied with the growth opportunities provided by your company? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

35% satisfaction Disatisfaction 65%

INTERPRETATION Growth opportunities which any organization provides to the employees for developing a self-concept by identifying with and interacting with other people. The diagram shows 65% of the employees are satisfied and rest 35% are dissatisfied.

49

9) Are you satisfied with overall pay practices? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

38% satisfaction Disatisfaction 62%

INTERPRETATION The above diagram shows that 62% of the employees are satisfied and 38% of the employees are dissatisfied.

50

10) Are you satisfied with the benefits you are offered and receive? 1. NOT SATISFIED _______________________________ 10. EXTERMELY

SATISFIED

38% satisfaction Disatisfaction 62%

INTERPRETATION By Benefits we understand indirect financial and non financial payments employees received for continuing their employment with the company. The diagram shows that 62% of the employees are satisfied and rest 38% are dissatisfied.

51

11) How effective are the training and development programs organized by the company? 1. NOT EFFECTIVE _______________________________ 10. EXTERMELY

EFFECTIVE

32% Effective Not Effective 68%

INTERPRETATION Training and Development means process of teaching new employees and developing the basic skills they need to perform their jobs. The diagram shows 68% of the employees are satisfied and rest 32% are dissatisfied.

52

12) How would your rate the health facilities provided by the organization? 1. BAD __________________________________________________ 10. EXCELLENT

39%
Excellent Bad

61%

INTERPRETATION Health facilities means providing routine medical facilities as well as preventive medicine in a clinic type arrangement for employees, who pay a nominal fee in addition to the fixed annual fee the employer pays. The diagram shows that 61% are satisfied and rest 39% are dissatisfied.

53

13) Kindly rate the physical and mental stress levels that you face in your daily job. 1. HIGH STRESS_____________________________________ 10. FUN

ENVIRONMENT

42%
Fun Environment High Stress

58%

INTERPRETATION The above diagram shoes that 58% of the employees are enjoying the environment and rest 42% are in highly stressed.

54

14) What is your understanding of your job profile and description? 1. UNCLEAR____________________________________________ 10. TOTAL

CLARITY

39%
Clear Unclear

61%

INTERPRETATION By job description we understand a list of job duties, responsibilities, reporting relationships working conditions and supervisory responsibilities. The diagram shows that 61% of the employees are very much clear about job profile and job description.

55

SURVEY AND DATA COLLECTION

RESP 1 RESP 2 RESP 3 RESP 4 RESP 5 RESP 6 RESP 7 RESP 8 RESP 9 RESP 10 RESP 11 RESP 12 RESP 13 RESP 14 RESP 15 RESP 16 RESP 17 RESP 18 RESP 19 RESP 20 RESP 21 RESP 22 RESP 23

Q1 5 5 4 4 5 6 3 8 7 5 5 8 4 8 6 9 5 6 3 8 5 8 3

Q2 2 2 2 2 2 2 4 6 7 7 8 8 9 6 7 9 7 6 5 5 5 8 8

Q3 5 3 3 5 7 6 7 8 9 6 9 7 6 6 6 5 5 7 5 6 5 8 6

Q4 5 6 8 4 6 9 7 6 8 7 6 6 6 9 5 5 5 9 7 5 8 9 5

Q5 5 4 4 4 4 5 5 6 6 7 7 8 8 9 6 9 10 8 8 7 4 6

Q6 5 5 4 4 5 6 3 8 7 5 5 8 4 8 6 9 5 6 3 8 5 8 3

Q7 2 2 2 2 2 2 4 6 7 7 8 8 9 6 7 9 7 6 5 5 5 8 8

Q8 5 6 7 7 5 6 6 8 7 9 6 5 7 6 7 7 8 6 6 9 8 7 6

Q9 4 4 4 3 5 5 6 7

Q 10 5 6 7 8 9 8 7 8 9 9 0 0 5 5 6 4 3 7 6 5 7 9 8

Q 11 3 4 4 4 4 5 5 5 6 6 7 7 8 8 9 6 9 9 8 8 7 7 6

Q 12 2 2 2 2 2 2 4 6 7 7 8 8 9 6 7 9 7 6 5 5 5 8 8

Q 13 5 5 4 4 5 6 3 8 7 5 5 8 4 8 6 9 5 6 3 8 5 8 3

Q 14 5 7 9 8 7 6 5 5 5 5 7 4 4 4 7 8 4 8 0 3 2 2 5

Q 15 4 5 7 9 8 7 6 6 8 9 7 6 6 4 4 5 6 6 8 7 8 9

7 8 7 7 7 8 8 9 8 8 8 9 6 6

56

RESP 24 RESP 25 RESP 26 RESP 27 RESP 28 RESP 29 RESP 30 RESP 31 RESP 32 RESP 33 RESP 34 RESP 35 RESP 36 RESP 37 RESP 38 RESP 39 RESP 40 RESP 41 RESP 42 RESP 43 RESP 44 RESP 45

7 3 3 8 7 6 4 4 4 6 7 7 5 5 5 8 9 8 7 6 6 6

9 7 6 7 4 4 4 9 8 6 7 7 8 9 9 9 8 9 6 6 5 5

6 8 6 7 7 7 7 8 8 9 8 5 2 3 3 3

6 7 6 6 8 8 8 4

6 5

7 3 3

9 7 6 7 4 4 4 9 8 6 7 7 8 9 9 9 8 9 6 6 5 5

6 6 7 7 8 8 9 6 5 6 4 5 5 7 6 8 6 9 9 0 4 3

5 5 7 5 4 4 4 4 4 6 8 7 7 6 6 7 10 3 5 6 7 5

5 5 7 6 4 3 4 5 7 7 8 9 5 7 9 8 7 6 5 7 4 4

6 5 4 5 4 4 3 3 2 3 2 5 5 7 6 7 7 7 7 7 8 8

9 7 6 7 4 4 4 9 8 6 7 7 8 9 9 9 8 9 6 6 5 5

7 3 3 8 7 6 4 4 4 6 7 7 5 5 5 8 9 8 7 6 6 6

7 5 5 8 5 7 5 7 5 8 6 8 9 0 8 7 7 6 6 6 8 7

9 8 7 6 7 4 4 4 3 2 2 3 4 5 3 3 4 4 3 5 8 9

5 4 4 3 3 2

8 7 6 4 4 4 6 7 7 5 5 5 8 9 8 7 6 6 6

7 8 8 6 7 7 9 7

3 2 5 5 6 7 7 7 7 7 6 8 8

3 3 5 5 5

5 6 8 7 9

57

RESP 46 RESP 47 RESP 48 RESP 49 RESP 50 RESP 51 RESP 52 RESP 53 RESP 54 RESP 55 RESP 56 RESP 57 RESP 58 RESP 59 RESP 60 RESP 61 RESP 62 RESP 63 RESP 64 RESP 65 RESP 66 RESP 67

6 6 6 3 3 2 5 4 5 7 7 8 8 9 8 5 5 5 5 5 6 8

5 4 9 8 6 7 6 5 7 6 5 8 9 9 4 5 6 7 5 7 6 6

2 4 7

7 7 5 7

8 9 9 9 4 9 5 7 9 8 7 9 7 6 6

6 6 6 3 3 2 5 4 5 7 7 8 8 9 8 5 5 5 5 5 6 8

5 4 9 8 6 7 6 5 7 6 5 8 9 9 4 5 6 7 5 7 6 6

5 7 6 5 8 7 6 6 9 7 7 6 5 6 8 9 0 9 8 8 7 6

6 3 8 3 4 6 9 9 10 10 4 3 5 5 3 4 7 4 5 8 8 4

6 8 9 8 6 6 6 7 7 8 8 9 8 9 7 5 5 5 8 4 3 3

6 9 9 9 6 9 9 9 9 8 7 6 7 6 6 6

5 4 9 8 6 7 6 5 7 6 5 8 9 9 4 5 6

6 6 6 3 3 2 5 4 5 7 7 8 8 9 8 5 5 5 5 5 6 8

5 4 4 3 3 3 4 7 5 5 4 3 8 5 7 8 9 8 7 6 5 5

9 9 5 4 4 3 5 6 3 3 7 6 7 7 8 5 5 54 4 5 6 8

7 7 7 7 8 8 6 9 7 9 9 9 5 6 9 9 10 7

8 7 8 6 9 6 9 8 9 9

8 7 6 8 8 8 7

6 8 7 8 9 9 9

7 8 9 8 9

7 5 7 6 6

58

RESP 68 RESP 69 RESP 70 RESP 71 RESP 72 RESP 73 RESP 74 RESP 75 RESP 76 RESP 77 RESP 78 RESP 79 RESP 80 RESP 81 RESP 82 RESP 83 RESP 84 RESP 85 RESP 86 RESP 87 RESP 88 RESP 89

9 9 9 7 7 7 7 7 9 7 5 4 4 4 5 3 7 2 2 5 6 4

5 4 4 6 8 8 9 7 7 6 5 5 6 7 7 9 9 7 7 5 6 7

5 7 5 6 6

6 6 6 6 7 7

9 9 9

9 9 9 7

5 4 4 6 8 8 9 7 7 6 5 5 6 7 7 9 9 7 7 5 6 7

5 5 4 4 7 6 8 8 9 8 7 6 5 5 6 7 8 9 7 7 9 8

4 3 4 7 6 6 4 8 6 8 9 3 4 6 8 9 10 10 3 4 5 8

4 4 6 7 8 9 7 6 5 5 7 6 7 5 5 6 7 7 6 5 6 7

9 9 9

5 4 4 6

9 9 9 7 7 7 7 7 9 7 5 4 4 4 5 3 7 2 2 5 6 4

6 6 7 8 8 5 5 4 7 6 7 4 6 5 4 7 6 6 5 5 7 8

8 8 3 3 6 5 4 7 6 5 5 6 7 6 8 5 8 9 3 6 4 8

8 9

7 7 7

8 8

8 8 9

5 7 8 6

7 9 7

7 6

7 7 6

7 8 8 6

5 4

5 5

5 7

7 7 7

8 6

4 4 5

7 6

6 7 7

5 5 5

7 6 6 6

3 7

9 9

8 8

2 2 5

8 8

7 7 5

6 6 9 9

6 4

9 9

6 7

59

RESP 90 RESP 91 RESP 92 RESP 93 RESP 94 RESP 95 RESP 96 RESP 97 RESP 98 RESP 99 RESP 100 RESP 101 RESP 102 RESP 103 RESP 104 RESP 105 RESP 106 RESP 107 RESP 108 RESP 109 RESP 110 RESP 111

6 6 7 7 4 5 4 4 3 7 6 7 8 9 7 6 5 5 5 7 8 7

9 8 7 6 5 5 4 4 6 6 8 8 9 7 9 9 0 6 5 4 4 4

7 7 8

6 6 7 7 7 7 4 5 6 8 7 9 7 8 8 8 8 5 7 6 5 5 5 6 5 5 5 7 8 8 9 9 7 6 6 7 8 6 4 4 3 7 6 7 8 9 7 6 5 5 5 7 8 7

9 8 7 6 5 5 4 4 6 6 8 8 9 7 9 9 0 6 5 4 4 4

4 5 6 6 8 8 9 9 9 7 7 6 6 7 8 7 7 4 5 6 7 8

9 8 5 5 7 8 8 4 8 9 9 7 5 4 4 5 6 5 5 7 9 9

8 9 7 7 8 9 5 4 4 4 5 6 9 9 0 8 8 7 7 10 0 2 5 5 5 7 8 8 9 9 7 6 6 7 8 6 6 7 7 9

9 8 7 6 5 5 4 4 6 6 8 8 9 7 9 9 0 6 5 4 4 4

6 6 7 7 4 5 4 4 3 7 6 7 8 9 7 6 5 5 5 7 8 7

8 9 9 9 8 4 6 8 6 5 7 6 5 5 7 7 9 5 5 5 6 7

7 8 2 2 3 4 4 6 8 8` 5 4 4 8 7 8 8 9 3 3 5 6

5 5

7 7 8 5 6 5 5 5 5 4 7 7 7 3 7 7 7 4 4 4

60

RESP 112 RESP 113 RESP 114 RESP 115 RESP 116 RESP 117 RESP 118 RESP 119 RESP 120 RESP 121 RESP 122 RESP 123 RESP 124 RESP 125 RESP 126 RESP 127 RESP 128 RESP 129 RESP 130 RESP 131 RESP 132 RESP 133

7 8 7 6 6 6 6 6 6 5 5 8 5 5 5 4 4 4 5 4 6 6

4 4 4 3 4 7 0 6 7 6 6 8 3 3 7 8 0 9 8 7 6 6

4 4 6 6 8 8

5 7

7 6 6

7 8 7 6 6 6 6 6 6 5 5 8 5 5 5 4 4 4 5 4 6 6

4 4 4 3 4 7 0 6 7 6 6 8 3 3 7 8 0 9 8 7 6 6

8 5 4 4 6 6 9 6 7 7 8 8 8 9 5 5 4 4 7 4 6 8

9 9 3 3 4 3 6 5 7 6 6 5 7 7 4 8 9 9 9 10 10 10

2 2 2 4 4 5 6 7 8 9 7 10 6 6 8 9 9 7 7 7 8 5

7 6 6 5 7 7 8 9 9 6 8 9 8 7 6 6 8 9 9 8 7 7

4 4 4 3 4 7 0 6 7 6 6 8 3 3 7 8 0 9 8 7 6 6

7 8 7 6 6 6 6 6 6 5 5 8 5 5 5 4 4 4 5 4 6 6

6 5 5 8 9 9 8 7 7 7 8 8 10 10 9 8 8 7 3 4 6 5

7 8 8 7 7 9 2 8 5 4 3 8 6 5 9 5 7 6 5 7 8 7

8 7 7 7

5 7 7 8 9 9 6 8 9 8 7 6 6 8 9 9

4 3 3 3 8 4 8 8 8 6

7 6 6 6 5 6 5 8 8 8 8

6 6 6 6 7 7 7

8 7 7

61

RESP 134 RESP 135

7 7

6 6

9 9

8 6

7 5

7 7

6 6

7 5

2 4

7 9

6 6

7 7

4 4

6 6

62

CHAPTER-5 FINDING & RECOMMENDATIONS

FINDINGS
With this philosophy, Bank has made considerable progress since its establishment though through my study on various aspects of Employee Satisfaction Survey (ESS).It has come up that Employee Satisfaction are quite high\low and favourable\unfavourable. But in order to be competitive and maintain stability there scope for improvement. My recommendations on weak areas are as follows:

RECOMMENDATION
EFFECTIVE COMMUNICATION 1. For effective communication it should have communication calendar, which should be prepare and circulated at the beginning of the year. The schedule of all formal and informal communication should be announced through this which will be held in this year. 2. Proactive and open communication approach should be adopted. Events should be communicated proactively so that an employee can feel that he is a part of organization and everything is being communicated to them. HEALTH 1. Proper illumination and cooling system should be provided to each and every department so that they can carry out their work effectively and efficiently. 2. Workplace should be maintained clean and hygienic in order to boost up morale and motivation of an employee because if he finds everything clean he will remain healthy and turnover rate would be loss.

63

CULTURAL ASPECTS 1. Politics should be kept minimum within the company. 2. There should be a spirit of team work. 3. Management should pay careful attention to employees suggestions. 4. Employees should be rewarded for improving work progress. JOB SATISFACTION 1. Everyone should make clear about their job responsibilities. 2. Everyone should contribute to the success of the company. 3. Workload should be reasonable. 4. Employees should receive recognition of the job they perform through their manager or company management. TRAINING AND DEVELPOMENT 1. Employees should receive information on training and development program that are nominated and required to well in advance. 2. Employee should received training in ethics also. 3. They should also get additional training, whish is easy to get. PERFORMANCE APPRAISAL 360 Degree performance appraisal should be used. It is an important part of performance management. It provides employees with performances feedback from supervisors, co-workers, peers and customers.

64

For

eg.subordinate

assessment

of

supervisors

performances

can

provide

developmental guidance.

65

ANNEXURE

ESS- QUESTIONNAIRE
RATE ON A SCALE OF 1 TO 10 1) How satisfied are you with your overall job security? 1. NOT SATISFIED _____________5.82__________________ SATISFIED 10. EXTERMELY

2) How satisfied are you with your own morale? 1. NOT SATISFIED _______________________________ SATISFIED 10. EXTERMELY

3) Are the employees satisfied with their basic salary?

1. NOT SATISFIED _______________________________ SATISFIED

10. EXTERMELY

4) Are you satisfied with working conditions of the bank? 1. NOT SATISFIED _______________________________ SATISFIED 10. EXTERMELY

5) Are you all satisfied with the incentives provided by the bank?

1. NOT SATISFIED _______________________________ SATISFIED

10. EXTERMELY

6) The provident fund and tax amount which is deducted from the salary is that amount ok or it should be more or less? 1. LESS________________________________________________________10 MORE

8) How satisfied are you with your supervisors? 1. NOT SATISFIED _______________________________ SATISFIED 10. EXTERMELY

9) Are you satisfied with the growth opportunities provided by your company? 1. NOT SATISFIED _______________________________ SATISFIED 10. EXTERMELY

10) Are you satisfied with overall pay practices? 1. NOT SATISFIED _______________________________ SATISFIED 10. EXTERMELY

11) Are you satisfied with the benefits you are offered and receive?

1. NOT SATISFIED _______________________________ SATISFIED

10. EXTERMELY

12) How effective are the training and development programs organized by the company? 1. NOT EFFECTIVE _______________________________ EFFECTIVE 10. EXTERMELY

13) How would your rate the physical work conditions provided by the organization? 1. BAD __________________________________________________ 10.

EXCELLENT

14) Kindly rate the physical and mental stress levels that you face in your daily job 1. HIGH STRESS_____________________________________ 10. FUN

ENVIRONMENT

15) What is your understanding of your job profile and description? 1. UNCLEAR____________________________________________ 10. TOTAL

CLARITY NAME: __________________________ AGE: _____ YRS DESIGNATION: _____________

REFERNCES
The project require lot of literature survey before it saw the light of the day.The first step was to have a clear picture of ESS and what are the factors which lead to satisfaction of an employee. BOOKS:

1) 2) 3)
WEBSITES: www.google.com

Human Resorce Management (3rd.ed.) TATA Mc Graw HILL. Human Resource Management(10th.ed.) Gary Dessler. Organizatinal Behaviour (10th .ed.) Mc Graw HILL.

www.answers.com www.humancapitalonline.com www.barclays.in www.barclayscard.in