ABSTRACT

In modern era, it has been observed that stress management has become one of the most

substantial concepts in the professional environment. It is also seen that working efficiency

has degraded to some extent as professionals are unable to maintain a balance between their

personal and professional lives. This difference has made organizations to formulate such

policies that lead to better job performance which results in job satisfaction moreover

employee satisfaction. This degree of satisfaction has been referred to as QUALITY OF

WORK LIFE. Quality of work life is a process in an organization which enables its members

at all levels to participate actively and effectively in shaping organizational environment,

methods and outcomes. This study focuses on the subjective matter of QWL i.e. its key

elements like job security, job performance, employee satisfaction etc.

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 CHAPTER-I

INTRODUCTION

2
1-1 INTRODUCTION

Employees at the grass root level experience a sense of frustration because of low level of

wages, poor working conditions unfavorable Terms of employment, by their superiors and

the like where as managerial personnel feel frustrated because of alienation over their

conditions of employment, inter-personnel Conflicts, role Conflicts, job pressures, lack of

freedom in work, Absence of challenging work etc....

Job discontent and job pressures have their substantial effect on employees health in the form of

reduction in general happiness, increase in smoking drinking and putting on excessive body weight

etc....Frustration also be due to absence of recognition, tedious work, unsound relations with co-

workers, poor working conditions, low self esteem, occupational stress, work heavy load, monotony,

Fatigue, time pressures, lack of stability and security etc. in view of the contemporary managerial

problems, the present day employees are much concerned about high wages, better benefits,

challenging jobs etc...In the recent past, the tense “quality of work life “has appeared in research

journals and the press with remarkable regularity. Despite this, there is no general definition of the

concept it has become a casual phrase encompassing whatever improvement in general organization

climate the practitioner or researcher has observed. However some attempts were made to describe the

tense QWL. It refers to the favorableness or unfavorableness of a job environment for people. QWL

means different things to different people. J. Richard and. LOY defines QWL as “the degree to which

members of a work organization are able to satisfy important personal needs through their experience

in the organization.QWL improvements are defined as any activity which take place at every level of

and organization, which seeks great organizational effectiveness through enhancement of human

degree and growth. Management ,unions and employees learn how to work together better.... to

determine for themselves what actions, changes and improvements are desirable and workable in

order to achieve the twin and simultaneously goal both the company and the unions. There are some

benefits by enriching jobs they are

 Growth of the individual.

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 And they have better job satisfaction.

 Self actualization of the individual.

 Better employee performance for the organization.

 Organization gets intrinsically motivated employees.

 Less absenteeism, turnover and grievances for the organization.

 Full use of human Resource for society

QUALITY OF WORK LIFE DEFINITION

Quality of Work Life (QWL) is an improvised HRD mechanism that attempts to design and develop

work environments for the employees working at all levels. It is one of the major issues faced by

organisations. QWL is not only related to the achievement of greater human satisfaction but also aims

at improving productivity, adaptability and effectiveness of organisations.

QWL includes the attempts to achieve integration among the technological, human, organisational

and societal demands (the factors of work environments) to maximise the benefits for enriching the

human factor.

QWL is not based on any theory or any technique but is concerned with the overall climate of work,

the impact of work on people and organisational effectiveness. The basic purpose is to change the

work environment, which will lead towards a better QWL and ultimately to an improved quality of

life in the community/society.

Lloyd Suttle defines QWL as – “the degree to which members of a particular organisation can satisfy

important personal needs through their experiences in the organisation”. For example, providing

ample opportunities to workers to directly participate in problem-solving and decision-making,

particularly in their work-related areas is considered to be a necessary condition for greater freedom at

work and leads to self-development, self-control or self-direction, ultimately leading towards better

QWL.

Quality of Work-Life is a generic phrase that covers a person’s feelings about every dimension of

work including economic rewards and benefits, security, working conditions, organisational and

4
interpersonal relationships and its intrinsic meaning in a person’s life. It is a process by which an

organisation attempts to unleash the creative potential of its personnel by involving them in decisions

affecting their work lives.

1.2 NEED FOR THE STUDY

The project study entitled “Quality of Work Life” at HDFC Bank Ltd is carried out to

evaluate whether the strategy adopted by HDFC Bank Ltd to improve the quality of work life

is satisfying organizational objectives and employee needs.

1.3 OBJECTIVES OF THE STUDY

These are the Objectives which I have been thought from the Company:

 To understand core values of HDFC BANK LTD with respect to Quality of Work Life.

 To know what company is contributing for the Quality of Work Life.

 To evaluate the effectiveness and understand the perception of employees towards the Quality

of work life.

 To suggest measures for further improvement of Quality of work life

 To study how HDFC Bank Ltd is integrating technological,human,organization and societal

demands.

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1.4 SCOPE OF THE STUDY

The study with the prime objectives of ascertaining the employees towards the Quality Of Work Life

program, which are required to perform their jobs effectively. In HDFC BANK LTD. The studies

include managers and employees. The study considers only the perpetual elements of employees and

does not focus onground realities. The scope of study covers working conditions compensations extra

benefits treatment spurious, colleges, duly timing and grievance redresal mechanism and promotion

policy.

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1.5 METHODOLOGY OF THE STUDY

Nature of study

The study was totally a fact –finding study. The main aim of this is to identity and evaluates

the training and development program given to the employees working in HDFC BANK

LTD.

Study Area

The study has been conducted in HDFC BANK LTD

Sample Design

A sample design is definite plan determined before data was actually collected for obtaining a

sample from given population. In this study random sampling is used. This sampling method

involves purposive or deliberate selection of particular units of the population for constituting

a sample, which represents the population

Sample size:

The sample size taken for survey includes 100 employees. The sample takes into

consideration / constitutes all the managers and programmers in organization.

Collecting the data

In dealing with any problem it is often found that data at hand are inadequate, and therefore it

becomes necessary to collect data that are appropriate. These are several ways of collecting

the appropriate data, which defer considerably in context of time and other Resources. Here

for the purpose of study two kinds of data has been used.

1. Primary data

2. Secondary data

1. Primary Data

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The primary data are those, which are collected afresh for the first time, and thus happens to

be original in character, with reference to this study, data is collected through.

A) Questionnaire

B) Interview method

A) Questionnaire Method

Data is gathered by distributing Questionnaire to managers and employees. Questionnaire is

prepared and pre-tested before using it for data collection. Questionnaire is a structured one,

consisting of questions, which are close-ended having fixed response pattern with multiple

answers.

B) Interview method

The study also includes obtaining information from knowledgeable persons. This interview is

an informal or unstructured one with competent and articulate individuals, employees and

professionals of the organization.

2. Secondary data

The secondary data are those that are already available, i.e. they refer to the data, which have

already been collected and analyzed by someone else. Secondary data is gathered from the

organization catalogues, journals and books.

Percentage Method

Percentage method is used in making comparison between two or more series of data. This

is used to describe relationship.

Percentage of respondents = No of respondents ×100

------------------------------

Total respondents

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The method of study followed in this project in brief:

Sample size: 100

Data collection method: Primary and Secondary.

Duration of study: 45 days.

Analysis: Through simple percentage method.

LIMITATIONS OF THE STUDY

1. Firstly the respondents were not available readily and the data were collected as per

the convenience of the respondents.

2. Secondly the sample of 100 respondents was given by the organization; hence

appropriate sample technique was not applied for selecting the respondents.

9
 CHAPTER-II

REVIEW OF LITERATURE

10
Jeyaratham.and Malarvizhi (2002),in their article have discussed about the Quality of work

life among Sugar mill Employees in Erode District. The results of the study showed that the

basic strategy for improving the quality of work life is first to identify employee’s

important needs and to satisfy those needs. Hence the study indicated that increase in quality

of work life results in increase in productivity and dissatisfaction might happen due to lack of

recognition, tedious work, unhealthy peer relation, poor working condition, low self-esteem,

occupational stress, heavy work load, monotony, fatigue, time pressures, job insecurity,

instability of job etc.. The study recommended that promotion policies can be improved by

giving grade for designation according to the experience of the employees. Arranging

meditation classes and entertainment programmes for the employees can minimize

occupational stress.

Shiney Chib (2003), Conducted a study on Quality of Work life and organizational

performance at work place of a private manufacturing unit, Nagpur ,India through a struc-

tured questionnaire containing 31 items related to 6 vari- ables, namely organizational

performance, job satisfaction, QWL, wage policy, company policy and union policy. The

researcher has formulated two models, one is organiza- tion performance depends on

QWL, Job satisfaction, wage policy, company policy and union participation and the other

one is QWL which depends on Organization perfor- mance., job satisfaction, wage policy,

company policy and union participation. The collected data were analyzed us- ing simple

percentage, regression and correlation analy- sis. The study reveals that both the models

stand true and QWL had significant relationship with organizational perfor- mance.

Bhuvaneswari, Sugunya and Vishnu Priya (2004) in their article examined the Quality of

work life among employ- ees in Neyveli Lignite Corporation Limited, Tamilnadu.. The

findings reveals that majority of the respondents are satisfied with their job, nature of job,

11
salary,co-operation with colleagues, training and development, freedom to work, rewards &

recognitions, social & cultural Programmes

,health, safety & welfare measure and Quality of work life. It is also found that all the

employee benefits and other fa- cilities shows above neutral on satisfaction .Thus the effort

of NLC management for upgrading the living standard of the employees is encouraging

and unique.

Shalini Sheel Bhawna Khosla Sindhwani,Shashank Goel and Sunil Pathak (2005), together

presented an article regard- ing Quality of work life,Employee performance and Career

Growth Opportunities- A literature review. They discussed the model given by various

authors like Walton,Hackman and Oldham,Taylor,war & colleagues,Mirvis & Lawlyer,Baba

& Jamal Ellis etc..They conclude that in the post scenario,HR managers have to struggle with

presenting staff morale and job satisfaction. In this Scenario, high Quality of work life is

essential for organization to continue to attract and retain employees.

Gayathri and Lalitha Ramakrishnan (2006), in their article an attempt is made to review the

literature on quality of life to identity the concept and measurement variable along with

llinkage to satisfaction and performance. They discussed review of various authors about

quality of work life-concept and dimensions QWL-job satisfaction and per- formance. Thus

this paper the identification of measures of quality of life is indeed a difficult task, though

there is a sort of common agreement on its concept of employee well being .

Pallavi, Kulkarni (2007) in his article examined about the literature review on training and

development and quality of work life. They analysis various authors views regarding the role

of training and development in different aspects and its relation with the employee’s quality

of work life. Based on the reviews it was concluded the training moulds the employee’s

attitude and helps them to achieve a bet- ter co-operation within the organization. Training

12
and de- velopment program improve the quality of work life by creating an employee

supportive workplace.

Vaarmathi and Hema Dhalakridhnan (2008) in their study reckons the effects of quality of

work life in textile sec- tors in and around Coimbatore district. The factors that were

considered are salary, fair compensation, opportuni- ties,, job rotation, Authotity, activities,

career prospects, job security, training and health. The study reveals that the respondents are

not satisfied with salary and compensa- tion. The Anova test reveals that there is no

significant dif- ference in the mean opinion on job rotation, training and there is significant

difference for job security and authority to de the work. The correlation test implies positive

corre- lation between fair compensation and career opportunities.

Rathamani and Rameshwari Ramchandra (2009) in their study focused to examine the

quality of work life of em- ployees in Textile industry. Sipcot, perundurai.. The re- search

findings reveals the facts that motivational insight viz, promotion, insurance protection,

training , awards rec- ognition has been influencing factors of quality of work life. Quality

of work life influence job security, good work- ing condition condition, adequate and fair

compensation and monetary rewards. The respondents have give favour- able response on the

job satisfaction, safety and healthy working condition oppurtunities to develop human

capaci- ties and opportunities for continued growth and security of their organization. Then

also expect higher compensation from their employees.

Prethi Vijaimadhavan and . Venkataraman Raju (2010) ex- amines an empirical study on

quality of work life of IT pro- fessional and the relation between quality of work life and its

factors.. The dimensions used to measure QWL in this study are job and career satisfaction,

working condition, general well-being work life balance, career prospects and compensation

and training and development. The results shows that employee relationship is positively

13
correlated to all the factors of quality of work life. Thus the relation- ship between

management, employee and peer does have great impact in the work life of an individual.

Jerome (2011), in his study examines the quality of work life of employees at Jeppiaar

Cement pvt ltd, Perambal- ur.. The researcher study the various factors that influence the

quality of work life viz compensation safety and healthy working condition opportunities for

use and development of skills and abilities, work environment social relationship, welfare

measures job satisfaction and overall quality of work life. From the study the researcher

arrives the conclu- sion that the quality of work life contributes to the workers performance

in a holistic manner and majority of the re- spondents were in high level of job satisfaction

Guna Seelam Rethinam and maimunan Ismail, in their ar- ticle reviews the meaning of QWL,

analysis constructs of QWL based on models and past research from the per- spective of IT

professionals in many countries and in Ma- laysia. The constructs of QWL discussed are

health and well being, job security, job satisfaction, compentency development, work and

non-work life balance. The article concludes that QWL from the perspective of IT profes-

sional is challenging of IT professional is challenging both to the individual and

organization.

Vijay Anand (2013) in his study assess the quality of work life among employees in India

Textile industry using Wal- ton’s model.. The results with regard to fair and adequate

payment shows that among employees opinion this com- ponent is lower than the average

and their salary is not satisfactory and is not associated with their job. Thus this cause job

dissatisfaction among employees

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 CHAPTER – III
INDUSTRY PROFILE
&
COMPANY PROFILE

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 3.1 INDUSTRY PROFILE

BANKING IN INDIA:

Banking in India originated in the last decades of the 18th century. The oldest bank in existence in
India is the State Bank of India, a government-owned bank that traces its origins back to June 1806
and that is the largest commercial bank in the country. Central banking is the responsibility of the
Reserve Bank of India, which in 1935 formally took over these responsibilities from the then Imperial
Bank of India, relegating it to commercial banking functions. After India's independence in 1947, the
Reserve Bank was nationalized and given broader powers, In 1969 the government nationalized the
14 largest commercial banks, the government nationalized the six next largest in 1980.

Currently India has 96 scheduled commercial banks (SCBs) - 27 public sector banks (that is with the
Government of India holding a stake), 31 private banks (these do not have government stake, they
may be publicly listed and traded on stock exchanges) and 38 foreign banks. They have a combined
network of over 53,000 branches and 17,000ATMs. According to a report by ICRA Limited, a rating
agency, the public sector banks hold over 75 percent of total assets of the banking industry, with the
private and foreign banks holding 18.2% and 6.5% respectively

Early history

Banking in India originated in the last decades of the 18th century. The first banks were The General
Bank of India which started in 1786, and the Bank of Hindustan, both of which are now defunct. The
oldest bank in existence in India is the State Bank of India, which originated in the Bank of Calcutta
in June 1806, which almost immediately became the Bank of Bengal. This was one of the three
presidency banks, the other two being the Bank of Bombay and the Bank of Madras, all three of
which were established under charters from the British East India Company. For many years the
Presidency banks acted as Quasi-central banks, as did their successors.

Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a
consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and still
functioning today, is the oldest Joint Stock bank in India. It was not the first though. That honor
belongs to the Bank of Upper India, which was established in 1863, and which survived until 1913,
when it failed, with some of its assets and liabilities being transferred to the Alliance Bank of Simla.

When the American Civil War stopped the supply of cotton to Lancashire from the Confederate
States, promoters opened banks to finance trading in Indian cotton. With large exposure to speculative

16
ventures, most of the banks opened in India during that period failed. The depositors lost money and
lost interest in keeping deposits with banks. Subsequently, banking in India remained the exclusive
domain of Europeans for next several decades until the beginning of the 20th century.

Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoired' Escompte
de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862; branches in Madras
and Pondicherry, then a French colony, followed. HSBC established itself in Bengal in 1869. Calcutta
was the most active trading port in India, mainly due to the trade of the British Empire, and so became
a banking center.

Fig 3.1.1

The Bank of Bengal, which later became the State Bank of India.

The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in 1881 in
Faizabad, It was failed in 1958. The next was the Punjab National Bank, established in Lahore in
1895, which has survived to the present and is now one of the largest banks in India.

Around the turn of the 20th Century, the Indian economy was passing through a relative period of
stability. Around five decades had elapsed since the Indian Mutiny, and the social, industrial and other
infrastructure had improved. Indians had established small banks, most of which served particular
ethnic and religious communities.

The presidency banks dominated banking in India but there were also some exchange banks and a
number of Indian joint stock banks. All these banks operated in different segments of the economy.
The exchange banks, mostly owned by Europeans, concentrated on financing foreign trade. Indian
joint stock banks were generally undercapitalized and lacked the experience and maturity to compete
with the presidency and exchange banks. This segmentation let Lord Curzon to observe, "In respect of

17
banking it seems we are behind the times. We are like some old fashioned sailing ship, divided by
solid wooden bulkheads into separate and cumbersome compartments."

The period between 1906 and 1911, saw the establishment of banks inspired by the Swadeshi
movement. The Swadeshi movement inspired local businessmen and political figures to found banks
of and for the Indian community. A number of banks established then have survived to the present
such as Bank of India, Corporation Bank, Indian Bank, Bank of Baroda, Canara Bank and Central
Bank of India.

The fervor of Swedishi movement lead to establishing of many private banks in Dakshina Kannada
and Udupi district which were unified earlier and known by the name South Canara( South Kanara )
district. Four nationalised banks started in this district and also a leading private sector bank. Hence
undivided Dakshina Kannada district is known as "Cradle of Indian Banking".

18
Fig 3.1.2

19
 3.2 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 liberalization of the Indian 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 is India's premier housing finance company and enjoys an impeccable track record in India as
well as in international markets. Since its inception in 1977, the Corporation has maintained a
consistent and healthy growth in its operations to remain the market leader in mortgages. Its
outstanding loan portfolio covers well over a million dwelling units. With its experience in the
financial markets, a strong market reputation, large shareholder base and unique consumer franchise,
HDFC was ideally positioned to promote a bank in the Indian environment.

The objective is to build sound customer franchises across distinct businesses so as to be the preferred
provider of banking services for target retail and wholesale customer segments, and to achieve healthy
growth in profitability, consistent with the bank's risk appetite. The bank is committed to maintain the
highest level of ethical standards, professional integrity, corporate governance and regulatory
compliance. HDFC Bank's business philosophy is based on four core values - Operational Excellence,
Customer Focus, Product Leadership and People.

VISION:

To be customer driven best managed enterprise that enjoys market leadership in providing housing
related finance.

MISSION:

HDFC Bank's mission is to be a World-Class Indian Bank.

20
Capital Structure

As on 31st December, 2009 the authorized share capital of the Bank is Rs. 550crore. The
paid-up capital as on said date is Rs. 455, 23, 65,640/- (45, 52, 36,564 equity shares of Rs.
10/- each). The HDFC Group holds 23.87 % of the Bank's equity and about 16.94 % of the
equity is held by the ADS Depository (in respect of the bank's American Depository Shares
(ADS) Issue). 27.46 % of the equity is held by Foreign Institutional Investors (FIIs) and
the Bank has about 4,58,683 shareholders.

The shares are listed on the Bombay Stock Exchange Limited and the National Stock
Exchange of India Limited. The Bank's American Depository Shares (ADS) are listed on the
New York Stock Exchange (NYSE) under the symbol 'HDB' and the Bank's Global
Depository Receipts (GDRs) are listed on Luxembourg Stock Exchange under ISIN No
US40415F2002.

HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of
1,725 branches spread in 771 cities across India. All branches are linked on an online real-
time basis. Customers in over 500 locations are also serviced through Telephone Banking.
The Bank's expansion plans take into account the need to have a presence in all major
industrial and commercial Centre s where its corporate customers are located as well as the
need to build a strong retail customer base for both deposits and loan products. Being a
clearing/settlement bank to various leading stock exchanges, the Bank has branches in the
Centers where the NSE/BSE have a strong and active member base.

The Bank also has 4,000 networked ATMs across these cities. Moreover, HDFC Bank's
ATM network can be accessed by all domestic and international Visa/MasterCard, Visa
Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

Mr. JagadishCapoor took over as the bank's Chairman in July 2001. Prior to this, Mr. Capoor
was a Deputy Governor of the Reserve Bank of India.

21
The Managing Director, Mr. AdityaPuri, has been a professional banker for over 25 years,
and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a wealth of

experience in public policy, administration, industry and commercial banking. Senior
executives representing HDFC are also on the Board.

Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional
expertise of the management team and the overall focus on recruiting and retaining the best
talent in the industry, the bank believes that its people are a significant competitive strength.

HDFC Bank operates in a highly automated environment in terms of information technology

and communication systems. All the bank's branches have online connectivity, which enables
the bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also
provided to retail customers through the branch network and Automated Teller Machines
(ATMs).

The Bank has made substantial efforts and investments in acquiring the best technology
available internationally, to build the infrastructure for a world class bank. The Bank's
business is supported by scalable and robust systems which ensure that our clients always get
the finest services we offer.

The Bank has prioritized its engagement in technology and the internet as one of its key goals
and has already made significant progress in web-enabling its core businesses. In each of its
businesses, the Bank has succeeded in leveraging its market position, expertise and
technology to create a competitive advantage and build market share.

HDFC Bank offers a wide range of commercial and transactional banking services and
treasury products to wholesale and retail customers. The bank has three key business
segments.

22
Wholesale Banking Services

The Bank's target market ranges from large, blue-chip manufacturing companies in the
Indian corporate to small & mid-sized corporate and agri-based businesses. For these
customers, the Bank provides a wide range of commercial and transactional banking
services, including working capital finance, trade services, transactional services, cash
management, etc. The bank is also a leading provider of structured solutions, which
combine cash management services with vendor and distributor finance for facilitating
superior supply chain management for its corporate customers. Based on its superior
product delivery / service levels and strong customer orientation, the Bank has made
significant inroads into the banking consortia of a number of leading Indian corporate
including multinationals, companies from the domestic business houses and prime public
sector companies. It is recognized as a leading provider of cash management and
transactional banking solutions to corporate customers, mutual funds, stock exchange
members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a full range of
financial products and banking services, giving the customer a one-stop window for all
his/her banking requirements. The products are backed by world-class service and
delivered to customers through the growing branch network, as well as through alternative
delivery channels like ATMs, Phone Banking, Net Banking and Mobile Banking.

The HDFC Bank Preferred program for high net worth individuals, the HDFC Bank Plus
and the Investment Advisory Services programs have been designed keeping in mind
needs of customers who seek distinct financial solutions, information and advice on
various investment avenues. The Bank also has a wide array of retail loan products
including Auto Loans, Loans against marketable securities, Personal Loans and Loans for
Two-wheelers. It is also a leading provider of Depository Participant (DP) services for
retail customers, providing customers the facility to hold their investments in electronic

23
 form.

HDFC Bank was the first bank in India to launch an International Debit Card in
association with VISA (VISA Electron) and issues the MasterCard Maestro debit card as
well. The Bank launched its credit card business in late 2001. By March 2009, the bank
had a total card base (debit and credit cards) of over 13 million. The Bank is also one of
the leading players in the “merchant acquiring” business with over 70,000 Point-of-sale
(POS) terminals for debit / credit cards acceptance at merchant establishments. The Bank
is well positioned as a leader in various net based B2C opportunities including a wide
range of internet banking services for Fixed Deposits, Loans, Bill Payments, etc.

Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the
liberalization of the financial markets in India, corporate need more sophisticated risk
management information, advice and product structures. These and fine pricing on various
treasury products are provided through the bank's Treasury team. To comply with statutory
reserve requirements, the bank is required to hold 25% of its deposits in government
securities. The Treasury business is responsible for managing the returns and market risk
on this investment portfolio.
Credit Rating

The Bank has its deposit programs rated by two rating agencies - Credit Analysis & Research
Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed Deposit
programme has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents
instruments considered to be "of the best quality, carrying negligible investment risk". CARE
has also rated the bank's Certificate of Deposit (CD) programme "PR 1+" which represents
"superior capacity for repayment of short term promissory obligations". Fitch Ratings India
Pvt. Ltd. (100% subsidiary of Fitch Inc.) has assigned the "AAA (ind )" rating to the Bank's
deposit programme, with the outlook on the rating as "stable". This rating indicates "highest
credit quality" where "protection factors are very high"

The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE and
Fitch Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II Bonds
rated by CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA" for the

24
subordinated Tier II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA
(ind)" with the outlook on the rating as "stable". CARE has also assigned "CARE AAA
[Triple A]" for the Banks Perpetual bond and Upper Tier II bond issues. CRISIL has assigned
the rating "AAA / Stable" for the Bank's Perpetual Debt programme and Upper Tier II Bond
issue. In each of the cases referred to above, the ratings awarded were the highest assigned by
the rating agency for those instruments?

Corporate Governance Rating

The bank was one of the first four companies, which subjected itself to a Corporate
Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating
Information Services of India Limited (CRISIL). The rating provides an independent
assessment of an entity's current performance and an expectation on its "balanced value
creation and corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to wealth
creation for all its stakeholders while adopting sound corporate governance practices is the
highest.

On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank was
formally approved by Reserve Bank of India to complete the statutory and regulatory
approval process. As per the scheme of amalgamation, shareholders of CBOP received 1
share of HDFC Bank for every 29 shares of CBOP.

The merged entity will have a strong deposit base of around Rs. 1,22,000crore and net
advances of around Rs. 89,000 crore. The balance sheet size of the combined entity would be
over Rs. 1,63,000crore. The amalgamation added significant value to HDFC Bank in terms of
increased branch network, geographic reach, and customer base, and a bigger pool of skilled
manpower.

In a milestone transaction in the Indian banking industry, Times Bank Limited (another new
private sector bank promoted by Bennett, Coleman & Co. / Times Group) was merged with
HDFC Bank Ltd., effective February 26, 2000. This was the first merger of two private banks
in the New Generation Private Sector Banks. As per the scheme of amalgamation approved
by the shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank
received 1 share of HDFC Bank for every 5.75 shares of Times Bank.

25
HDFC Bank Ltd. (BSE: 500180, NYSE: HDB) is a commercial bank of India, incorporated
in August 1994, after the Reserve Bank of India allowed establishing private sector banks.
The Bank was promoted by the Housing Development Finance Corporation, a premier
housing finance company (set up in 1977) of India. HDFC Bank has 1,412 branches and over
3,295 ATMs, in 528 cities in India, and all branches of the bank are linked on an online real-
time basis. As of September 30, 2008 the bank had total assets of INR 1006.82 billion. For
the fiscal year 2008-09, the bank has reported net profit of Rs.2,244.9crore, up 41% from the
previous fiscal. Total annual earnings of the bank increased by 58% reaching at
Rs.19,622.8crore in 2008-09.

Business Focus

HDFC Bank deals with three key business segments – Wholesale Banking Services, Retail
Banking Services, and Treasury. It has entered the banking consortia of over 50 corporates
for providing working capital finance, trade services, corporate finance and merchant
banking. It is also providing sophisticated product structures in area of foreign exchange and
derivatives, money markets and debt trading and equity research.

Wholesale Banking Services

The Bank's target m inroads into the banking consortia of a number of leading Indian
corporate including multinationals, companies from the domestic business houses and prime
public sector companies. It is recognized as a leading provider of cash management and
transactional banking solutions to corporate customers, mutual funds, stock exchange
members and banks.

Retail Banking Services

The objective of the Retail Bank is to provide its target market customers a full range of
financial products and banking services, giving the customer a one-stop window for all
his/her banking requirements. The products are backed by world-class service and delivered
to customers through the growing branch network, as well as through alternative delivery
channels like ATM, Phone Banking, Net Banking and Mobile Banking.

HDFC Bank was the first bank in India to launch an International Debit Card in association
with VISA (VISA Electron) and issues the Master card Maestro debit card as well. The Bank

26
launched its credit card business in late 2001. By March 2009, the bank had a total card base
(debit and credit cards) of over 13 million. The Bank is also one of the leading players in the
“merchant acquiring” business with over 70,000 Point-of-sale (POS) terminals for debit /
credit cards acceptance at merchant establishments. The Bank is well positioned as a leader in
various net based B2C opportunities including a wide range of internet banking services for
Fixed Deposits, Loans, Bill Payments, etc.

Treasury

Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. These services
are provided through the bank's Treasury team. To comply with statutory reserve
requirements, the bank is required to hold 25% of its deposits in government securities. The
Treasury business is responsible for managing the returns and market risk on this investment
portfolio.

Distribution Network

HDFC Bank is headquartered in Mumbai. The Bank has a network of 1,725 branches spread
in 771 cities across India. All branches are linked on an online real-time basis. Customers in
over 500 locations are also serviced through Telephone Banking. The Bank has a presence in
all major industrial and commercial centres across the country. Being a clearing/settlement
bank to various leading stock exchanges, the Bank has branches in the centre where the
NSE/BSE has a strong and active member base.

The Bank also has 3,898 networked ATMs across these cities. Moreover, HDFC Bank's
ATM network can be accessed by all domestic and international Visa/MasterCard, Visa
Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

Housing Development Finance Corporation Limited or HDFC (BSE: 500010), founded

1977 by Ravi Maurya and Hasmukhbhai Parekh, is an IndianNBFC, focusing on home
mortgages. HDFC's distribution network spans 243 outlets that include 49 offices of HDFC's
distribution company, HDFC Sales Private Limited. In addition, HDFC covers over 90
locations through its outreach programmes. HDFC's marketing efforts continue to be
concentrated on developing a stronger distribution network. Home loans are also Sharcket

27
through HDFC Sales, HDFC Bank Limited and other third party Direct Selling Agents
(DSA).To cater to non-resident Indians, HDFC has an office in London and Dubai and
service associates in Kuwait, Oman, Qatar, Sharjah, Abu Dhabi, Al Khobar, Jeddah and
Riyadh in Saudi Arabia.

BOARD OF DIRECTORS:

Director Name Designation

C M Vasudev Non-Executive Chairman

AdityaPuri Managing Director

Harish Engineer Executive Director

PareshSukthankar Executive Director

Anami N Roy Director

AshimSamanta Director

Bobby Parikh Director

ParthoDatta Director

RenuKarnad Director

PanditPalande Director

Sanjay Dongre Company Secretary

28
AWARDS:

2011

Euro money 1) Best Local Bank in India (second year in a row)  2) Best
Private Banking Private Banking Services overall (moved up from No. 2 last
and Wealth year)
Management Poll
2011
Financial Insights Innovation in Branch Operations - Server Consolidation Project
Innovation Awards
2011
Global Finance Best Trade Finance Provider in India for 2011
Award
2 Banking 1) Best Risk Management Initiative and 2) Best Use of Business
Technology Intelligence.
Awards 2010
SPJIMR 2nd Prize
Marketing Impact
Awards (SMIA)
2011
Business Today Listed in top 10 Best Employers in the country
Best Employer
Survey

2010

Business India Mr. Adityapuri MD, HDFC Bank

Businessman of
the Year Award
for 2010.

29
Business world Most Tech-savvy Bank
Best Bank Awards
2010
Outlook Money Best Bank
NDTV Profit
Awards 2010
Forbes Asia Feb. 50 Companies in Asia Pacific
GQ India's Man of Mr. AdityaPuri, MD, HDFC Bank
the Year
(Business)
UTI MF-CNBC Best Performing Bank
TV18 Financial
Advisor Awards
2010
Wall Street Journal  Our Bank among India's 10 Most Admired Companies
survey of Asia's
Best 200  Rated 3rd Best in terms of Financial Reputation
Companies 2010
Business Standard Mr. AdityaPuri, MD, HDFC Bank
Best Banker
Award

Fe Best Bank - Best Innovator of the year award for    our MD Mr.
Awards 2010 AdityaPuri
- Second Best Private Bank in India
- Best in Strength and Soundness    Award
Euro money Best Bank in India
Awards 2010
Economic Times Most Trusted Brand - Runner Up
Brand Equity &
Nielsen Research
annual survey
2010
Asia Money 2010 Best Domestic Bank in India
Awards
IBA Banking Best IT Governance Award - Runner up
Technology
Awards 2010
Global Finance Best Trade Finance Bank in India for 2010
Award

30
 CHAPTER-IV

DATA ANALYSIS

AND

INTERPRETATIONS

31
1. Your organization provides opportunity for growth and security.
Table 4.1

OPTIONS NO OF RESPONSES

Strongly agree 46

Agree 50

Disagree 04

Strongly disagree 0

Chart 4.1

50
40 Strongly
agree
30
Agree
20 Disagree
10 Strongly
disagree
0
NO OF RESPONSES

Interpretation:

32
 The survey revealed that most of the employees strongly agree that the HDFC
BANK LTDprovides opportunity for growth and security and some are disagree about
this.

2. Pay and compensation package is adequate and fair in comparison to performance.

Table 4.2

OPTIONS NO OF RESPONSES

Strongly agree
18

Agree 52
Neutral 18
Strongly disagree 12

Chart 4.2

60
50 Strongly agree
40 Agree
30
20 Neutral
10
0 Strongly disagree
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees agree for the reason of their pay and
compensation package is adequate and fair in comparison to performance and some
are disagree.

33
3. Medical facilities provided by the organization suites your health needs?
Table 4.3

OPTIONS NO OF RESPONSES

Strongly agree 38

Agree 46

Disagree 14

Strongly disagree 0

Chart 4.3

50
40 Strongly agree
30 Agree

20 Disagree

10 Strongly
disagree
0
NO OF RESPONSES

Interpretation:

34
 The survey revealed that most of the employees agree and strongly agree for the
reason of the medical facilities provided by the organization which suits their health
needs, and few are disagree.

4. Your job allows you to use your skills and abilities.

Table 4.4

OPTIONS NO OF RESPONSES

Strongly agree 22

Agree 62

Disagree 12

Strongly Disagree 0

Chart 4.4

70
60 Strongly
50 agree
40 Agree
30 Disagree
20
Strongly
10 Disagree
0
NO OF RESPONSES

Interpretation:

35
 The survey revealed that most of the employees agree and strongly agree for using
their skills and abilities in their job.

5. Promotion policy of your organization ensures planned carrier growth.

Table 4.5

OPTIONS NO OF RESPONSES

Yes 42

No 40

Can’t say 18

Chart 4.5

50
40
30 yes
No
20
Can’t say
10
0

Interpretation:

The survey revealed that most of the employees are satisfied the promotion policy by
the organization which ensures planed career growth. But most of the employees are
un-satisfied by this policy.

36
6. Training facilities of your organization enhance your skills competencies.
Table 4.6

OPTIONS NO OF RESPONSES

Very true 28

Somewhat true 60

Not true 12

Not at all true 0

Chart 4.6

60 Very true
Some what true
40 Not true
20 Not at all true

0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are somewhat true about the training
facilities of HDFC BANK LTDthat enhance their skill competencies and some
employees are very true and not true.
37
 OPTIONS NO OF RESPONSES

Very good 44

7. Good 52 How
would you
Bad 0
describe
relations at your
work place with your superiors?
Table 4.7

Chart 4.7

60

50

40
Very good
30 Good
Bad
20

10

0
NO OF RESPONSES

Interpretation:

38
 The survey revealed that most of the employees are good at describing relations at
their workplace with their superiors. And some employees are very good in
maintaining their relation.

8. Your relation with your peers and subordinates are harmonious.

Table 4.8

OPTIONS NO OF RESPONSES

Very good 44

Good 40

Satisfactory 16

Bad 0

Chart 4.8

50
40
Very good
30 Good
20 Satisfactory
Bad
10
0
NO OF RESPONSES

39
 Interpretation:

The survey revealed that most of the employees are very good and some and least
employees are good and satisfactory in their relation with their peers and sub-
ordinates are harmonious.

9. Your organization provides a mechanism to express your views and grievances.

Table 4.9

OPTIONS NO OF RESPONSES

Strongly agree 16

Agree 48

Can’t say 18

disagree 18

Chart 4.9

50
40
Strongly agree
30
Agree
20 Can’t say
Disagree
10
0
NO OF RESPONSES

Interpretation:

40
 The survey revealed that most of the employees strongly agree and some employees
agree that their organization provides a mechanism to express their views and
grievances.

10. Do you normally work as part of a team or do you work mostly on your own?
Table 4.10

OPTIONS NO OF RESPONSES

Yes I work a part of team 70

No I work on my own 18

I work as an individual 12

Chart 4.10

70
60 Yes I work a part of
team
50
40 No I work on my own
30
I work as an individual
20
10
0
NO OF RESPONSES

Interpretation:

41
 The survey revealed that most of the employees work as a part of team and where
some employees work on their own and individual.

11. How often do you feel successful in your work?

Table 4.11

OPTIONS NO OF RESPONSES

Often 64

Sometimes 26

Rarely 10

Never 0

Chart 4.11

70
60
50 Often
40 Sometimes
30 Rarely
20 Never
10
0
NO OF RESPONSES

Interpretation:

42
 The survey revealed that most of the employees often feel successful in their work but
some employees feel sometime successful in their work.

12. How often do you carry office work to your home as part of your job?
Table 4.12

OPTIONS NO OF RESPONSES

Never 62

Few times in a year 20

Once in a month 18

Once in a week 0

Chart 4.12

70
60
Never
50
40 Few times in a
year
30
20 Once in a month
10 Once in a week
0
NO OF RESPONSES

43
 Interpretation:

The survey revealed that most of the employees are never do carry office work to
their home as part of their job. And few employees do carry their work few times in a
year and least employees do carry their work once in a month

13. To what extent your organization provides scope for the employee’s Development?
Table 4.13

OPTIONS NO OF RESPONSES

To great extent 18

To some extent 50

Satisfactory 20

Not satisfied 12

Chart 4.13

50
40 To great extent
30 To some extent
20 satisfactory
10 Not satisfied
0
NO OF RESPONSES

Interpretation:

44
 The survey revealed that most of the employees to some extent accepted that HDFC
BANK LTD provides scope for the employee’s development and some are
satisfactory.

14. There is no discrimination and there is high degree of social integration at the
Workplace?
Table 4.14

OPTIONS NO OF RESPONSES

Strongly agree 18

Agree 50

Neutral 22

Disagree 10

Chart 4.14

50
45
40
35
30 Strongly agree
25 Agree
20 Neutral
15 Disagree
10
5
0
NO OF RESPONSES

Interpretation:

45
 The survey revealed that most of the employees agree and strongly agree that there is
no discrimination and there is high degree of social integration at workplace.

15. To what extent do you think that you are best suited for the job?
Table 4.15

OPTIONS NO OF RESPONSES

To great extent 50

To some extent 28

Satisfactory 22

Not satisfactory 0

Chart 4.15

60 To great extent
40 To some extent
20 Satisfactory
Not satisfactory
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees to great extent they think that they
are best suited for the job and some employees to some extent and satisfactory.

46
16. Which techniques are used to improve your work life?
Table 4.16

OPTIONS NO OF RESPONSES

By doing hard work 26

With patience 18

Understanding others 12

Balancing both personal work 44

&official work

Chart 4.16

By doing hard work

50
40 With patience

30 Understanding
others
20
10 Balancing both
personal work &of-
0 ficial work
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are using the techniques to improve
their work life by balancing both personal work and official work and some
employees by doing hard work and some with patience and by understanding others.

47
17. How often do you go home in time?
Table 4.17

OPTIONS NO OF RESPONSES

Occasionally 38

Daily 44

Rarely 18

Never 0

45
40
35
30 Occasionally
25 Daily
20 Rarely
15 Never
10
5
0
NO OF RESPONSES
Chart 4.17

Interpretation:

The survey revealed that most of the employees often go home in time by
occasionally and some they go daily and some are rarely.

48
18. How often your official commitments obstruct your personal and family works.
Table 4.18

OPTIONS NO OF RESPONSES

Always 12

Often 32

Rarely 46

Never 10

Chart 4.18

50
40
Always
30 Often
20 Rarely
Never
10
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are rarely obstruct their official
commitments in their personal and family works and some are often and always.

49
19. How often your personal works obstruct your official commitments?
Table 4.19

OPTIONS NO OF RESPONSES

Always 12

Often 16

Rarely 44

Never 28

Chart 4.19

45
40
35
30 Always
25 Often
20 Rarely
15 Never
10
5
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are rarely obstructing their personal
work in their official commitments and never for some employees.

50
20. The suggestion scheme in your organization is.
Table 4.20

OPTIONS NO OF RESPONSES

Very Effective 20

Good 56

Ineffective 24

Chart 4.20

60
50
40
Very Effective
30
20 Good
10
0 Ineffective
NO OF RESPONSES

Interpretation:

The survey revealed that the suggestion scheme is good and very effective in HDFC
BANK LTD.

51
 CHI – SQUARE TEST – 1

TABLE – 1.14
Table showing the relationship between the experience of the respondents and their
opinion on the grievance handling procedure by the superiors

Experience in Opinion on grievance handling procedure by the Total

years superiors
SA A N
0–3 56 23 6 85
4–6 29 4 5 38
7 – 10 19 4 4 27
Total 104 31 15 150

Null hypothesis: (Ho)

There is no significant relationship between the experience of the respondents and

their opinion on the grievance handling procedure by the superiors.

Chi square Table:

O E (O-E) (O-E)² (O-E)²/E

56 58.9 - 2.9 8.41 0.142

23 17.6 5.4 29.16 1.656

6 8.5 - 2.5 6.25 0.735

29 26.3 2.7 7.29 0.277

4 7.9 - 3.9 15.21 1.925

5 3.8 1.2 1.44 0.378

19 18.7 0.3 0.09 0.0004

4 5.6 - 1.6 2.56 0.457

4 2.7 1.3 1.69 0.625

χ² = 6.1954

52
Result:

Degree of freedom Table chi-square value at Calculated chi-square value

5% level

4 9.488 6.1954

Interpretation:

At 5% level of significance and 4 degrees of freedom the calculated value of chi-

square is 6.1954 and chi-square value is 9.488 from the table.

Inference:

Since the calculated value is lesser than the table value, the hypothesis is accepted.

Hence, there is no significant relationship between the experience of respondents and their

opinion on the grievance handling procedure by the superiors.

53
 CHI SQUARE TEST – 2

TABLE – 1.15

Table showing the relationship between the monthly income of the respondents and the
opinion on whether their financial needs are fulfilled adequately

Monthly Income Opinion on whether their financial needs are fulfilled Total
in Rs. adequately

SA A N DA
Above 2000 12 32 5 11 60
Above 4000 9 24 7 7 47
Above 6000 6 8 4 5 23
Above 8000 7 5 4 4 20
Total 34 69 20 27 150

Null hypothesis: (Ho)

There is no significant relationship between the monthly income of the

respondents and the opinion on whether their financial needs are fulfilled adequately.

Chi-square table:

O E O-E (O-E)² (O-E)²/E

12 13.6 -1.6 2.56 0.188

32 27.6 4.4 19.36 0.701

5 8.0 -3.0 9 1.125

11 10.8 0.2 0.04 0.0003

9 10.7 -1.7 2.89 0.270

24 21.6 2.4 5.76 0.266

7 6.3 0.7 0.49 0.07

7 8.46 -1.46 2.13 0.251

54
 6 5.2 0.8 0.64 0.123

8 10.6 -2.6 6.76 0.637

4 3.7 0.3 0.09 0.024

5 3.5 1.5 2.25 0.642

7 4.5 2.5 6.25 1.388

5 9.2 -4.2 17.64 1.917

4 3.2 0.8 0.64 0.2

4 3.1 0.9 0.81 0.261

χ² = 8.0633

Result:

Degrees of freedom Table chi-square value at 5 Calculated chi–square

% level value

9 16.919 8.0633

Interpretation:

At 5% level of significance and 9 degrees of freedom the calculated value of chi-

square is 8.0633 and chi-square value is 16.919 from the table.

Inference:

Since the calculated value is lesser than the table value, the hypothesis is accepted.

Hence, there is no significant relationship between the monthly income of the respondents

and the opinion on whether their financial needs are fulfilled adequately.

55
 CHI SQUARE TEST – 3

TABLE – 1.16
Table showing the relationship between the experience of the respondents and their
opinion on the work load fixed

Experience Opinion on the work load fixed Total

in years
SA A N DA
0–3 85
26 35 18 6
4–6 38
11 18 4 5
7 – 10 27
6 12 4 5
Total 43 65 26 16 150

Null hypothesis: (Ho)

There is no significant relationship between the experience of the respondents and their
opinion on the work load fixed.

Chi-square table:

O E (O-E) (O-E)² (O-E)²/E

26 24.4 1.6 2.56 0.104

35 36.8 -1.8 3.24 0.088

18 14.7 3.3 10.89 0.740

6 9.1 -3.1 9.61 1.056

11 10.9 0.1 0.01 0.00009

18 16.5 1.5 2.25 0.136

4 6.6 -2.6 6.76 1.024

56
 5 4.1 0.9 0.81 0.197

6 7.7 -1.7 2.89 0.375

12 11.7 0.3 0.09 0.0007

4 4.7 -0.7 0.49 0.104

5 2.9 2.1 4.41 1.520

χ² = 5.344

Result:

Degrees of freedom Table chi - square value at Calculated chi – square

5 % level value

6 12. 592 5.344

Interpretation:

At 5 % level of significance and 6 degrees of freedom the calculated value of chi-

square is 5.344 and chi-square value is 12.592 from the table.

Inference:

Since the calculated value is lesser than the table value, the hypothesis is accepted.

Hence, there is no significant relationship between the experience of the respondents and

their opinion on work load fixed.

57
 Chi-square test – 4

Table – 1.17

Table showing the relationship between educational qualification of the respondents

and their opinion on work load fixed

Educational Opinion of their work load fixed Weighted

qualification average
SA A N DA
Below SSLC 47
16 20 7 4
SSLC 32
6 17 5 4
Diploma 25
7 9 5 4
Pre degree/HSC 46
14 19 9 4
43 65 26 16 150
Total

Null hypothesis: (Ho)

There is no significant relationship between educational qualification of the

respondents and their opinion on work load fixed.

Chi-square table:

O E (O-E) (O-E)² (O-E)²/E

16 13.5 2.5 6.25 0.462

20 20.4 -0.4 0.16 0.0007

7 8.1 -1.1 1.21 0.149

4 5.0 -1.0 1.0 0.2

6 9.2 -3.2 10.24 1.113

17 13.8 3.2 10.24 0.742

58
 5 5.5 -0.5 0.25 0.045

4 3.4 0.6 0.36 0.105

7 7.2 -0.2 0.04 0.0005

9 10.8 -1.8 3.24 0.3

5 4.3 0.7 0.49 0.113

4 2.6 1.4 1.96 0.753

14 13.2 0.8 0.64 0.048

19 19.9 -0.9 0.81 0.040

5 7.9 -2.9 8.41 1.064

4 4.9 -0.9 0.81 0.165

Total χ²= 5.3002

Result:

Degrees of freedom Table chi - square value at Calculated chi – square

5 % level value

9 16.919 5.3002

Interpretation:

At 5 % level of significance and 9 degrees of freedom the calculated value of chi-

square is 5.3002 and chi-square value is 16.919 from the table.

Inference:

Since the calculated value is lesser than the table value, the hypothesis is accepted.

Hence, there is no significant relationship between the educational qualification of the

respondents and their opinion on work load fixed.

59
 CHAPTER-V

FINDINGS, SUGGESTIONS AND

CONCLUSIONS

60
FINDINGS

The topic selected is quality of work life. The significance of selecting the topic

relates to its importance in the study to make the employees more efficient, so that

organizational goal can be achieved through personal development the study deals

with the particular view point on the quality of work life and analysis of their view

point on the training program. There is a need for improvement in training facilities to

enhance skills competence. Half of them do not think promotion policy ensures

planned career growth. Most of the employees attended the Quality of work life

program to gain knowledge on their self-interest but some of the respondents gave

their suggestions so that the program can be more effective.

Most of the employees feel their organization provides opportunities for growth and

security. Pay and Compensations are adequate. Medical facilities suites their health

needs. Their jobs allow them to use their skills and abilities.

Workers have good relations with superiors, peers and subordinates. They have a

mechanism in place to express their views and grievances. Most of them work as a

part of team. They feel successful at work. Most of them never carry office work to

home. There is high degree of social integration and no discrimination at work. Most

of them think they better suited for job. They have good and effective suggestion

scheme in there organization. Recognition and rewards are given based o employee

performance. Majority fee they improve their work life by balancing both personal

and office work. Half of them feel work life obstructs their personal life. But majority

61
 see personal life has no effect on work life. Half of them do not go home in time. So, I

feel there should have been one more question in questioner on overtime policy in

organization.

SUGGESTIONS

 Work should be distributed among employees uniformly.

 Job rotation.

 Objective appraise

 Transparent in communication both ways (Top level to Low Level vise versa)

 more motivational classes on the attitudinal of the employee towards a job

 man power system needs to be more effective

 more social get together should be planted by official to meet the family member of

the employees

 suggestion schemes should improve in the organization so that employees will be

effective towards work

62
CONCLUSIONS

After conducting an intense study on quality of work life in HDFC BANK LTDthe

following conclusions are derived.

Organization should focus on the benefit that are aimed to words self-improvement

of the employees.

Organization need to maintain the appropriate balance of work.

Opportunity for career growth should improve.

Benefits provided by the organization are very good to satisfy the employee personal

needs.

Teamwork in the organization is very good.

Organization should focus on the training sessions in order to motivate the employees.

Organization need to provide scope for the employee development.

There is no discrimination at work place.

The relationship with superior at workplace is good.

On the whole the quality of work life good.

63
 BIBILIOGRAPHY

Books:

 P.Subbarao “Personnel and Human Resource Management”

Himalaya Publishers.Page number-403-406

 P.SubbaRao (2010),Essentials of Human resource Management & industrial relations

(4 edition), publications – Himalaya publishing house, new Delhi, page no 4-7.

th

Journals:

TammoyDatta (sep2007) journal of organization behaviour (online) volume 5, page

no 197-212.

Bagtasos Maynard Riveral.”Quality of Work life”, DLSU business Economics

review, Jan2011,vol.20 issue 2, pp.8-22.

NEWS PAPERS:

Business lines

Economic Times

WEB SITE:

 www.heromotors

 www.google.com

 www.humanresource.uce.edu

64
 Questionnaire

1. Your organization provides opportunity for growth and security?

(a) Strongly agree (b) Agree

(c) Disagree (d) strongly disagree

2. Pay and compensation package is adequate and fair in comparison to

performance?

(a) Strongly agree (b) Agree

(c) Neutral (d) Disagree (e) Strong disagree.

3. Medical facilities provided by the organization suits your health needs?

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly disagree

4. Your job allows you to use your abilities?

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly disagree

5. Promotion policy of your organization ensures planned carrier growth?

(a)Yes (b) No (c) Can’t say

6. Training facilities of your organization enhance your skills competencies?

(a) Very true (b) Somewhat true (c) Not true (d) Not at all true

65
7. How would you describe relations at your work place with your superiors?

(a) Very good (b) Good (c) Bad

8. Your relationship with your peers and subordinates are harmonious?

(a) Very good (b) Good (c) Satisfactory (d) Bad

9. Your organization provides a mechanism to express your views and grievances?

(a) Strongly Agree (b) Agree

(c) Can’t say (d) Disagree (e) Strongly disagree.

10. Do you normally work as part of a team or do you work mostly on your own?

(a) Yes I work a part of team (b) No, I work on my own

(c) I work as an individual

11. How often do you feel successful in your work?

(a) Often (b) Sometimes

(c) Rarely (d) Never.

12. How often do you carry office work to your home as part of your job?

(a) Never (b) Few times in a year

(c) Once in a month (d) Once in a week

(e) More than once in week.

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13. To what extent your organization provides scope for the employee’s

development?

(a) To great extent (b) To some extent

(c) Satisfactory (d) Not satisfied.

14. There is no discrimination and there is high degree of social integration at the

work place?

(a) Strongly agree (b) Agree (c) Neutral (d) Disagree.

15. To what extent do you think that you are best suited for the job?

(a) To great extent (b) To some extent

(c) Satisfactory (d) Not satisfactory.

16. Which techniques are used to improve your work life?

(a) By doing hard work (b) With patience

(c) Understanding others (d) Balancing both work &official work.

17. How often do you go home in time?

(a) Occasionally (b) Daily (c) Rarely (d) Never

18. How often your official commitments obstruct your personal and family works?

(a) Always (b) Often (c) Rarely (d) Never.

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