A Report on Organizational Behaviour @

A report submitted in Partial Fulfillment of the Requirement of MBA Programme of ICFAI Business School

SUBMITTED TO:

SUBMITTED BY: ANURAG MEHTA 08BS0000494

ACKNOWLEDGEMENT

We would like to express our sincere gratitude to all the people who have contributed towards the successful completion of our project. We would like to extend our heartfelt thanks to Mr. Deepak Kumar Chauhan,Senior Investment Manager of HDFC Bank for giving us his valuable time and support to interact with the employees of the company and providing us with the right platform to carry out our research smoothly. Last but not the least, we would like to express our sincere gratitude to our Organizational Behavior faculty, Mrs. Anupama Raina, for nurturing a congenial yet competitive environment in the class which motivates all students to work in the best of their abilities. We are grateful to her for providing us with right guidance and expertise that has led to the timely completion of the project.

COMPANY PROFILE
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in the private sector, as part of the RBI's liberalisation of the Indian
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Banking Industry in 1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank commenced operations as a Scheduled Commercial Bank in January 1995. HDFC Bank began operations in 1995 with a simple mission: to be a "Worldclass Indian Bank". They realised that only a single-minded focus on product quality and service excellence would help them get there. Today, they are proud to say that they are well on our way towards that goal. It is extremely gratifying that their efforts towards providing customer convenience have been appreciated both nationally and internationally. HDFC bank has been showered with a number of awards, consisting of The Best Employer Award in 2007-2008.

ABOUT THE SUBJECT
Organizational studies, organizational behavior, and organizational theory is the systematic study and careful application of knowledge about how people - as individuals and as groups - act within organization..

Organizational studies encompasses the study of organizations from multiple viewpoints, methods, and levels of analysis.

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Whenever people interact in organizations, many factors come into play. Modern organizational studies attempt to understand and model these factors. Like all modernist social sciences, organizational studies seeks to control, predict, and explain.

A HISTORY OF THE SUBJECT
The Greek philosopher Plato wrote about the essence of leadership. Aristotle addressed the topic of persuasive communication. The writings of 16th century Italian philosopher Niccolò Machiavelli laid the foundation for contemporary work on organizational power and politics. In 1776, Adam Smith advocated a new form of organizational structure based on the division of labour. One hundred years later, German sociologist Max Weber wrote about rational organizations and initiated discussion of charismatic leadership. Soon after, Frederick Winslow Taylor introduced the systematic use of goal setting and rewards to motivate employees. In the 1920s, Australian-born Harvard professor Elton Mayo and his colleagues conducted productivity studies at Western Electric's Hawthorne plant in the United States. After the First World War, the focus of organizational studies shifted to analysis of how human factors and psychology affected organizations, a transformation propelled by the identification of the Hawthorne Effect. This Human Relations Movement focused on teams, motivation, and the actualization of the goals of individuals within organizations. Prominent early scholars included Chester Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow, David McClelland, and Victor Vroom.

MAIN CONTRIBUTORS TO THE FIELD
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Frederick Winslow Taylor (1856-1915): Taylor was the first person who attempted to study human behavior at work using a systematic approach. Taylor studied human characteristics, social environment, task, physical environment, capacity, speed, durability, cost and their interaction with each other. His overall objective was to reduce and/or remove human variability. Taylor worked to achieve his goal of making work behaviors stable and predictable so that maximum output could be achieved. He relied strongly upon monetary incentive systems, believing that humans are primarily motivated by money. He faced some strong criticism, including being accused of telling managers to treat workers as machines without minds, but his work was very productive and laid many foundation principles for modern management study.

Elton Mayo: Elton Mayo, an Australian national, headed the Hawthorne Studies at Harvard. In his classic writing in 1931, Human Problems of an Industrial Civilization, he advised managers to deal with emotional needs of employees at work. Mary Parker Follett: Mary Parker Follett was a pioneer management consultant in the industrial world. As a writer, she provided analyses on workers as having complex combinations of attitude, beliefs, and needs. She told managers to motivate employees on their job performance, a "pull" rather than a "push" strategy. Douglas McGregor: Douglas McGregor proposed two theories/assumptions, which are very nearly the opposite of each other, about human nature based on his experience as a management consultant. His first theory was “Theory X”, which is pessimistic and negative; and according to McGregor it is how managers traditionally perceive
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their workers. Then, in order to help managers replace that theory/assumption, he gave “Theory Y” which takes a more modern and positive approach. He believed that managers could achieve more if managers start perceiving their employees as self-energized, committed, responsible and creative beings. By means of his Theory Y, he in fact challenged the traditional theorists to adopt a developmental approach to their employees. He also wrote a book The Human Side of Enterprise in 1960; this book has become a foundation for the modern view of employees at work.

CURRENT SCENARIO:
Organizational behaviour is currently a growing field. Organizational studies departments generally form part of business schools, although many universities also have industrial psychology and industrial economics programs. The field is highly influential in the business world with practitioners like Peter Drucker and Peter Senge, who turned the academic research into business practices. Organizational behaviour is becoming more important in the global economy as people with diverse backgrounds and cultural values have to work together effectively and efficiently. It is also under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions During last 20 years organizational behavior study and practice has developed and expanded through creating integrations with other domains:

Anthropology became an interesting prism to understanding firms as communities, by introducing concepts like Organizational culture,
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'organizational rituals' and 'symbolic acts' enabling new ways to understand organizations as communities.

Leadership Understanding the crucial role of leadership at various level of an organization in the process of change management. Ethics and their importance as pillars of any vision and one of the most important driving forces in an organization.

ORGANIZATIONAL CULTURE
Organizational culture is a concept in the field of Organizational studies and management which describes the attitudes, experiences, beliefs and values of an organization. It has been defined as "the specific collection of values and norms that are shared by people and groups in an organization and that control the way they interact with each other and with stakeholders outside the organization Strong culture is said to exist where staff respond to stimulus because of their alignment to organizational values. Conversely, there is weak culture where there is little alignment with organizational values and control must be exercised through extensive procedures and bureaucracy. Where culture is strong—people do things because they believe it is the right thing to do—there is a risk of another phenomenon, Groupthink. "Groupthink" was described by Irving L. Janis. He defined it as "...a quick and easy way to refer to a mode of thinking that people engage when they are deeply involved in a cohesive ingroup, when members' strivings for unanimity override their motivation to realistically appraise alternatives of action." This is a state where people, even if
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they have different ideas, do not challenge organizational thinking, and therefore there is a reduced capacity for innovative thoughts. This could occur, for example, where there is heavy reliance on a central charismatic figure in the organization, or where there is an evangelical belief in the organization’s values, or also in groups where a friendly climate is at the base of their identity (avoidance of conflict). In fact groupthink is very common, it happens all the time, in almost every group. Members that are defiant are often turned down or seen as a negative influence by the rest of the group, because they bring conflict. Innovative organizations need individuals who are prepared to challenge the status quo—be it groupthink or bureaucracy, and also need procedures to implement new ideas effectively.

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ORGANIZATIONAL EFFECTIVENESS
Organizational effectiveness is the concept of how effective an organization is in achieving the outcomes the organization intends to produce. The idea of organizational effectiveness is especially important for non-profit organizations as most people who donate money to non-profit organizations and charities are interested in knowing whether the organization is effective in accomplishing its goals. An organization's effectiveness is also dependent on its communicative competence and ethics. The relationship between these three is simultaneous. Ethics is a foundation found within organizational effectiveness. An organization must exemplify respect, honesty, integrity and equity to allow communicative competence with the participating members. Along with ethics and communicative competence, members in that particular group can finally achieve their intended goals. Organizational effectiveness is an abstract concept and is basically impossible to measure. Instead of measuring organizational effectiveness, the organization determines proxy measures which will be used to represent effectiveness. Proxy measures used may include such things as number of people served, types and sizes of population segments served, and the demand within those segments for the services the organization supplies.
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For instance, a non-profit organization which supplies meals to house bound people may collect statistics such as the number of meals cooked and served, the number of volunteers delivering meals, the turnover and retention rates of volunteers, the demographics of the people served, the turnover and retention of consumers, the number of requests for meals turned down due to lack of capacity (amount of food, capacity of meal preparation facilities, and number of delivery volunteers), and amount of wastage. Since the organization has as its goal the preparation of meals and the delivery of those meals to house bound people, it measures its organizational effectiveness by trying to determine what actual activities the people in the organization do in order to generate the outcomes the organization wants to create. Activities such as fundraising or volunteer training are important because they provide the support needed for the organization to deliver its services but they are not the outcomes per se. These other activities are overhead activities which assist the organization in achieving its desired outcomes.

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EMPLOYEE ENGAGEMENT
Employee engagement is a concept that is generally viewed as managing discretionary effort, that is, when employees have choices, they will act in a way that furthers their organization's interests. An engaged employee is a person who is fully involved in, and enthusiastic about, his or her work. Engaged employees care about the future of the company and are willing to invest the discretionary effort. Engaged employees feel a strong emotional bond to the organization that employs them.

FACTORS AFFECTING EMPLOYEE ENGAGEMENT:
• Employee perceptions of job importance. • Employee clarity of job expectations. "If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed." • Career advancement/improvement opportunities. "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings." • Regular feedback and dialogue with superiors. "Feedback is the key to giving employees a sense of where they’re going, but many organizations are remarkably bad at giving it. "'What I really wanted to hear was 'Thanks. You did a good job.' But all my boss did was hand me a check.' • Quality of working relationships with peers, superiors, and subordinates. "...if employees' relationship with their managers is fractured, then no
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amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss." • Perceptions of the ethos and values of the organization.

Effective Internal Employee Communications - which convey a clear description of "what's going on". "'If you accept that employees want to be involved in what they are doing then this trend is clear (from small businesses to large global organizations). The effect of poor internal communications is seen as its most destructive in global organizations which suffer from employee annexation - where the head office in one country is buoyant (since they are closest to the action, know what is going on, and are heavily engaged) but its annexes (who are furthest away from the action and know little about what is happening) are dis-engaged. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low engagement to its poor performance... when its poor performance is really due to its poor communications.

OBJECTIVES OF THE STUDY
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The objective of the study is the purpose for which the study is conducted and it is undertaken. The objective decides the procedure and the path which will be taken for the study. The objective is the base on which the foundation of the study is built. The objective should be decided with utmost concentration and due consideration. The objective of our study is:

• To analyze the organizational culture in HDFC Bank

To analyze the employee engagement in HDFC Bank

• To analyze organizational effectiveness in HDFC Bank

METHODOLOGY OF THE STUDY

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Methodology refers to more than a simple set of methods; rather it refers to the rationale and the philosophical assumptions that underlie a particular study. This is why scholarly literature often includes a section on the methodology of the researchers. For the purpose of this study, the type of research undertaken was primary research, which comprised of collecting information through questionnaires from the selected sample. Primary research is more detailed and it involves getting close information from the sample directly.

PROCEDURE OF THE STUDY:
The study was conducted by getting questionnaires filled by HDFC Bank employees. Then the data collected was tabulated and various tools like SPSS and Microsoft Excel were used for the quantification of the data collected.

INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS: The employees of HDFC Bank, who were selected as a part of the sample, were told to fill the questionnaires with legitimate details in the questionnaire. The sample individuals were also requested to give the true and fair picture of the organization and the working environment of the organization, as this would help us in getting a fair picture of the organization and help us get the true findings from the study.

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DATA COLLECTED, QUANTIFICATION AND INFERENCE

QUESTIONNAIRE – 1—EMPLOYEE ENGAGEMENT QUESTION -- 1

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Does your work group plan together and coordinate its efforts?

Frequency indifferent Agree strongly agree Total 1 8 1 10

Percent 10.0 80.0 10.0 100.0

Valid Percent 10.0 80.0 10.0 100.0

Cumulative Percent 10.0 90.0 100.0

INFERENCE: From the above findings of the question, the inference that can be drawn is
that most of the employees think or consider that there is planning and coordination among the various workgroup of the organization. 80% of the total sample agree that there is planning and coordination among the various workgroups in an organization.
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QUESTION-- 2
Does your work group make good decisions and solve problems well?

Frequency Indifferent Agree strongly agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

Cumulative Percent 10.0 70.0 100.0

INFERENCE: The inference drawn is that a majority of the employees feel that their
workgroup makes good decisions and solves problems well. but there is no one who is against this statement.
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QUESTION -- 3
Is information about important events and situations shared within your workgroup?

Frequency Valid disagree indifferent Agree strongly agree Total 1 2 3 4 10

Percent 10.0 20.0 30.0 40.0 100.0

Valid Percent 10.0 20.0 30.0 40.0 100.0

Cumulative Percent 10.0 30.0 60.0 100.0

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INFERENCE: The findings of this question show us that information in the organization is

shared in the organization to an extent. 40% strongly agree. 30% agree, and there is also a major part(30%) of the employees who disagree or are indifferent. QUESTION -- 4

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Does your workgroup feel responsible for meeting its objectives successfully?

Frequency Valid indifferent disagree strongly disagree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

Cumulative Percent 20.0 80.0 100.0

INFERENCE:The inference that can be drawn is that the workgroup does not feel
responsible about achieving its objectives successfully, but there is also a combined chunk of

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employees(40%), who think that the workgroups do feel responsible to meet the objectives successfully. QUESTION -- 5
Is your workgroup able to respond to unsual work demands placed upon it?

Frequency Valid indifferent Agree Total 6 4 10

Percent 60.0 40.0 100.0

Valid Percent 60.0 40.0 100.0

Cumulative Percent 60.0 100.0

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INFERENCE: the inference is that, if unusual demands are placed upon the workgroup, the
group is either unsuccessful or any type of unusual demand is not placed on it. QUESTION –6
Do you have confidence and trust in the persons in your workgroup?

Frequency Valid Disagree Indifferent Agree strongly agree Total 2 3 2 3 10

Percent 20.0 30.0 20.0 30.0 100.0

Valid Percent 20.0 30.0 20.0 30.0 100.0

Cumulative Percent 20.0 50.0 70.0 100.0

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INFERENCE: The answer to this question came as a mixed response. Same proportion of
individuals agreed strongly and were indifferent about it. But, the difference between those who agree and disagree is only 10%, which shows that there is distrust among individuals in the workgroups.

QUESTION -- 7
Overall, are you satisfied with the persons in your workgroup?

Frequency Indifferent Agree strongly agree Total 3 4 3 10

Percent 30.0 40.0 30.0 100.0

Valid Percent 30.0 40.0 30.0 100.0

Cumulative Percent 30.0 70.0 100.0

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INFERENCE: Majority of the people in the organization are satisfied with the persons in
their workgroups. But 1/3rd of the employees are indifferent towards this.

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QUESTION – 8
Overall, are you satisfied with your boss?

Frequency Valid indifferent Agree strongly agree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

Cumulative Percent 20.0 80.0 100.0

INFERENCE: Most of the employees (80%), are satisfied with their bosses.
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QUESTION -- 9
Overall, are you satisfied with your job?

Frequency Agree strongly agree Total 7 3 10

Percent 70.0 30.0 100.0

Valid Percent 70.0 30.0 100.0

Cumulative Percent 70.0 100.0

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INFERENCE: All the employees are satisfied with their jobs. There is no employee who is
dissatisfied.

QUESTION -- 10
Overall, are you satisfied with this organization?

Frequency Valid Indifferent Agree strongly agree Total 1 7 2 10

Percent 10.0 70.0 20.0 100.0

Valid Percent 10.0 70.0 20.0 100.0

Cumulative Percent 10.0 80.0 100.0

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INFERENCE:A majority of the employees (90%), are satisfied with the organization. Only
10% are indifferent and there is no one who is dissatisfied.

QUESTION -- 11

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Are you satisfied with the progress you have made in this organization up till now?

Frequency Valid Disagree indifferent Agree strongly agree Total 1 2 5 2 10

Percent 10.0 20.0 50.0 20.0 100.0

Valid Percent 10.0 20.0 50.0 20.0 100.0

Cumulative Percent 10.0 30.0 80.0 100.0

INFERENCE: A majority of the employees are satisfied with the progress they have made in
the organization. This proves that the organization provides ample growth opportunities to its
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employees.

QUESTION -- 12
Are you satisfied with your chance for getting ahead in the organization in the future?

Frequency Valid disagree indifferent Agree Total 1 6 3 10

Percent 10.0 60.0 30.0 100.0

Valid Percent 10.0 60.0 30.0 100.0

Cumulative Percent 10.0 70.0 100.0

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INFERENCE: Majority of the employees are indifferent towards their chance of getting
ahead in the organization. QUESTION -- 13

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Is this organization effective in getting you to meet its needs and contribute to its effectiveness?

Frequency Valid disagree indifferent Agree strongly agree Total 1 2 6 1 10

Percent 10.0 20.0 60.0 10.0 100.0

Valid Percent 10.0 20.0 60.0 10.0 100.0

Cumulative Percent 10.0 30.0 90.0 100.0

INFERENCE: Most of the employees, (70%), agree that the organization is effective in
getting its employees to meet its needs. Only a small %ge, (10%), disagree.

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QUESTION -- 14
Does this organization do a good job of meeting your needs as an individual?

Frequency Valid indifferent Agree strongly agree Total 2 6 2 10

Percent 20.0 60.0 20.0 100.0

Valid Percent 20.0 60.0 20.0 100.0

Cumulative Percent 20.0 80.0 100.0

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INFERENCE: The organization does a good job of meeting the needs of its employees and
that is why it was found in the earlier question that the employees were satisfies with their jobs. QUESTION – 15
The goals of this team are well defined

Frequency Valid indifferent Agree strongly agree Total 2 5 3 10

Percent 20.0 50.0 30.0 100.0

Valid Percent 20.0 50.0 30.0 100.0

Cumulative Percent 20.0 70.0 100.0

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INFERENCE: The majority of the employees consider that goals are well defined. From this
we can infer that the organization is successful in communicating the goals to its employees. QUESTION -- 16

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The team has enough freedom to decide its sway of working

Frequency Valid strongly disagree disagree indifferent Agree Total 1 1 5 3 10

Percent 10.0 10.0 50.0 30.0 100.0

Valid Percent 10.0 10.0 50.0 30.0 100.0

Cumulative Percent 10.0 20.0 70.0 100.0

INFERENCE: Not many employees feel there is enough freedom in the teams in the
organization.
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QUESTION – 17
Members generally avoid discussing the problems facing the team.

Frequency Valid strongly disagree Disagree Indifferent Agree Total 2 5 1 2 10

Percent 20.0 50.0 10.0 20.0 100.0

Valid Percent 20.0 50.0 10.0 20.0 100.0

Cumulative Percent 20.0 70.0 80.0 100.0

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INFERENCE: The majority of the employees disagree with this statement. This shows that,
when faced with a problem, the team discusses them and tries to find a solution to them. QUESTION -- 18
There is confusion amongst the team members about its main tasks.

Frequency Valid strongly disagree disagree indifferent Agree Total 4 1 3 2 10

Percent 40.0 10.0 30.0 20.0 100.0

Valid Percent 40.0 10.0 30.0 20.0 100.0

Cumulative Percent 40.0 50.0 80.0 100.0

INFERENCE: It is clear from the table and the graph that the majority of the group, is either
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disagreeing to this or is indifferent to the statement. Only 20% of the employees agree to it. This shows that there is good communication in the organization and there is minimal confusion.

QUESTION -- 19
The sense of responsibility and accountability is pretty high amongst the team members.

Frequency disagree Valid indifferent Agree strongly agree Total 1 2 5 2 10

Percent 10.0 20.0 50.0 20.0 100.0

Valid Percent 10.0 20.0 50.0 20.0 100.0

Cumulative Percent 10.0 30.0 80.0 100.0

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INFERENCE: The above data shows that there is a high sense of responsibility among the
team members and that the team members are responsible about their tasks.

QUESTION -- 20

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The team only carries out tasks given to it; it cannot decide its own priorities.

Frequency Valid disagree indifferent Agree strongly agree Total 3 4 2 1 10

Percent 30.0 40.0 20.0 10.0 100.0

Valid Percent 30.0 40.0 20.0 10.0 100.0

Cumulative Percent 30.0 70.0 90.0 100.0

INFERENCE: The answer to this question is varied and most of the employees are either
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indifferent or they disagree to it. But this shows that the team, carries out the tasks assigned to it, but along with it, they can decide on priorities for themselves only to a certain extent. QUESTION -- 21
The team generates alternative solutions for a problem.

Frequency Valid disagree indifferent Agree strongly agree Total 1 2 3 4 10

Percent 10.0 20.0 30.0 40.0 100.0

Valid Percent 10.0 20.0 30.0 40.0 100.0

Cumulative Percent 10.0 30.0 60.0 100.0

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INFERENCE: The team is creative and self sufficient and it feels that it can generate
alternative solutions for the problems it faces.

QUESTION -- 22
In the group, the task is divided into small teams.

Frequency Valid disagree indifferent Agree strongly agree Total 1 1 6 2 10

Percent 10.0 10.0 60.0 20.0 100.0

Valid Percent 10.0 10.0 60.0 20.0 100.0

Cumulative Percent 10.0 20.0 80.0 100.0

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INFERENCE: The above data shows that the majority (more than 80%) of the employees
feel that the tasks assigned to it are divided into smaller teams. QUESTION -- 23

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No one cares to assess the true achievement of the goals of the team.

Frequency Valid strongly disagree disagree indifferent strongly agree Total 1 6 2 1 10

Percent 10.0 60.0 20.0 10.0 100.0

Valid Percent 10.0 60.0 20.0 10.0 100.0

Cumulative Percent 10.0 70.0 90.0 100.0

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INFERENCE: From the above data it can be inferred that there is assessment of the groups
achievements and there is care taken to recognize the efforts of the groups. QUESTION -- 24
Each member in the team knows what his/her role in the team is.

Frequency Valid indifferent Agree strongly agree Total 2 7 1 10

Percent 20.0 70.0 10.0 100.0

Valid Percent 20.0 70.0 10.0 100.0

Cumulative Percent 20.0 90.0 100.0

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INFERENCE: This data shows that there is role clarity among the members of the team and
this allows the team to perform the tasks better. QUESTION -- 25

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Members of the team are not clear how to work towards the team goal.

Frequency Valid strongly disagree disagree indifferent Agree Total 2 3 4 1 10

Percent 20.0 30.0 40.0 10.0 100.0

Valid Percent 20.0 30.0 40.0 10.0 100.0

Cumulative Percent 20.0 50.0 90.0 100.0

INFERENCE: The answer to this question is a mixed answer. The majority of the team
members feel that they are not clear about how to achieve their goals. This shows a lack of direction among the team members with respect to the execution of the tasks.
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QUESTION -- 26
The team does not have autonomy in vital aspects of its working.

Frequency Valid strongly disagree disagree indifferent Agree Total 2 3 3 2 10

Percent 20.0 30.0 30.0 20.0 100.0

Valid Percent 20.0 30.0 30.0 20.0 100.0

Cumulative Percent 20.0 50.0 80.0 100.0

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INFERENCE:The data above shows that the team does not have freedom in its working and
and the vital aspects. This fact has been resonated in earlier questions also. It shows that the power structure is high in the organization. QUESTION -- 27

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Members in this group do not hesitate to express their differences with each other.

Frequency Valid disagree indifferent Agree strongly agree Total 3 5 1 1 10

Percent 30.0 50.0 10.0 10.0 100.0

Valid Percent 30.0 50.0 10.0 10.0 100.0

Cumulative Percent 30.0 80.0 90.0 100.0

INFERENCE: It can be inferred from the above data that the members of the group hesitate
to express their differences with each other. This may result in low group affiliation and affect
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the mood of the group. If this situation persists for a long time, there might be an outburst of the pent-up anger which might be bad for the group.

Questionnaire 2
Set 1

(a)

No consideration is given to the values in this organization

Frequency not so true least true Total 3 7 10

Percent 30.0 70.0 100.0

Valid Percent 30.0 70.0 100.0

Cumulative Percent 30.0 100.0

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INFERENCE:

In the organization employees strongly believe that consideration is given to the values

(b)
Values are not shared in the organization Cumulative Frequency good description not so true least true Total 1 6 3 10 Percent 10.0 60.0 30.0 100.0 Valid Percent 10.0 60.0 30.0 100.0 Percent 10.0 70.0 100.0

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INFERENCE:
In the organization majority of the people believe that values are shared in the organization.

(c)

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Values are shared only at the top level Cumulative Frequency accurate good description not so true Total 2 7 1 10 Percent 20.0 70.0 10.0 100.0 Valid Percent 20.0 70.0 10.0 100.0 Percent 20.0 90.0 100.0

INFERENCE:
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In the organization majority of employees believe that values are shared only at the top level which is a major drawback. Values should be shared at all the levels of the organization to motivate the employees to work towards a common goal.

(d)
Organizational values are widely shared in the organization Cumulative Frequency accurate good description not so true Total 7 2 1 10 Percent 70.0 20.0 10.0 100.0 Valid Percent 70.0 20.0 10.0 100.0 Percent 70.0 90.0 100.0

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INFERENCE:
From the survey it is clearly observed that in this organization the values are widely shared. According to ranks given to the questions in Set 1 it is clearly observed that organizational values are widely shared and due consideration is given to them.

Set-2

(a)
The size of a room and its furniture, is according to a person's rank Cumulative Frequency accurate good description not so true least true Total 3 1 4 2 10 Percent 30.0 10.0 40.0 20.0 100.0 Valid Percent 30.0 10.0 40.0 20.0 100.0 Percent 30.0 40.0 80.0 100.0

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INFERENCE:

In the organization employees cabins are not according to the person’s rank. There are open cabins being used by all the employees which promote informality in communication between employees.

(b)

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Each senior member has a room with a large table and space for holding meetings Cumulative Frequency Accurate good description not so true least true Total 2 1 2 5 10 Percent 20.0 10.0 20.0 50.0 100.0 Valid Percent 20.0 10.0 20.0 50.0 100.0 Percent 20.0 30.0 50.0 100.0

INFERENCE:
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In the organization senior members don’t have a room with large tables and space for holding meetings. During the survey, it was observed that from senior managers to the consultants each had an open cabin.

(c)
Generally, small tables are used by managers Cumulative Frequency accurate good description not so true least true Total 1 4 4 1 10 Percent 10.0 40.0 40.0 10.0 100.0 Valid Percent 10.0 40.0 40.0 10.0 100.0 Percent 10.0 50.0 90.0 100.0

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INFERENCE:

According to the survey conducted it was seen that the managers were not satisfied with the size of their tables. They felt that according to their post they should have been provided with a bigger table where as on the other hand the subordinates felt that the tables provided to the managers were sufficiently large.

(d)

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Large working tables are used here. Cumulative Frequency accurate good description least true Total 4 4 2 10 Percent 40.0 40.0 20.0 100.0 Valid Percent 40.0 40.0 20.0 100.0 Percent 40.0 80.0 100.0

INFERENCE:

In the organization most of the employees felt that large working tables are used since bigger tables are provided to the managers.

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Set 3

(a)
The dominant belief here is that things don’t happen, you make them happen Cumulative Frequency Accurate good description not so true least true Total 1 4 1 4 10 Percent 10.0 40.0 10.0 40.0 100.0 Valid Percent 10.0 40.0 10.0 40.0 100.0 Percent 10.0 50.0 60.0 100.0

INFERENCE:
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In the organization some employees believe that you have to work to achieve the desired goals while an equal number of employees agree that goals can be achieved automatically without putting any hard work.

(b)
The belief here is that most things depend on the top management. Cumulative Frequency Accurate good description not so true Total 5 1 4 10 Percent 50.0 10.0 40.0 100.0 Valid Percent 50.0 10.0 40.0 100.0 Percent 50.0 60.0 100.0

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INFERENCE:
In the organization employees strongly believe that a lot many things such as promotions, pay hikes, incentives and so on depends on the top management.

(c)
People believe that the major constraints are managerial. Cumulative Frequency good description not so true Total 5 5 10 Percent 50.0 50.0 100.0 Valid Percent 50.0 50.0 100.0 Percent 50.0 100.0

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INFERENCE:
In the organization 50% of the employees believe that major constraints are managerial and 50% of them think that they are not managerial, they depend on other factors.

(d)

65

People believe there are too many external constraints, which are difficult to fight Cumulative Frequency accurate least true Total 3 7 10 Percent 30.0 70.0 100.0 Valid Percent 30.0 70.0 100.0 Percent 30.0 100.0

INFERENCE:
66

During our survey we found out that the employees of HDFC Bank believes that it is not difficult to fight external constraints, they can be easily overcome.

Set 4

(a)
The leaders here expect to be implicitly obeyed. Cumulative Frequency accurate good description not so true least true Total 1 1 5 3 10 Percent 10.0 10.0 50.0 30.0 100.0 Valid Percent 10.0 10.0 50.0 30.0 100.0 Percent 10.0 20.0 70.0 100.0

INFERENCE:
67

In the organization there is a friendly and informal environment the leaders here don’t expect to be implicitly obeyed.

(b)
The leaders here are role models for their people Cumulative Frequency good description not so true least true Total 2 5 3 10 Percent 20.0 50.0 30.0 100.0 Valid Percent 20.0 50.0 30.0 100.0 Percent 20.0 70.0 100.0

68

INFERENCE::
In the organization employees believe that the leaders are not role model for their people.

(c)

69

People are expected to follow the proper channels that have been laid down. Cumulative Frequency accurate good description least true Total 5 2 3 10 Percent 50.0 20.0 30.0 100.0 Valid Percent 50.0 20.0 30.0 100.0 Percent 50.0 70.0 100.0

INFERENCE:
70

In the organization people are required to follow the channels that have been laid down for smooth and effective functioning of the organization.

(d)
The leaders set the standards of performance. Cumulative Frequency accurate good description least true Total 4 5 1 10 Percent 40.0 50.0 10.0 100.0 Valid Percent 40.0 50.0 10.0 100.0 Percent 40.0 90.0 100.0

71

INFERENCE:
In the organization the team leaders set the standards of performance and subordinates follow them it can be observed that only 10% of the people don’t agree to this fact.

Set 5

(a)

72

In meetings, people sit wherever they can find place. Cumulative Frequency accurate good description not so true least true Total 4 1 4 1 10 Percent 40.0 10.0 40.0 10.0 100.0 Valid Percent 40.0 10.0 40.0 10.0 100.0 Percent 40.0 50.0 90.0 100.0

INFERENCE:
It can be observed that during meetings among same level of managers people sit wherever they can find place whereas during meeting with senior mangers people sit according to their post.

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(b)
People are indifferent to meetings and try to avoid them. Cumulative Frequency accurate good description not so true least true Total 1 6 1 2 10 Percent 10.0 60.0 10.0 20.0 100.0 Valid Percent 10.0 60.0 10.0 20.0 100.0 Percent 10.0 70.0 80.0 100.0

INFERENCE:
In the organization 60% of the employees try to avoid meeting and are indifferent to meetings.
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(c)
There ia an implicit hierarchy in the seating pattern at meetings. Cumulative Frequency Accurate good description not so true least true Total 3 1 4 2 10 Percent 30.0 10.0 40.0 20.0 100.0 Valid Percent 30.0 10.0 40.0 20.0 100.0 Percent 30.0 40.0 80.0 100.0

INFERENCE:
75

In the organization a majority of employees believe that during meetings there is no implicit hierarchy in the seating patterns.

(d)
In meetings, seats for those at top are fixed. Generally, meetings are not held without top managers. Cumulative Frequency accurate good description not so true least true Total 2 2 1 5 10 Percent 20.0 20.0 10.0 50.0 100.0 Valid Percent 20.0 20.0 10.0 50.0 100.0 Percent 20.0 40.0 50.0 100.0

76

INFERENCE:
In the organization basically there is an informal environment. For example during meetings no fixed sitting plans are formed.

Set 6

(a)

77

The customer is regarded as a most important person here. Cumulative Frequency Accurate good description not so true least true Total 5 2 1 2 10 Percent 50.0 20.0 10.0 20.0 100.0 Valid Percent 50.0 20.0 10.0 20.0 100.0 Percent 50.0 70.0 80.0 100.0

INFERENCE:
During the survey we found that the majority of the employee’s feels that the customer is regarded the most important person in their organization.

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(b)
A good products given the highest importance Cumulative Frequency Accurate good description not so true least true Total 1 2 5 2 10 Percent 10.0 20.0 50.0 20.0 100.0 Valid Percent 10.0 20.0 50.0 20.0 100.0 Percent 10.0 30.0 80.0 100.0

INFERENCE:
According to the survey a good product was given importance but not the highest importance as other factors were given more importance like customers.
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(c)
Rules and regulations are given high importance Cumulative Frequency Accurate good description not so true least true Total 1 5 1 3 10 Percent 10.0 50.0 10.0 30.0 100.0 Valid Percent 10.0 50.0 10.0 30.0 100.0 Percent 10.0 60.0 70.0 100.0

INFERENCE:
80

In the organization a majority of employees believe that rules and regulations are given high importance which means that there is discipline in the organization.

(d)
The Chief Executive is the most important here. Cumulative Frequency Accurate good description not so true least true Total 2 2 3 3 10 Percent 20.0 20.0 30.0 30.0 100.0 Valid Percent 20.0 20.0 30.0 30.0 100.0 Percent 20.0 40.0 70.0 100.0

81

INFERENCE:
Set 7

Form the survey it is clearly seen that chief executive is not important.

(a)

82

Most communication is generated at the meetings of top people. Cumulative Frequency good description not so true least true Total 5 3 2 10 Percent 50.0 30.0 20.0 100.0 Valid Percent 50.0 30.0 20.0 100.0 Percent 50.0 80.0 100.0

INFERENCE:
In the organization a majority of employees believe that communication is generated at the meetings of top people.

(b)
83

All communication is in writing and through memos. Cumulative Frequency Accurate good description not so true least true Total 1 2 4 3 10 Percent 10.0 20.0 40.0 30.0 100.0 Valid Percent 10.0 20.0 40.0 30.0 100.0 Percent 10.0 30.0 70.0 100.0

INFERENCE:
84

In the organization communication is mainly verbal it is not through writing and memos. This shows that there is an informal environment in the organization.

(c)
There is not much work related communication among people. Cumulative Frequency accurate good description not so true least true Total 2 1 3 4 10 Percent 20.0 10.0 30.0 40.0 100.0 Valid Percent 20.0 10.0 30.0 40.0 100.0 Percent 20.0 30.0 60.0 100.0

INFERENCE:
85

In the organization a majority of employees believe that there is only work related communication among people.

(d)
People communicate with one another to solve problems. Cumulative Frequency accurate good description not so true Total 6 2 2 10 Percent 60.0 20.0 20.0 100.0 Valid Percent 60.0 20.0 20.0 100.0 Percent 60.0 80.0 100.0

86

INFERENCE:

In the organization employees coordinate and communicate with one another to solve problems.Which shows that in the organization there is team work and unity while solving problems.

Set 8

(a)

87

A lot of attention is given to updating technology. Cumulative Frequency accurate good description not so true least true Total 4 3 2 1 10 Percent 40.0 30.0 20.0 10.0 100.0 Valid Percent 40.0 30.0 20.0 10.0 100.0 Percent 40.0 70.0 90.0 100.0

INFERENCE:
During our survey we found out that the employees feel that HDFC Bank pays a lot of attention to updating technology.

88

(b)
The top management have parties to celebrate good performance of the orgn. Cumulative Frequency Accurate good description not so true least true Total 2 3 2 3 10 Percent 20.0 30.0 20.0 30.0 100.0 Valid Percent 20.0 30.0 20.0 30.0 100.0 Percent 20.0 50.0 70.0 100.0

INFERENCE:
89

During our survey we found out that the top management has parties to celebrate good performance of the organization this creates a healthy environment which motivates employees to perform better

(c)
High performance is celebrated with everybody joining in. Cumulative Frequency accurate good description least true Total 3 4 3 10 Percent 30.0 40.0 30.0 100.0 Valid Percent 30.0 40.0 30.0 100.0 Percent 30.0 70.0 100.0

90

INFERENCE:
In this organization the work environment is very informal and friendly .Employees celebrate high performance of the organization.

(d)
People are busy streamlining rules and regulations. Cumulative Frequency good description not so true least true Total 2 5 3 10 Percent 20.0 50.0 30.0 100.0 Valid Percent 20.0 50.0 30.0 100.0 Percent 20.0 70.0 100.0

91

INFERENCE:
During our survey we found that people are concerned about their work and not busy with streamlining rules and regulation. QUESTIONNAIRE -- NO.3 -- EMPLOYEE EFFECTIVENESS QUESTION - 1

92

Do you know what is expected of you at work?

Frequency very much much very little Total 7 2 1 10

Percent 70.0 20.0 10.0 100.0

Valid Percent 70.0 20.0 10.0 100.0

Cumulative Percent 70.0 90.0 100.0

INFERENCE: About 70% of the people know exactly what organization expect from them, 20% more or less know, and only few of them are unaware of it. On the whole every employee of the firm is aware of their work.

QUESTION - 2
93

Do you have the materials and equipment you need to do your work right?

Frequency very much much somewhat little Total 2 6 1 1 10

Percent 20.0 60.0 10.0 10.0 100.0

Valid Percent 20.0 60.0 10.0 10.0 100.0

Cumulative Percent 20.0 80.0 90.0 100.0

94

INFERENCE: Most of the employees are fully satisfied with the avaibility of the materials and equipments, most of the employee are not fully but still satisfied and rare of them think that materiaks and equipments are not upto the mark. QUESTION - 3
At work, do you have the opportunity to do what you do best everyday ?

Frequency very much much somewhat Total 2 5 3 10

Percent 20.0 50.0 30.0 100.0

Valid Percent 20.0 50.0 30.0 100.0

Cumulative Percent 20.0 70.0 100.0

INFERENCE:
95

Not very much employee feels that they get the opportunity to deliver their best (20%), majority of population feels that they get enough opportunity, but still a bunch of people doesn’t feel like that. QUESTION - 4
In the last & days, have you recieved praise or recognition for doing good work?

Frequency very much much somewhat Little Total 1 5 3 1 10

Percent 10.0 50.0 30.0 10.0 100.0

Valid Percent 10.0 50.0 30.0 10.0 100.0

Cumulative Percent 10.0 60.0 90.0 100.0

96

INFERENCE :When coming to praise we got a very mixed reaction as not very employee agree that they get the proper recognization of their work, only 10% people feel that they get praise and appreciation of what they think they must get, 50% think they get it but not upto their mark, and a big group feels that they get very little or no appreciation for their work. QUESTION - 5

97

Does your supervisor, or someone at work, seems to care about you as a person?

Frequency very much Much Somewhat Little Total 3 3 3 1 10

Percent 30.0 30.0 30.0 10.0 100.0

Valid Percent 30.0 30.0 30.0 10.0 100.0

Cumulative Percent 30.0 60.0 90.0 100.0

INFERENCE :Here we got a very mix reaction almost equal in every respect. 30% employee feel that they get full support and help from their superior,30% feels they get enoufh support, 40%(30%+10%) feel they get little or no support.
98

QUESTION - 6
Is there someone at work who encourages your development?

Frequency very much much somewhat Little Total 3 5 1 1 10

Percent 30.0 50.0 10.0 10.0 100.0

Valid Percent 30.0 50.0 10.0 10.0 100.0

Cumulative Percent 30.0 80.0 90.0 100.0

INFERENCE: Most of the people feels that they are encouraged by someone. and only few think that there is no one to encourage them.

99

QUESTION - 7
At work, do your opinions seem to count?

Frequency very much Much somewhat Little Total 4 2 3 1 10

Percent 40.0 20.0 30.0 10.0 100.0

Valid Percent 40.0 20.0 30.0 10.0 100.0

Cumulative Percent 40.0 60.0 90.0 100.0

100

INFERENCE :40% people strongly feels that their opinion are counted before taking the decision, 20% feels their opinion is counted ,but 30% feels their opinion is counted but not too much extent, and 10%feels on the negative side

QUESTION - 8

Does the mission/purpose of your company make you feel your job is important?

Frequency very much much somewhat Total 4 4 2 10

Percent 40.0 40.0 20.0 100.0

Valid Percent 40.0 40.0 20.0 100.0

Cumulative Percent 40.0 80.0 100.0

101

INFERENCE: Most of the employee feels that the mission and purpose of company makes them to feel good and feel like their job is important.

QUESTION - 9

102

Are your associates(fellow employees) committed to doing quality wok?

Frequency Much Somewhat very little Total 6 3 1 10

Percent 60.0 30.0 10.0 100.0

Valid Percent 60.0 30.0 10.0 100.0

Cumulative Percent 60.0 90.0 100.0

QUESTION - 10
103

Do you have a best friend at work?

Frequency very much Much Somewhat very little Total 1 2 6 1 10

Percent 10.0 20.0 60.0 10.0 100.0

Valid Percent 10.0 20.0 60.0 10.0 100.0

Cumulative Percent 10.0 30.0 90.0 100.0

INFERENCE: The trend for the best friend shows that the employees are fully professional in their approach. Only 30% feels that they had good friends at work, while rest feels on negative
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side.
QUESTION - 11
In the last six months, has someone at work talked to you about your progress?

Frequency very much Much Somewhat Little Total 2 4 2 2 10

Percent 20.0 40.0 20.0 20.0 100.0

Valid Percent 20.0 40.0 20.0 20.0 100.0

Cumulative Percent 20.0 60.0 80.0 100.0

105

INFERENCE : More than 50% employee says that there are someone who constantly talked about their progress in last 6 months, and 40% feels not so many or no one had talked to them regarding the progress. QUESTION - 12
In the last year, have you had opportunities at work to learn and grow?

Frequency very much Much Somewhat Total 3 3 4 10

Percent 30.0 30.0 40.0 100.0

Valid Percent 30.0 30.0 40.0 100.0

Cumulative Percent 30.0 60.0 100.0

106

INFERENCE: About 30% people agree that they get enough opportunities to learn and grow, while 30% say, yes they get it, while rest feels that opportunities were there but were not enough.

CONCLUSION
We see that nearly all the employees of the firm feel that there is employee engagement , organization effectiveness and organization culture .This means that the employees feel that they have a shared set of values ,beliefs and thought. Apart from this we even see that the employees feel that there is good team spirit among themselves.

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SCOPE OF IMPROVEMENT:
Although we see that majority of the employees feel that the organization has an effective culture and the employees even appreciate their teamwork but if we analyze the questionnaires deeply we see that some of the employees are still not satisfied with their organization. Thus in order to improve the present situation the organization needs to fulfill all the employees aspirations. This the firm can do in many ways:

Recommendations
➢ A career path that provides opportunities for advancement. ➢ Better management and effective communications. ➢ Reasonable workload . ➢ Engage by concentrating on four areas- selection, expectation, motivation and development.

CONCLUSION
On the basis of the survey done by us we have come to the following conclusion.

Organization Culture
In HDFC BANK, culture plays a significant role. The firm already has a good organization culture according to the survey done by us. Organization culture is the unifying and shared patterns of thoughts, freely value and action that serve to bind together organizational members
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and distinguish them from non-members. Thus we see that in HDFC, the organization takes care of most of the employees.

Employee Engagement
Employee engagement is a two way communication process between the employees the organization. After scrutinizing the questionnaire we see that HDFC BANK has an effective employee engagement. The employees in this firm can readily relate themselves to the organization. The employees in this organization feel more engaged when they make unique contribution to the organization. The employee structure of HDFC BANK, is very loyal to the firm (according to the calculation done). There is little among themselves and we see that the employees perceive themselves as being unified with the organization.

Organizational Effectiveness.
By organizational effectiveness, we mean how effective an organization is to achieve its goal. In the context of HDFC BANK, we perceive that the firm has a sound management, strong governance and a willful dedication to achieve its specific goals. Most of the employees agree with the fact that the organization is effective to accomplish its target in time.

METHODOLOGY
The sample study was conducted on sample size of 10. Samples were employees from all managerial level Of HDFC BANK.

Aim
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To find the deviation in the responses given by the employees and interpreting and analyzing their responses to questionnaires on the above mentioned parameters.

Parameter of analysis
1. Organizational culture 2. Employee engagement 3. Organization effectiveness.

PROCESS
1. Review of literature 2. Employees personal interview and getting fixed questionnaires. 3. Sorting and classification of questionnaire 4. Creating database using excel sheet, SPSS. 5. Calculation of MODE of individual data. 6. Analyzing interpreting and graphical representation of the collected data.

REFERENCES
1)

http://www.google.co.in/search?hl=en&q=employee+blogs+on+hdfc+ bank&meta http://www.cuil.com/

2)

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3) 4)

http://www.wikipedia.org/ www.blackle.com

5) Organizational Behaviour Textbook-- ICMR

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