A PROJECT REPORT ON

“EMPLOYEE MOTIVATION WITH

REFERENCE TO PUBLIC SECTOR BANKS”

A PROJECT SUBMITTED TO
UNIVERSITY OF MUMBAI FOR PARTIAL FULFILMENT OF
THE DEGREE OF
BACHELOR OF MANAGEMENT STUDY UNDER
THE FACULTY OF COMMERCE

BY
BHAVYA KESHAV KARKERA

UNDER THE GUIDANCE OF PROF.

KAUSTUBH VAIJAPURKAR

D.S.P. M’s
K.V. PENDHARKAR COLLEGE OF ARTS,
SCIENCE & COMMERCE,
DOMBIVLI (EAST).+

MONTH AND YEAR APRIL

2021

1|Page
 CERTIFICATE
Dombivli Shikshan Prasarak Mandal’s

K.V. PENDHARKAR COLLEGE OF

ARTS, SCIENCE AND COMMERCE.
Dombivli (East) 421203, Dist. Thane.

This is to certify that Bhavya Keshav Karkera has worked and duly completed work for the
degree of Bachelor of Management Studies under the Faculty of Commerce in the subject of
Human Resource and her project is entitled, “Employee motivation with reference to
public sector banks”, under my supervision.
I further certify that the entire work has been done by learner under my guidance
and that no part of it has been submitted previously for any Degree of any university.

It is her own work and facts reported by his personal findings and investigations.

Prof. Kaustubh Vaijapurkar Guiding Teacher

Seal of the college

Date of submission
External Guide

2|Page
 DECLARATION
I the undersigned Ms. Bhavya Keshav Karkera hereby declare that the work
embodied in this project work titled “A Study on Employee motivation with
reference to public sector banks”, forms my own contribution to the research work
carried out under the guidance of Prof. Kaustubh Vaijapurkar is a result of my own
research work and has not been previously submitted to any other University for any
other Degree/Diploma to this or any other University.

Wherever reference has been made to previous works of others, it has been clearly
indicated as such and included in the bibliography.

I, here by further declare that all information of this document has been obtained
and presented in accordance with academic rules and ethical conduct.

Name and Signature of the

Learner Ms.
Bhavya Karkera

Certified by

Name and Signature of the Guiding Teacher Prof.

3|Page
 ACKNOWLEDGEMENT

To list who all have helped me in difficult because they are so numerous and depth is
so enormous.

I would like to acknowledge the following as being idealistic channel and

dimensions in the completion of this project.

I take this opportunity to thank the University of Mumbai for giving me chance to
do this project.

I would like to thank my Principal, Sharad Mahajan for providing the necessary
facilities required for completion of this project.

I take this opportunity to thank our Coordinator Prof. Sangeeta Hirlekar, for her
moral support and guidance.

I would also like to express my sincere gratitude towards my project guide Prof.
Kaustubh Vaijapurkar whose guidance and care made the project successful.

I would like to thank my College Library, for having provided various reference
books and magazines related to my project.

Lastly, I would like to thank each and every person who directly or indirectly helped
me in the completion of the project especially my Parents and Peers who supported
me throughout my project.

4|Page
 INDEX

Chapter no. 1 Introduction:

• 1.1 Meaning…………………………………………………………8

• 1.2 Indian banking industry……………….………………………9

• 1.3 Motivation………………………………………………………11

• 1.4 type of motivation.…………………………………………….12

• 1.5 Theory of motivation………………….………………………12

• 1.6 Need of incentive………………………………………………15

• 1.7 Motivation is the key to performance improvement………..16

• 1.8 Employee motivation………………………………………….16

• 1.9 Motivation method……………………………………………18

• 1.10 12 ways to motivate employee………………………………20

Chapter no. 2 Research methodology:

• 2.1 Research and methodology…………………………………...26

• 2.2 Objectives of study……………………………………………26

• 2.3 Research design………...……………………………………..26

• 2.4 Nature of research………………….…………………………26

• 2.5 Method of data collection…………………………………….27

• 2.6 Significance of the study……………………………………..28

• 2.7 Scope of research…………………………………………….29

• 2.8 Limitations of the study……………………………………..29

Chapter no.3 Literature:

• 3.1 Abraham maslow “theory of needs”……………………….31

• 3.2 Herzberg Two Factor Theory………………………………32

• 3.3 McClelland’s Need Theory…………………………………..33
5|Page
 • 3.4 Understanding public sector banks………………………..33
• 3.5 History of public sector banks……………………………..33

• 3.6 Mergers…………………………………………….……….34

• 3.4 Importance of banks………………..……………………...35

• 3.5 Recent development of banks………………………….…..37

Chapter no:4 Analysis And Interpretation:

• 4.1 Interpretation……………………………………………….40

Chapter no: 5 Finding And Suggestions

• 5.1 Summary………………….…………………………………..54

• 5.2 Findings……………………………………………………….54

• 5.3 Suggestions……………………………………………………55
• 5.4 Conclusion…………………………………………………….55

Chapter no: 6

• 6.1 Bibliography……………………………………..……………57
• 6.2 Annexure………………………………………………………58

6|Page
CHAPTER 1

Introduction

7|Page
 INTRODUCTION
1.1 Meaning:
Motivation is derived from the word “Motive” which means an inner state that energizes, activates or moves
an directs or channels behavior towards goals. Motivation represents an unsatisfied need which creates a
state of tension or disequilibrium, causing the individual to move in a goal directed pattern towards restoring
a state of equilibrium by satisfying the need.

Motivation is a set of forces that cause people to behave in certain ways. The basic principle is
that the performance of an individual depends on his or her ability backed by motivation. It can be stated
algebraically as

Performance = f(ability * motivation)

Ability refers to the skill and competence of a person to compete a given task. Alone ability is
not enough. The persons desire to accomplish a task is also necessary. Organization becomes a successful
when the employees have abilities and desire to accomplish given task.

According to encyclopedia of management “Motivation refers to the degree of readiness of an

organization to pursue some designated goal and implies the determination of the nature and locus of the
forces, including the degree of readiness”

Motivation maybe defined as a planned managerial process, which stimulates people to work
to the best of their capacities, by providing them with motives, which are based on their unfulfilled needs.

“Motivation means a process of stimulating people to action to accomplish desired goods”

Motivation is defining as a process that initiates, guides, and maintains goal-oriented

behaviors. Motivation is what causes us to act, whether it is getting a glass of water to reduce the thirst or
reading a book to gain knowledge. It involves the biological, emotional, social, and cognitive forces that
activate behavior. In everyday usage, the term motivation is frequently used to describe why a person does
something.

Motivation is, in fact, Pressing the right button to get the desired human Behavior.Motivation
is no doubt an essential ingredient of any organization. It is Psychological technic which really executes the
plan and policies through the effort of others.

8|Page
1.2 Indian Bankling Industry:

India is not only the world’s largest independent democracy, but also an emerging economic giant.
Without a sound and effective banking system, no country can have a healthy economy. Banks play a vital
role in the economic development of a country. They accumulate the idle savings of the people and make
them available for investment. They also create new demand deposits in the process of granting loans and
purchasing investment securities. They facilitate
trade both inside and outside the country by accepting and discounting of bills of exchange. Banks also
increase the mobility of capital. For the past three decades, India’s banking system has several outstanding
achievements to its credit.
It is no longer confined to only the metropolitans, but has reached even to the remote corners of the
country. This is one of the reasons of India’s growth process. Today, the banking sector is one of the biggest
service sectors in India. Availability of quality services is vital for the well-being of the economy. The focus
of banks has shifted from customer acquisition to customer retention. With the stepping in of information
technology in the banking sector, the working strategy of the banking sector has seen revolutionary changes.
Various customer-oriented products like internet banking, ATM services, Tele-banking and electronic
payment have lessened the workload of customers. The facility of internet
banking enables a consumer to access and operate his bank account without actually visiting the bank
premises.
The facility of ATMs and credit/debit cards has revolutionized the choices available with the
customers. Banks also serve as
alternative gateways for making payments on account of income-tax and online payment of various bills like
the telephone, electricity and tax. In the modern-day economy where people have no time to make these
payments by standing in queue, the services provided by banks are commendable. Among the institutions
whose role in the development of the less developed regions is well recognized but inadequately emphasized
are the development banks.
Playing multiple roles, these institutions have helped promote, nurture, support and monitor a range of
activities, though their most important function has been as drivers of industrial development.

9|Page
The following are the list of public sector Banks in India:

• Bank of Baroda
• Bank of India
• Bank of Maharashtra
• Central Bank of India
• Canara Bank
• Dena Bank
• Vijaya Bank
• UCO Bank
• Syndicate Bank

List of State Bank of India and its subsidiaries, public sector Banks:
• State Bank of India
o State Bank of Bikaner and Jaipur
o State Bank of Hyderabad
o State Bank of Indore
o State Bank of Mysore
o State Bank of Saurastra
o State Bank of Travancore

Nationalization of banks in India:

The nationalization of banks in India took place in 1969 done by Mrs. Indira Gandhi the prime minister of
that time. They nationalized 14 banks. These banks were mostly owned by businessmen and even managed
by them.

• Central Bank of India

• Bank of Maharashtra
• Dena Bank
• Punjab National Bank
• Syndicate Bank
• Canara Bank
• Indian Bank
• Indian Overseas Bank
• Bank of Baroda
• Union Bank
10 | P a g e
• Allahabad Bank
• United Bank of India
• UCO Bank
• Bank of India

1.3 Motivation:
Motivation is one of the important parts of managerial functions. A manager becomes unsuccessful if he
fails to motivate his subordinates. It refers to a willingness to do something in order to achieve
organizational objectives and goals. It is the reason for people’s actions, desires, and needs.

The reasons behind its significance are as follows:

1. Effective Utilization of Human Resources

Manpower is the main active factor of production and is responsible for the best utilization of organizational
resources. Motivation helps to utilize the human resources effectively and efficiently towards the attainment
of organizational goals and objectives. Motivation is the main instrument which creates the willingness
among workers to do their work in the best possible way. Because motivated people show a greater degree
of job performance ability and skills.

2. Effective Utilization of Other Resources

Along with human resources, motivation promotes the effective mobilization of other non-human resources.
The development of self-responsibility among the workers contributes to the best utilization of available
resources like materials, money, machines, and others. Motivated people can find better ways to do the jobs
thereby reducing the wastage and damages of resources. Hence, motivated employees can utilize
organizational resources effectively.

3. Willingness to Work

Motivation is a willingness to do a particular task in order to achieve organization’s goals and objectives.
This inspires, induces, and stimulates individual for a higher level of performance. Through intrinsic and
extrinsic factors people will be motivated towards better performance. Hence, such motivational factor
increases willingness for work in them.

Motivation process:
1. Identification of need.
2. Tension.
3. Course of action.
4. Result positive or negative.
5. Feedback.

11 | P a g e
1.4 Types of motivation:
1. Achievement Motivation:
It is the drive to pursue and attain goals. An individual with achievement motivation wishes to
achieve objectives and advance up on the ladder of success.
2. Power motivation:
It is the drive to influence people and change situations. Power motivated people create an impact on
their organization and are willing to take risk to do so.
3. Attitude Motivation:
Attitude motivation is how people think and feel. It is their self- confidence, their belief in
themselves, and their attitude to life. It is how they feel about the future and how they react to the
past.
4. Incentive Motivation:
It is where a person or a team reaps a reward from an activity. It is “you do this and you get that”,
attitude. It is the type of rewards and prizes that drive people to work a little harder. Most of the
unorganized job workers get motivated when they are offered more money.
5. Fear Motivation:
Fear motivation coercions a person to act against will. It is instantaneous and gets the job done
quickly. It is helpful in the short run.

1.5 Theory of motivation:

WILLIAM OUCHI’S THEORY Z OF MOTIVATION
William Ouchi developed theory Z after making comparative study of Japanese and American
Management Practices. Theory Z is an Integrated Model of Motivation. Theory Z suggests that large
complex organization are human system used. A Type Z organization has 3 major features- Trust, Subtlety
and Intimacy.

The distinguishing features of Theory Z are as follows:

1. Mutual Trust:

According of Ouchi, trust, integrity and openness are essential ingredients of an effective organisation.

When trust and openness exist between employees, work groups, union and management, conflict is reduced

to the minimum and employees cooperate fully to achieve the organisation’s objectives.

12 | P a g e
2. Strong Bond between Organization and Employees:

Several methods can be used to establish a strong bond between the enterprise and its employees. Employees

may be granted lifetime employment which leads to loyalty towards the enterprise. During adverse business

conditions shareholders may forgo dividends to avoid retrenchment of workers. Promotions may be slowed

down.

As against vertical movement of employee’s greater emphasis should be placed on horizontal movement

which reduces stagnation. A career planning for employees should be done so that every employee is

properly placed. This would result in a more stable and conducive work environment.

3. Employee Involvement:

Theory Z suggests that involvement of employees in related matters improves their commitment and

performance. Involvement implies meaningful participation of employees in the decision-making process,

particularly in matters directly affecting them. Such participation generates a sense of responsibility and

increases enthusiasm in the implementation of decisions, Top managers serve as facilitators rather than

decision-makers.

4. Integrated Organization:

Under Theory Z, focus is on sharing of information and resources rather than on chart, divisions or any

formal structure. An integrated organisation puts emphasis on job rotation which improves understanding

about interdependence of tasks. Such understanding leads to group spirit.

5. Coordination:

The leader’s role should be to coordinate the efforts of human beings. In order to develop common culture

and class feeling in the organisation, the leader must use the processes of communication, debate and

analysis.

6. Informal Control System:

Organisational control system should be made informal. For this purpose, emphasis should be on mutual

trust and cooperation rather than on superior-subordinate relationships.

7. Human Resource Development:

Managers should develop new skills among employees. Under Theory’ Z, potential of every person is
recognized and attempts are made to develop and utilise it through job enlargement, career planning,
training, etc.
13 | P a g e
Two Factor Theory :

Douglas McGregor introduced the theory with the help of two views; X assumptions are conservative in
style Assumptions are modern in style.

Theory X

Theory X managers tend to take a pessimistic view of their people, and assume that they are naturally
unmotivated and dislike work. As a result, they think that team members need to be prompted, rewarded or
punished constantly to make sure that they complete their tasks.

This style of management assumes that workers:

• Dislike their work.

• Avoid responsibility and need constant direction.

• Have to be controlled, forced and threatened to deliver work.

• Need to be supervised at every step.

Theory Y

Theory Y managers have an optimistic, positive opinion of their people, and they use a decentralized,
participative management style. This encourages a more collaborative , trust-based relationship between
managers and their team members. People have greater responsibility, and managers encourage them to
develop their skills and suggest improvements.

Theory Y organizations also give employees frequent opportunities for promotion.

This style of management assumes that workers are:

• Happy to work on their own initiative.

• More involved in decision making.

• Self-motivated to complete their tasks.

• Enjoy taking ownership of their work.

1.6 Need for incentives:

14 | P a g e
Man is a wanting animal. He continues to want something or other. He is never fully satisfied. If one need is
satisfied, the other need need arises. In order to motivate the employees, the management should try to
satisfy their needs. For this purpose, both financial and non financial incentives may be used by the
management to motivate the workers. Financial incentives or motivators are those which are associated with
money. They include wages and salaries, fringe benefits, bonus, retirement benefits etc. Non financial
motivators are those which are not associated with monetary rewards. They include intangible incentives like
ego-satisfaction, self-actualization and responsibility.

Financial incentive:
• Wages and salary
• Bonus
• Insurance
• Housing facility
• Retirement benefit
• Medical reimbursement
Non-financial incentives:
• Competition
• Group recognition
• Job security
• Praise
• Knowledge of result
• Workers participation
• Suggestion system
• Opportunity for growth

15 | P a g e
1.7 Motivation is the key to performance improvement:

There is an old saying you can take a horse to the water but you cannot force it to drink; it will drink only if
it's thirsty - so with people. They will do what they want to do or otherwise motivated to do. Whether it is to
excel on the workshop floor or in the 'ivory tower' they must be motivated or driven to it, either by
themselves or through external stimulus.

Performance is considered to be a function of ability and motivation, thus:

• Job performance =f(ability)(motivation) Ability in turn depends on education, experience and
training and its improvement is a slow and long process. On the other hand, motivation can be
improved quickly. There are many options and an uninitiated manager may not even know where to
start. As a guideline, there are broadly seven strategies for motivation. There are broadly seven
strategies for motivation.
• Positive reinforcement /high expectations
• Effective discipline and punishment
• Treating people fairly
• Satisfying employees needs
• Setting work related goals
• Restructuring jobs
• Base rewards on job performance

1.8 Employee motivation:

Employee motivation is the level of energy, commitment, and creativity that a company's workers bring to
their jobs. Whether the economy is growing or shrinking, finding ways to motivate employees is always a
management concern. Competing theories stress either incentives or employee involvement (empowerment).
Employee motivation can sometimes be particularly problematic for small businesses. The owner has often
spent years building a company hands-on and therefore finds it difficult to delegate meaningful
responsibilities toothers. But entrepreneurs should be mindful of such pitfalls: the effects of low employee
motivation on small businesses can be harmful. Such problems include complacency, disinterest, even
widespread discouragement. Such attitudes can cumulate into crises.

But the small business can also provide an ideal atmosphere for employee motivation: employees see the
results of their contributions directly; feedback is swift and visible. A smoothly working and motivated work

16 | P a g e
force also frees the owner from day-to-day chores for thinking of long-term development. Furthermore,
tangible and emotional reward can mean retention of desirable employees. People thrive in creative work
environments and want to make a difference. Ideally the work result itself will give them a feeling of
accomplishment—but well-structured reward and recognition programs can underline this consequence.

The Link Between Innovation and Motivation:

Most employees have ideas about how to improve their organization. Unfortunately, many managers fail to
encourage employees to contribute their ideas--or inadvertently discourage them from doing so. This article
discusses several techniques managers can use to foster innovation in away that can energize employees and
improve your operation.

WHAT MOTIVATES?
One approach to employee motivation has been to view "add-ins" to an individual's job as the primary
factors in improving performance. Endless mixes of employee benefits—such as healthcare, life insurance,
profit sharing, employee stock ownership plans, exercise facilities, subsidized meal plans, child care
availability, company cars, and more—have been used by companies in their efforts to maintain happy
employees in the belief that happy employees are motivated employees.
Many modern theorists, however, propose that the motivation an employee feels toward his or her job has
less to do with material rewards than with the design of the job itself. Studies as far back as 1950 have
shown that highly segmented and simplified jobs resulted in lower employee morale and output. Other
consequences of low employee motivation include absenteeism and high turnover, both of which are very
costly for any company. As a result, "job enlargement" initiatives began to crop up in major companies in
the 1950s.
While terminology changes, the tenets of employee motivation remain relatively unchanged from findings
over half a century ago. Today's buzzwords include "empowerment," "quality circles, "and "teamwork."
Empowerment gives autonomy and allows an employee to have ownership of ideas and accomplishments,
whether acting alone or in teams. Quality circles and the increasing occurrence of teams in today's work
environments give employees opportunities to reinforce the importance of the work accomplished by
members as well as receive feedback on the efficacy of that work.
In small businesses, which may lack the resources to enact formal employee motivation programs, managers
can nonetheless accomplish the same basic principles. In order to help employees feel that their jobs are
meaningful and that their contributions are valuable to the company, the small business owner needs to
communicate the company's purpose to employees. This communication should take the form of words as
well as actions. In addition, the small business owner should set high standards for employees, but also
remain supportive of their efforts when goals cannot be reached. It may also be helpful to allow employees
17 | P a g e
as much autonomy and flexibility as possible in how their jobs are performed. Creativity will be encouraged
if honest mistakes are corrected but not punished. Finally, the small business owner should take steps to
incorporate the vision of employees for the company with his or her own vision. This will motivate
employees to contribute to the small business's goals, as well as help prevent stagnation in its direction and
purpose.

1.9 MOTIVATION METHODS:

There are as many different methods of motivating employees today as there are companies operating in the
global business environment. Still, some strategies are prevalent across all organizations striving to improve
employee motivation. The best employee motivation efforts will focus on what the employees deem to be
important. It may be that employees within the same department of the same organization will have different
motivators. Many organizations today find that flexibility in job design and reward systems has resulted in
employees' increased longevity with the company, improved productivity, and better morale.

Empowerment:
Giving employees more responsibility and decision-making authority increases their realm of control over
the tasks for which they are held responsible and better equips them to carry out those tasks. As a result,
feelings of frustration arising from being held accountable for something one does not have the resources to
carry out are diminished. Energy is diverted from self-preservation to improved task accomplishment.

Creativity and Innovation:

At many companies, employees with creative ideas do not express them to management for fear that their
input will be ignored or ridiculed. Company approval and toeing the company line have become so ingrained
in some working environments that both the employee and the organization suffer. When the power to create
in the organization is pushed down from the top to line personnel, employees who know a job, product, or
service best are given the opportunity to use their ideas to improve it. The power to create motivates
employees and benefits the organization in having a more flexible work force, using more wisely the
experience of its employees, and increasing the exchange of ideas and information among employees and
departments. These improvements also create an openness to change that can give a company the ability to
respond quickly to market changes and sustain a first mover advantage in the marketplace.

Learning:
If employees are given the tools and the opportunities to accomplish more, most will take on the challenge.
Companies can motivate employees to achieve more by committing to perpetual enhancement of employee
skills. Accreditation and licensing programs for employees are an increasingly popular and effective way to

18 | P a g e
bring about growth in employee knowledge and motivation. Often, these programs improve employees'
attitudes toward the client and the company, while bolstering self-confidence. Supporting this assertion, an
analysis of factors which influence motivation-to-learn found that it is directly related to the extent to which
training participants believe that such participation will affect their job or career utility. In other words, if the
body of knowledge gained can be applied to the work to be accomplished, then the acquisition of that
knowledge will be a worthwhile event for the employee and employer.
Quality of Life:
The number of hours worked each week by American workers is on the rise, and many families have two
adults working those increased hours. Under these circumstances, many workers are left wondering how to
meet the demands of their lives beyond the workplace. Often, this concern occurs while at work and may
reduce an employee's productivity and morale. Companies that have instituted flexible employee
arrangements have gained motivated employees whose productivity has increased. Programs incorporating
flex-time, condensed workweeks, or job sharing, for example, have been successful in focusing
overwhelmed employees toward the work to be done and away from the demands of their private lives.
Monetary Incentive:
For all the championing of alternative motivators, money still occupies a major place in the mix of
motivators. The sharing of a company's profits gives incentive to employees to produce a quality product,
perform a quality service, or improve the quality of a process within the company. What benefits the
company directly benefits the employee. Monetary and other rewards are being given to employees for
generating cost-savings or process-improving ideas, to boost productivity and reduce absenteeism. Money is
effective when it is directly tied to an employee's ideas or accomplishments. Nevertheless, if not coupled
with other, non-monetary motivators, its motivating effects are short-lived. Further, monetary incentives can
prove counterproductive if not made available to all members of the organization

Other Incentives:
Study after study has found that the most effective motivators of workers are non-monetary. Monetary
systems are insufficient motivators, in part because expectations often exceed results and because disparity
between salaried individuals may divide rather than unite employees. Proven non-monetary positive
motivators foster team spirit and include recognition, responsibility, and advancement. Managers who
recognize the "small wins" of employees, promote participatory environments, and treat employees with
fairness and respect will find their employees to be more highly motivated. One company's managers
brainstormed to come up with 30 powerful rewards that cost little or nothing to implement. The most
effective rewards, such as letters of commendation and time off from work, enhanced personal fulfillment
and self-respect. Over the longer term, sincere praise and personal gestures are far more effective and more
economical than awards of money alone. In the end, a program that combines monetary reward systems and
19 | P a g e
satisfies intrinsic, self-actualizing needs may be the most potent employee motivator.

1.10 12 ways to motivate employees:

1. Create a friendly work environment:
Your employees spend a large amount of time of their lives working in the office. So
try to make the office look as friendly and appealing as possible. When you create a
pleasant atmosphere where it is welcoming and comfortable, your employees will be
more than eager to go to work every day.

2. Acknowledge employees’ achievement:

Everyone wants to be recognized for something they have done; regardless if it was
for a work or personal achievement. The acknowledgement of a job well done
coming from upper management will mean more to an employee than you think.
Always remember to give credit when credit is due.

3. Rewarding employees:

There will be times when it takes more than just a pat on the back. Try giving simple incentives when
rewarding engaged employees. It does not have to be monetary rewards all the time; simple things
like a week of having a personal parking spot at the office would be sufficient. Rewarding employees
could also be a part of the company benefits.

4. Positive communication is the key:

Everyone communicates at work and it is probably the easiest thing you can do with your
employee. Yet it can also be the most difficult. Spend a short period of time each day to have a
word with your employees; discussing things from concerns to ideas.This will not only make your
employees happy, it will also provide you with much-needed insight on your business from your
employees.

5. Encourage friendly competition:

A little competition among the employees would not hurt. A competitive environment is a
productive environment. Encourage employees to participate in competitions or challenges as it is
healthy and may actually lead to increased camaraderie.Friendly competition amongst teams helps
with employee engagement and employee participation.

20 | P a g e
6. Have a meaningful and worthwhile goal:
Managers should ensure that the company has a vision and plan at a corporate and individual level.
Employees who have a path set before them that may lead to promotion can work towards a goal.
Achievable goals are very helpful as it gives employees the drive to work harder without being
asked.

7. Create a career path:

When employees have an idea of what is provided or what the incentives are, they become further
motivated. This will lead to increased commitment towards their employer. The members of your
team will be more valuable to your organisation, and to themselves, when they have opportunities to
learn new skills. Provide your employees with the training they require to advance in their careers
and to become knowledgeable about the latest technologies and industry news.

8. Be a leader worth following:

As a leader, employees are going to look to you to set an example for the rest of the group. Leaders
tend to be setting a tone and values for the company. By doing so, it could have a meaningful effect
on the mentality of the employees. If leaders set an example of positive thinking, employees will
follow and the entire work culture will become more motivating.

9. Encourage creativity:
Creativity does not have to be based on the work that the employees are doing. It could be simple
task like giving ideas on the next company retreat or team building exercises.

10.Encourage team work:

Try to remove any bureaucracy and hierarchy within the company and create an ‘openness’ to
new ideas at any level and working together as a team keeps employees motivated.

11.Welcome all ideas:

Everyone is unique and unpredictable and each with individual desires and some with
complicated ideas. Remember not to shunt away ideas or suggestions no matter how silly or
meaningless they may sound. No single strategy can ever hope to please all of your workers all at
once. A tiny silly idea could be brainstormed into something brilliant sooner or later.

21 | P a g e
 12. Don’t let employees become bored:
Some employees have a short attention span. Host a cupcake bake-off, plan a happy hour every
Friday, have company lunches together in the office on alternate Wednesdays or allow a different
person to run the weekly meetings to break up the dreariness.

Promotion:
Banks find it difficult to assess employee performance for purposes of promotion. In an effort to gain
insight into the question of promotion in banks, both branch tellers and officers with branch experience were
asked to rank six factors in terms of their perceived importance for promotion.
The six factors were:
(1) Good relations with customers;
(2) Speed in doing their work;
(3) Recommendation by the "right" person;
(4) Cooperation in finishing work;
(5) Accuracy in doing work; and
(6) Education. The results demonstrated that officers and tellers strongly disagreed concerning the
importance they assigned to five of six factors. The only factor of agreement was accuracy in doing work.
Officers placed greater importance than tellers on good customer relations, speed in doing work, and
cooperation in work. Tellers placed more weight than officers on education and recommendation by the right
person.

PERSONAL DETERMINANTS OF JOB SATISFACTION:

Personal determinants are the demographic variables that define the person and participate in
building his/her own framework. Pelled pointed out that personal characteristics shape one’s perceptions and
behavior accordingly; one can not employ just one part of the person as, in order to accomplish a job, the
whole person is needed with all his/her personal characteristics. Managerial literature and empirical research
are consistent with the previous idea that personal characteristics are associated with an employee’s job
satisfaction and motivational needs. Therefore, it is very important to shed light on the relationship between
demographic variables, employee’s job satisfaction and motivational needs. A review of the managerial
literature regarding motivation and job satisfaction indicates six personal characteristics relevant to the
current study. These are age, gender, occupational level, education, tenure, and training.

AGE:
The area regarding the relationship between age and job satisfaction has received considerable research
interest. Three shapes of relationship between age and job satisfaction were found, namely „U-shape‟,
“linear shape‟, and „curve-line‟ relationship. Herzberg et al. (1957) argued that a significant U-shape
relationship is found between an Employee’s age and job satisfaction. Herzberg et al. (1957) explained this
“U-shape‟ relationship by illustrating that, at the start of a new job, an employee’s morale is high; it
22 | P a g e
decreases during the next years and is still at a relatively low level until the employee adjusts his ambitions
and work expectations to a more realistic and reasonable level, when satisfaction tends to increase. This „U-
shape‟ relationship was supported by the work of Kacmar and Ferris (1989) and Clark et al. (1996). On the
other hand, Hulin and Smith (1965) tested the „U-shape‟ relationship subjected by Herzberg and found no
support for that kind of relationship. They argued that the „linear model‟ is the best model that can be used
to explain the effect of age on job satisfaction. Consistent with their findings, Hunt and Saul (1975) used a
sample of 3,338 male and 579 female white collar workers; they found no support for the “U-shape‟ model
but found support for the ‘linear relationship’ between age and satisfaction.
GENDER:
Gender differences in motivation and job satisfaction is one of the research areas that has attracted
many researchers. However, there is no decisive evidence that men are more satisfied than women or vice
versa. The results of the studies in this area are contradictory; some studies found that men are more satisfied
(Shapiro and Stern, 1975; Forgionne and Peeters, 1982; Ohlott et al., 1994; Morgan et al., 1995; Cheung and
Scherling, 1999; Okpara, 2006), while others found that women are more satisfied The third group found
mixedresults (McNeely, 1984; Garcia-Bernal et al., 2005; Okpara et al., 2005), while others found no
relationship between gender and satisfaction (Loscocco, 1990; Mason, 1995; Phillips and Imhoff, 1997;
Johnson et al., 1999; Pors, 2003). In his attempt to examine the effect of gender on managers‟ satisfaction,
Okpara (2006) investigated a sample of 185 female and 327 male bank managers from different banks
in Nigeria. He examined the gender effect on satisfaction with promotion and pay, and how these differences
affect managers‟ overall job satisfaction. He indicated that male managers were more satisfied with their
salary, company and promotion policies, and overall job satisfaction than their female counterparts.
Forgionne and Peeters (1982) had confirmed this finding in their study of 450 managers from different
industries in the USA, and found that first-level male managers express greater overall satisfaction than
female managers. However, this difference does not exist in higher managerial levels; moreover, there was
no significant difference between the two genders regarding the factors that contribute to their motivation.
TRAINING:
Generally, there is a lack of research into the relationship between training and job satisfaction. Indeed, most
studies have concentrated on employees‟ education rather than employees‟ training. This was confirmed by
Gazioglu and Tansel (2006: 1169) as they pointed out that “The effect of training opportunities on job
satisfaction was not examined in the earlier literature.”. However, an agreement between researchers was
found regarding the positive relationship between training and job satisfaction. Wright and Davis (2003)
pointed out that training has a positive effect on any organization, as the lack of training can be a major
reason for frustration and decreasing job satisfaction, while adequate training can increase efficiency and job
satisfaction. Consistent with this viewpoint is the work of Price and Mueller (1986) regarding the factors that
affect employees‟ turnover, as they illustrated that training increases job satisfaction and reduces turnover as
a result. In this regard, Ellickson and Logsdon (2001) illustrated that training can be an important predictor
23 | P a g e
of employee behavior, motivation and performance. Askar (2005) investigated the effect of training on work
motivation of Saudi middle managers and argued that administrative training has a positive effect on
managers‟ job satisfaction. He found that highly trained managers were more satisfied with overall job
satisfaction than those with less training. He explained his results by pointing out that higher training means
higher efficiency, better recognition, and better chances of promotion, which will meet their needs for
growth and achievement and positively affect their job satisfaction.

24 | P a g e
 CHAPTER 2

Research Methodology

25 | P a g e
2.1 Researches and Methodologies:

Researched and Systematic methods of finding solution to problem. It is essentially and investigation, a
recording and analyze of evidence for the purpose of gaining knowledge. According to Clifford Woody
“Research compromises of defining and redefining problems, formulating hypothesis collecting, organizing
and evaluating data.”

2.2 Objective of Study:

1.To study the effect of monetary and non-monetary benefits provided by the organization on the employee’s
performance.
2.To study the effect of job promotions on employees.
3.To learn the employee’s satisfaction on the interpersonal relationship exists in the organization.
4.To provide the practical suggestion for the improvement of organization’s performance.

2.3 RESEARCH DESIGN

It is the arrangement of conditions for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with economy procedure. It constitutes the blueprint for the collection,
measurement and analysis of data.
In brief, research design must, at least, contain-
a) A clear statement of the research problem;
b) Procedures and Techniques to be used for gathering information;
c)The population to be studied.

2.4 Nature of Research

Descriptive research, also known as statistical research, describes data and characteristics about the
population or phenomenon being studied. Descriptive research answers the questions who,what, where,
when and how. Although the data description is factual, accurate and systematic, the research cannot
describe what caused a situation. Thus, descriptive research cannot be used to create a causal relationship,
where one variable affects another. In other words, descriptive research can be said to have a low
requirement for internal validity.

26 | P a g e
2.5 Methods of Data Collection

The data’s were collected through Primary and secondary source.

Primary Sources

Primary data are in the form of “raw material” to which statistical methods are applied for the purpose of
analysis and interpretations. The primary sources are discussion with employees, data’s collected through
questionnaire.

Questionnaire

A well defined questionnaire that is used effectively can gather information on both overall performance of
the test system as well as information on specific components of the system. A structured questionnaire was
carefully prepared and specially numbered. The questions we rearranged in proper order, in accordance with
the relevance.

Secondary Sources

Secondary data’s are in the form of finished products as they have already been treated statistically in some
form or other. The secondary data mainly consists of data and information collected from records, websites
and also discussion with the management of the organization. Secondary data was also collected from
journals, magazines and books.

27 | P a g e
2.6 SIGNIFICANCE OF THE STUDY

The study is intended to evaluate motivation of employees in the organization. A good motivational program
procedure is essential to achieve goal of the organization. If efficient motivational programs of employees
are made not only in this particular organization but also any other organization; the organizations can
achieve the efficiency also to develop a good organizational culture.

Motivation has variety of effects. These effects may be seen in the context of an individual’s physical
and mental health, productivity, absenteeism and turnover. Employee delight has to be managed in more
than one way. This helps in retaining and nurturing the true believers “who can deliver value to the
organization. Proliferating and nurturing the number of “true believers” is the challenge for future and
present HR managers.

This means innovation and creativity. It also means a change in the gear for HR polices and
practices. The faster the organizations nurture their employees, the more successful they will be. The
challenge before HR managers today is to delight their employees and nurture their creativity to keep them a
bloom.

This study helps the researcher to realize the importance of effective employee motivation. This
research study examines types and levels of employee motivational programs and also discusses
management ideas that can be utilized to innovate employee motivation. It helps to provide insights to
support future research regarding strategic guidance for organizations that are both providing and using
reward/recognition programs.

28 | P a g e
2.7 Scope Of Research:

The present study on employee motivation helps to get clear picture about the factors which motivates the
employees. This in turn helps the management to formulate suitable policy to motivate the employees.
Hence, the motivational level of the employees may also change.

The factors that motivate the employees may change with change in time because the needs of
employees too change with change in time. So continuous monitoring and close observation of factors that
motivate the employees is necessary to maintain a competent work force. Only with a competent work force
an organization can achieve its objective. Moreover, human resource is the most valuable asset to any
organization. A further study with in dept analysis to know to what extent these factors motivate the
employees is required.

2.8 LIMITATIONS OF THE STUDY:

The limitations of the study are the following:
• The data was collected through questionnaire. The responds from the respondents may not be
accurate.
• The sample taken for the study was only 50 and the results drawn may not be accurate.
• Since the organization has strict control, it acts as another barrier for getting data.

29 | P a g e
CHAPTER 3
LITERATURE

30 | P a g e
 Nowadays, organizations are looking for various ways that could help them improve the performance of
employees on which their organization success depends. This is the reason that researchers have
motivation as the focus of their studies as according to them motivation play a significant role in
increasing the performance of their employees. Thus is essentially one of the most important
responsibility of organization to continuously motivate the employees, But on the major issue that
organization face while motivating employees is that, what motivates one person may not be able to
inspire others, thus organization need to identify common motivating factors that remain still over time.

Encourage employees to understand the changing nature of organizations has become more
important. Organizations increasingly globalized and decentralized structure to the team concept Layoffs
and life changing employment trends, with high levels of anxiety as recognized by Reynolds has a
significant impact on the workplace. This workplace encourages workers to develop satisfaction,
organizational commitment regarding job design and job related activities.
An important task of leadership is an attempt to place ability in employees to achieve
organizational goals and motivation is a vital and complex part the work. This is in fact motivates
employees to regulate the change .This enable to understand the manager to motivate the employees
to help them to classify and solve many organizational problems.

3.1 Abraham Maslow “Theory of Needs”:

"Hierarchy of Needs Theory" The support of Abraham Maslow achieved only when the basic
level, people can be motivated to go to the next level. Physiological needs at the base of metrics for self-
realization in high. There are four categories of needs discussed by Maslow the theory, these needs
must be satisfied before a person can achieve unresponsive.

• ESTEEM

• LOVE

• SAFETY

• PHYSIOLOGICAL

The brief descriptions on Needs are as follow:

• Physiological Needs

• Safety Needs

• Love and Belongingness Needs

• Esteem Needs

3.1.1 Physiological needs are basic:

Food, water, sleep, oxygen, sex, freedom of movement, and a soft body temperature when one
of them is in short supply, we are too hot or too cold, sad, excited hunger, thirst, fatigue, breath
shortness, sexual frustration, jail, or are feeling pain. These irritants compel us to seek the missing
commodity . So the body would rest. Maslow saw human beings dissimilar. However, when material
31 | P a g e
needs are met they no longer important. Once the need is satisfied it no longer motivates.

3.1.2 Safety needs:

The safety needs are mainly associated with psychological needs which include security,
peace and freedom. Once the physical basic needs are met human beings automatically shifts towards
psychological needs.

3.1.3 Love and Belongingness:

Needs An individual move towards love and belongings needs after he is able to satisfy his safety
needs. With love and belongingness needs here the researcher means the need to be associated,
accepted and understood by other people living in the society. Through the satisfaction of these needs
an individual is able to protect himself from the pain of rejection loneliness. According to Maslow the need
for love and belongingness is very delicate and vary again from person to person as there are some
individuals for whom love, affection does not matter , whereas some value respect more than love.
Despite all of this the order prescribed by Maslow is (Griffin, Ledbetter and Sparks 2001) Physiological -
security - Love – Esteem.

3.1.4 Esteem Needs:

There are two forms of esteem needs. Self-esteem, which is created when an individual get full
command over his work, David McClelland a psychologist from Harvard University named it as
need for achievement . According to Maslow this shift from one need to other only arise when there is a
suitable environment provided to individuals along with the presence of a specific personality that
encourage individual to move forward.

3.2 Herzberg Two Factor Theory

Herzberg, while conducting his study to determine what factors satisfy and dissatisfy employees hired
for white collar jobs, found that factors that satisfy employees with their job are not same as those
factors cause them to be dissatisfied with their jobs and thus concluded that satisfaction and
dissatisfaction are both independent from each other . (Naylor 1999). Thus Herzberg Theory has two
factors: Motivation Factor and Hygiene Factor.

3.2.1 Hygiene factor:

Hygiene Factors include those factors that cause employees to be dissatisfied from their work
environment and job responsibilities. Examples included policy, relationship with higher authorities,
work situation, wages, company vehicle, status, security, and relationship with staff, personal life.

3.2.2 Motivation factor:

Motivation Factor includes factors that lead to job satisfaction; it includes development,
advancement, responsibility & success. True motivators are achievement, gratitude, work itself,
responsibility, improvement, and personal development. Motivating factor helps subordinates to show
more interest in the present activities of job and thus make them work harder in achieving their objectives.

32 | P a g e
3.3 McClelland’s Need Theory:
Mc Clelland (1975) need theory focuses on the personalities of human and their development
needs. He further sub-divided this into three core categories that are necessitate for achievement,
need for affiliation and need for power.

3.3.1 Need for Achievement:

The need for achievement means to have glance on the excellence performance and challenging
goals of employees. There are two kind of employees one with high level of achievement who prefer
to avoid low risky situation and willing to work on project with a moderate chance of winning either
alone or with high achievers as compared to people with low level of achievement. The individual
with high need of motivation constantly look to improve themselves with the help of feedback from their
managers or authorities.

3.3.2 Need for power:

The need for power is related to the people, to have influence on them, control them, or changing
their behavior and /or events, precisely making an impact on life of others. McClelland has further
subdivided the need for power in two categories, personal power in which individual is looking to
direct or control others actions, as compared to institutional power also referred to social power in which
individual direct the efforts of employees in order to achieve the objectives set by organization.

3.3.3 Need for Affiliation:

The need for affiliation emphasizes the need for the establishment of personal relationships with
other. Such as developing friendly relation with other, becoming a part of different association,
groups. People who prefer to be alone, not associate themselves with any groups, feel comfortable in
the company of their few friends, these people have a low need of affiliation were as the person with
high need of affiliation develop want to develop new friends, feel accepted by the society they live in
this is the reason such people perform better in the jobs that involve greater interactions with clients.

➢ UNDERSTANDING PUBLIC SECTOR BANKS:

Public Sector Banks (PSBs) are a major type of bank in India, where a majority stake (i.e., more than
50%) is held by the government. The shares of these banks are listed on stock exchanges. There is a total of
12 Public Sector Banks alongside 1 state-owned Payments Bank in India.

As per the Reserve Bank of India (RBI), India’s banking sector is sufficiently capitalised and well-
regulated. The financial and economic conditions in the country are far superior to any other country in the
world. Credit, market and liquidity risk studies suggest that Indian banks are generally resilient and have
withstood the global downturn well.
Indian banking industry has recently witnessed the roll out of innovative banking models like payments and
small finance banks. RBI’s new measures may go a long way in helping the restructuring of the domestic
banking industry.
The digital payments system in India has evolved the most among 25 countries with India’s Immediate
Payment Service (IMPS) being the only system at level five in the Faster Payments Innovation Index (FPII).

➢ HISTORY OF PUBLIC SECTOR BANKS:

33 | P a g e
 The Central Government entered the banking business with the nationalization of the Imperial Bank of
India in 1955. A 60% stake was taken by the Reserve Bank of India and the new bank was named State Bank
of India. The seven other state banks became subsidiaries of the new bank in 1959 when the State Bank of
India (Subsidiary Banks) Act, 1959 was passed by the Union government.

The next major government intervention in banking took place on 19 July 1969 when
the Indira government nationalised an additional 14 major banks. The total deposits in the banks nationalised
in 1969 amounted to 50 crores. This move increased the presence of nationalised banks in India, with 84% of
the total branches coming under government control.

➢ Mergers:

The consolidation of SBI-associated banks started first by State Bank of India merging its
subsidiary State Bank of Saurashtra with itself on 13 August 2008. Thereafter it merged State Bank of
Indore with itself on August 27, 2010. The remaining subsidiaries, namely the State Bank of Bikaner &
Jaipur, State Bank of Hyderabad, State Bank of Mysore, State Bank of Patiala and State Bank of Travancore,
and Bharatiya Mahila Bank were merged with State Bank of India with effect from 1 April 2017.

Vijaya Bank and Dena Bank were merged into Bank of Baroda in 2018. IDBI Bank was categorised as a
private bank with effect from January 2019.

On 30 August 2019, Finance Minister Nirmala Sitharaman announced the government's plan for further
consolidation of public sector banks: Indian Bank's merger with Allahabad Bank (anchor bank - Indian
Bank); Punjab National Bank's merger with Oriental Bank of Commerce and United Bank (anchor bank -
Punjab National Bank); Union Bank of India's merger with Andhra Bank and Corporation Bank (anchor
bank - Union Bank of India); and Canara Bank's merger with Syndicate Bank (anchor bank - Canara
Bank). The mergers took effect from 1 April, 2020.

Government Initiatives:

• As per Union Budget 2019-20, the Government proposed fully automated GST refund module and an
electronic invoice system that will eliminate the need for a separate e-way bill.
• Under the Budget 2019-20, Government proposed Rs. 70,000 crore (US$ 10.2 billion) to the public
sector banks.
• Government smoothly carried out consolidation, reducing the number of Public Sector Banks by
eight.

• As of September 2018, the Government of India made Pradhan Mantri Jan Dhan Yojana (PMJDY)
scheme an open-ended scheme and added more incentives.
• The Government of India planned to inject Rs. 42,000 crore (US$ 5.99 billion) in public sector banks
by March.

Investments/Developments:

Key investments and developments in India’s banking industry include:

34 | P a g e
 • On November 6, 2020, WhatsApp started UPI payments service in India on receiving the National
Payments Corporation of India (NPCI) approval to ‘Go Live’ on UPI in a graded manner.
• In October 2020, HDFC Bank and Apollo Hospitals partnered to launch the ‘HealthyLife
Programme’, a holistic healthcare solution that makes healthy living accessible and affordable on
Apollo’s digital platform.
• In 2019, banking and financial services witnessed 32 M&A (merger and acquisition) activities worth
US$ 1.72 billion.
• In March 2020, State Bank of India (SBI), India’s largest lender, raised US$ 100 million in green
bonds through private placement.
• In February 2020, the Cabinet Committee on Economic Affairs gave its approval for continuation of
the process of recapitalization of Regional Rural Banks (RRBs) by providing minimum regulatory
capital to RRBs for another year beyond 2019-20 - till 2020-21 to those RRBs which are unable to
maintain minimum Capital to Risk weighted Assets Ratio (CRAR) of 9% as per the regulatory norms
prescribed by RBI.
• In October 2019, Department of Post launched the mobile banking facility for all post office savings
account holders of CBS (core banking solutions) post office.
• Deposits under Pradhan Mantri Jan Dhan Yojana (PMJDY) stood at Rs. 1.06 lakh crore (US$
15.17 billion.
• In October 2019, Government e-Marketplace (GeM) signed a memorandum of understanding (MoU)
with Union Bank of India to facilitate a cashless, paperless and transparent payment system for an
array of services.
• In August 2019, the Government announced major mergers of public sector banks, which included
United Bank of India and Oriental Bank of Commerce to be merged with Punjab National Bank,
Allahabad Bank to be amalgamated with Indian Bank and Andhra Bank and Corporation Bank to be
consolidated with Union Bank of India.
• The NPAs (Non-Performing Assets) of commercial banks recorded a recovery of Rs. 400,000 crore
(US$ 57.23 billion) in the last four years including record recovery of Rs. 156,746 crore (US$ 22.42
billion) in FY19.
• Allahabad Bank’s board approved the merger with Indian bank for the consolidation of 10 state-run
banks into the large-scale lenders.

• The total equity funding of microfinance sector grew at 42 y-o-y to Rs. 14,206 crore (US$ 2.03
billion) in 2018-19.

Importance of Bank:
Banking plays an important role in the financial life of a business, and the importance of banks can
be seen from the fact that they are considered to be the life-blood of the modern economy. Although no
wealth is created by banks, their essential activities facilitate the process of production, exchange and
distribution of wealth.

Importance of Bank for Business:

On the basis of these Important Functions of Banks, we may easily describe the importance of banks in
today’s global life.

35 | P a g e
1. Collections of Savings and Advancing Loans

Acceptance of deposit and advancing the loans is the basic function of commercial banks. On this function,
all other functions depend accordingly. Bank operates different types of accounts for its customers.

2. Money Transfer

Banks have facilitated the making of payments from one place or persons to another by means of cheques,
bill of exchange and drafts, instead of cash. Payment through cheques, the draft is more safe and convenient,
especially in case of huge payments, this facility is a great help for traders and businessmen. It really
enhances the importance of banks for the business community.

3. Encourages Savings

Banks perform an invaluable service by encouraging savings among the people. They induce them to save
for profitable investment for themselves and for the national interest. These savings help in capital
formation.

4. Transfer Savings into Investment

Bank transfer the savings collected from the people into investment and thus increase the amount of effective
capital, which helps the process of economic growth.

5. Overdraft Facilities

The banks allow the overdraft facilities to their trusted customers and thus help them in overcoming
temporary financial difficulties.

6. Discounting Bill of Exchange

The importance of banks can be seen through the facility of discounting the bill of exchange. Banks discount
their bill of exchange of consumers and help them in financial difficulties. By discounting a bill of exchange,
they able to get the desired amount for the investment they want.

7. Financing Internal & External Trade

Banks help merchants and traders in financing internal and external trade by discounting a foreign bill of
exchange, issuing of letters of credit and other guarantees for their customers.

8. Act as an Agent

The bank act as an agent and help their customers in the purchase and sales of shares, provision of lockers
payment of monthly and dividends on the stock.

9. Issue of Traveler’s Cheques

For the convenience and security of money for travelers and tourists, the bank provides the facility of
traveler’s cheques. These cheques enable travelers and tourists to meet their expenses during their journey,
as these are accepted by issuing bankers, restaurants, and other businessmen both at home and abroad. No
doubt, this is also one of the great functions of banks and shows the importance of banks for us in more
precise ways.

36 | P a g e
10. General Utility Services

The existence of commercial banks is essential for contribution to general prosperity. Banks are the main
factors in raising the level of economic development of the world. In addition to the above-cited.

RECENT DEVELOPMENT OF BANKS:

➢ The Jammu Kashmir bank had been brought under purview of the Right to Information (RTI) act of
2009.

o The Jammu and Kashmir Bank has been brought under the purview of the Right to Information
(RTI) act of 2009, the Chief Vigilance Commissioner (CVC) and the guidelines of State
Legislature. Established in 1938, The Jammu and Kashmir Bank is the only state
promoted bank in the country, with government currently holding 58.3% of share.

➢ RBI Cuts Mandatory hedging to 70% for foreign Loans.

o Further easing the External Commercial Borrowing (ECB) norms, the Reserve Bank of India
(RBI) reduced the mandatory hedging provision to 70 per cent from 100 per cent.The relaxation
in hedging is for Indian companies raising foreign currency-denominated ECBs under Track I,
which refers to medium-term borrowings with average maturity between three and five years.
Further, it is also clarified that ECBs falling within the aforesaid scope but raised prior to the
date of this circular will be required to mandatorily roll over their existing hedge(s) only to the
extent of 70 per cent of outstanding ECB exposure.

➢ SEBI permits IDBI banks for issuance of preference shares to LIC

o State-owned IDBI Bank has received approval from market regulator SEBI for issuance of
preference shares to Life Insurance Corporation (LIC) in order to comply with Minimum Public
Shareholding (MPS) requirements. The shareholding of LIC in IDBI Bank will increase to up to
51 per cent after the preference share issue. The Insurance Regulatory and Development
Authority of India in June had permitted LIC to increase its stake from 10.82 per cent to 51 per
cent in the IDBI Bank.
o It is important to note that as per current regulations, an insurance company cannot own more
than 15 per cent in any listed financial firm.

➢ 77,000 payments bank account opened in Maharashtra, Goa postal circle.

o The Maharashtra and Goa Circle of India Post has got over 77,000 customers for its payments
bank since the facility was launched across 650 districts by Prime Minister Narendra Modi on
September 1. Maharashtra and Goa Postal Circle had 42 branches of the IPPB along with 210
access points. The main of these IPPBs is to build the most accessible, affordable and trusted
bank for the common man by removing barriers for the unbanked and underbanked segments of
society.

37 | P a g e
 o It is important to note that the Post department serves 40 crore customers and operates around
1.5 lakh branches across the country with a workforce of 3 lakh postmen.

➢ Paytm payments bank appoints Satish Kumar Gupta as MD, CEO

o Paytm Payments Bank appointed Satish Kumar Gupta as its new managing director and CEO.
Satish Gupta who comes with 35 years of experience in the banking and payments space earlier
served in the leadership roles at SBI and NPCI.
o Also, Paytm has launched PayPal, a QR based smartphone payment service in collaboration
with SoftBank Corp and Yahoo Japan and had raised $1.4 billion from SoftBank last year in
exchange for a 20 percent stake.

38 | P a g e
 CHAPTER 4

ANALYSIS AND INTERPRETATION

39 | P a g e
Sl.No. Particular No. of responses Frequency
1 0-5 years 39 70.9%
2 5-10 years 8 14.5%
3 10-15 years 2 3.6%
4 More than 15 6 10.9%
years
Total 55 100%

Interpretation:
The figure shows that 70.9% of the respondent are working in the last 0-5 years, 14.5% of
respondent are working since 5-10 years, 3.6% of respondent are working since 10-15 years,
10.9% of respondent are working since more than 15 years.

40 | P a g e
Sl.No. Particular No. of responses Frequency
1 Yes 20 36.4%
2 No 17 30.9%
3 Maybe 18 32.7%
Total 55 100%

Interpretation:
This figure shows that 36.4% of respondent faced changes in the company, 30.9% of respondent did not face
any changes in the company, and 32.7% are neutral about the changes the company.

41 | P a g e
Sl.No. Particular No. of responses Frequency
1 Agree 49 89.1%
2 Disagree 5 9.1%
3 Neither 1 1.8%
Total 55 100%

Interpretation:
This figure shows that 89.1% of the respondent agree that there is a good working condition,9.1% of the
respondent disagree with the working condition provided to them and 1.8% of respondent are neutral about
the working condition.

Sl.No. Particular No. of responses Frequency

1 Highly satisfied 7 12.7%
2 Satisfied 31 56.4%
42 | P a g e
3 Neutral 17 30.9%
4 Dissatisfied 0 0
5 Highly Satisfied 0 0
Total 55 100%

Interpretation:
This figure shows that 12.7% of the respondent are highly satisfied, 56.4% of the respondent
are satisfied, 30.9% of respondent are neutral with the support they are getting from the HR
department.

Sl.No. Particular No. of responses Frequency

1 Strongly agree 12 21.8%
2 Agree 29 52.7%
3 Neutral 11 20%
4 Disagree 3 5.5%

43 | P a g e
5 Strongly Disagree 0 0
Total 55 100%

Interpretation:
This figure shows that 21.8% of the respondent strongly agree, 52.7% of the respondent
agree, 20% of the respondent are neutral and 5.5% of the respondent disagree that
management is interested in motivating the employees.

Sl.No. Particular No. of responses Frequency

1 Financial incentive 28 50.9%
2 Non - Financial 6 10.9%
incentive
3 Both 21 38.2%
Total 55 100%

Interpretation:
This figure shows that 38.2% of the respondent are expressing that both financial and non-
financial incentives will equally motivated,50.9% are with financial incentive,10.9% are with
non-financial incentives.

44 | P a g e
Sl.No. Particular No. of responses Frequency
1 Yes 42 76.4%
2 No 5 9.1%
3 Maybe 8 14.5%
Total 55 100%

Interpretation:
This figure shows that 76.4% of the respondent agree there is fair amount of team spirit in
the organization, 9.1% do not agree, 14.5% are neutral about team spirit in the organization.

Sl.No. Particular No. of responses Frequency

1 Highly satisfied 7 12.7%

45 | P a g e
2 Satisfied 29 52.7%
3 Neutral 16 29.1%
4 Dissatisfied 2 3.6%
5 Highly dissatisfied 1 1.8%
Total 55 100%

Interpretation:
This figure shows that 12.7% of the respondent are highly satisfied, 52.7% of the respondent
are satisfied, 29.1% of the respondent are neutral, 3.6% of the respondent are dissatisfied,
1.8% of the respondent are highly dissatisfied with current incentive scheme.

Sl.No. Particular No. of responses Frequency

1 Yes 14 25.0%
2 Disagree 7 12.5%
3 Depend on target 7 12.5%
achieved
4 Depend on 27 50%
performance
Total 55 100%

Interpretation:
46 | P a g e
This figure shows that 25% of the respondent agree, 12.5% of the respondent disagree, 12.5% of the
respondent say that periodical increse in salary happens depending on target achived, 50% of the respondent
say that periodical increse in salary happens depending on performance of an employee.

Sl.No. Particular No. of responses Frequency

1 Agree 46 83.9%
2 Disagree 4 6.5%
3 Neutral 5 9.7%
Total 55 100%

Interpretation:
This figure shows that 83.9% of the respondent agree that they have good relation with the co-worker, 6.5%
disagree and 9.7% of the respondent are neutral about their relation with the co-worker.

47 | P a g e
Sl.No. Particular No. of responses Frequency
1 Yes 8 14.3%
2 No 8 14.3%
3 Can’t say 39 71.4%
Total 55 100%

Interpretation:
this figure shows that 14.3% of respondent have the job security in their organization, 14.3%
of respondent do not have the job security in the organization. 71.4% of the respondent do
not know about the job security in the organization.

Sl.No. Particular No. of responses Frequency

1 Agree 47 86.7%
2 Disagree 8 13.3%
Total 55 100%

48 | P a g e
Interpretation:
This figure shows that 86.7% say that there is promotion in their organization, 13.3% of the
respondent say there is no promotions in thier organization.

Sl.No. Particular No. of responses Frequency

1 strongly agree 11 20%
2 agree 28 52.7%
3 neutral 15 27.3%
4 disagree 0 0%
5 strongly disagree 0 0%
Total 55 100%

Interpretation:

49 | P a g e
This figure shows that 20% of respondent strongly agree that performance appraisal activities
are helpful to get motivated, 52.7% of respondent agree that performance appraisal activities
are helpful to get motivated, 27.3% of the respondent are neutral about performance appraisal
activities are helpful to get motivated.

Sl.No. Particular No. of responses Frequency

1 Strongly agree 17 29.1%
2 Agree 30 54.5%
3 Neutral 7 14.5%
4 Disagree 1 1.8%
5 Strongly Disagree 0 0
Total 55 100%

Interpretation:
This figure shows that 29.1% of the respondent strongly agree that support from coworker

50 | P a g e
are helpful to get motivated, 54.5% of the respondent agreed that support from coworker are
helpful to get motivated, 14.5% of the respondent add neutral about this support from
coworker to get motivated , 1.8% off the respondent disagree that support from coworker are
helpful to get motivated.

Sl.No. Particular No. of responses Frequency

1 Yes 32 58.2%
2 No 10 18.2%
3 Maybe 13 23.6%
Total 55 100%

Interpretation:
This figure shows that 58.2% of the respondent feel empowered in their organization ,
18.2% of the respondent do not feel empowered in their organization , and 23.6% of
the respondent are not sure.

51 | P a g e
Sl.No. Particular No. of responses Frequency
1 salary increase 33 60%
2 promotion 34 61.8%
3 leave 14 25.5 %
4 motivational talk 21 38.2%
Total 55 100%

Interpretation:
this figure shows that 60% of the respondent says that they are motivated by increase in their
salary, 61.8% of the respondent say that they are motivated by the promotion, and 25.5% say
that they are motivated by paid leave, 38.2% of the respondent say that they are motivated by
the motivational talk given by the organization.

52 | P a g e
 CHAPTER 5
FINDING AND SUGGESTIONS

53 | P a g e
5.1 SUMMARY:
The document aims at providing employees and management members with the information that can
be beneficial both personally and professionally. Every business enterprise has multiple objectives including
of adequate profit for payment of a reasonable rate of return to the owners and for investment in business
through satisfaction of customers, maintenance of a contended work force and creation of a public image.
The basic job of management of any business is the effective utilization of available human resources,
technological, financial, and physical resources for the achievement of the business objectives.

This project entitled as “Employee motivation” was done to find out the factors which will motivate
the employees. The study undertakes various efforts to analyze all of them in great details. The researcher in
this project at the outset gives the clear idea of the entire department existing in the company. From the
study, the researcher was able to find some of the important factors which motivate the employees. Factors
like financial incentives and non-financial inventive, performance appraisal system, good relationship with
co-workers, promotional opportunities in the present job, employee participation in decision making are very
much affect the level employee motivation. It is also clear from the study that the company is so eager in
motivating their employees and their present effort for it so far effective.
The human resources can play an important role in the realization of the objectives. Employees work
in the organization for the satisfaction of their needs. If the human resources are not properly motivated, the
management will not be able to accomplish the desired results. Therefore, human resources should be
managed with utmost care to inspire, encourage and impel them to contribute their maximum for the
achievement of the business objectives.

5.2Findings:
The findings of the study are follows:
• There is a harmonious relationship exist in the organization between employees and
management.
• The employees are really motivated by the management.
• The employees are satisfied with the present incentive plan of the company.
• Most of the workers agreed that the company is eager in recognizing and acknowledging their
work.
• The study reveals that there is a good relationship exists among employees.
• The company is providing good safety measures for ensuring the employees safety.
• The study reveals that increase in the salary will motivates the employees more.
• The incentives and other benefits will influence the performance of the employees.

54 | P a g e
5.3 SUGGESTIONS:
The suggestions for the findings from the study are follows:
• Most of the employees agree that the performance appraisal activities are helpful to get motivated, so
the company should try to improve performance appraisal system, so that they can improve their
performance.
• Non-financial incentive plans should also be implemented; it can improve the productivity level of
the employees.
• Organization should give importance to communication between employees and gain co-ordination
through it.
• Skills of the employees should be appreciated.
• Better carrier development opportunities should be given to the employees for their improvement.
• If the centralized system of management is changed to a decentralized one, then there would be
active and committed participation of staff for the success of the organization.

5.4 CONCLUSION:
The study on employee motivation highlighted so many factors which will help to motivate the
employees. The study was conducted among 100 employees and collected information through structured
questionnaire. The study helped to findings which were related with employee motivational programs which
are provided in the organization.
The performance appraisal activities really play a major role in motivating the employees of the
organization. It is a major factor that makes an employee feels good in his work and results in his satisfaction
too. The organization can still concentrate on specific areas which are evolved from this study in order to
make the motivational programs more effective. Only if the employees are properly motivated- they work
well and only if they work well the organization is going to benefit out it. Steps should be taken to improve
the motivational program procedure in the future. The suggestions of this report may help in this direction.

55 | P a g e
 CHAPTER-6
BIBLIGRAPHY

56 | P a g e
6.1 Reference:
• https://en.wikipedia.org/wiki/Public_sector_banks_in_India#:~:text=Public%20Sector%20Ban
ks%20(PSBs)%20are,owned%20Payments%20Bank%20in%20India.
• https://www.ibef.org/industry/banking-india.aspx
• https://www.businessstudynotes.com/others/banking-finance/discuss-importance-banks-detail/
• https://www.bankexamstoday.com/2018/12/recent-developments-in-banking-industry.html
• https://www.scribd.com/document/408990989/Blackbook-project-on-employee-motivation-
with-reference-to-public-sector-banks-163433602-pdf
• https://www.researchgate.net/publication/264522816_Factors_Motivating_Employees_in_Publi
c_Sector_Banks_An_Empirical_Investigation

57 | P a g e
6.2 Annexure:
1. Since how many years you have been working in this organization?
• 0-5 years
• 5- 10 years
• 10 -15 years
• More than 15 years

2. Are there any recent changes in the company that might have affected motivation?
• No
• Yes
• May be

3. Is there good working condition provided in your organization?

• Agree
• Disagree
• Neither
4. Do you get support from HR department?
• Highly satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied
5. Is management interested in motivating the employees?
• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly disagree
6. Which type of incentive motivates you more?
• Financial incentive
• Non-financial incentive
• Both

7. Is there fair amount of team spirit in organization?

• Yes
58 | P a g e
 • No
• Maybe
8. Are you satisfied with current incentive scheme?
• Highly satisfied
• Satisfied
• Neutral
• Dissatisfied
• Highly dissatisfied
9. Is there periodical increase in salary?
• Yes
• Disagree
• Depend on target achieved
• Depend on performance
10. Does good relation with co-worker maintained?
• Agree
• Disagree
• Neutral
11. Do you have job security in your organization?
• Yes
• No
• Can’t say
12. Are there any promotions in your organization?
• Agree
• Disagree
13. Do performance appraisal activities helpful to get motivated?
• Strongly agree
• Agree
• Neutral
• Disagree
• Strongly disagree

14. Is Support from co-worker helpful to get motivated?

• Strongly agree
• Agree
• Neutral

59 | P a g e
 • Disagree
• Strongly disagree
15. Do you feel empowered in your organization?
• Yes
• No
• Maybe
16. Which factor motivates you the most?
• Salary increase
• Promotion
• Leave
• Motivational talk

60 | P a g e