Sakshi Giri

RESEARCH PROJECT REPORT
On
“A STUDY ON GRIEVANCE HANDLING
PROCEDURE AT HDFC BANK LIMITED
LUCKNOW”
Towards partial fulfillment of
Master of Business Administration (MBA)
(BBD University, Lucknow)
Guided By: Submitted by:

Dr. Afeefa Fatima SAKSHI GIRI
(Assistant Professor) Roll No.
(SOM BBDU, LUCKNOW) MBA 4th Semester
Session 2021-2022
School of Management
Babu Banarasi Das University

Sector I, Dr. Akhilesh Das Nagar, Faizabad Road, Lucknow (U.P.) India
PLAGIARISM CERTIFICATE
DECLARATION
I do hereby declare that all the work presented in the research report entitled “A
STUDY ON GRIEVANCE HANDLING PROCEDURE AT HDFC BANK
LIMITED LUCKNOW.” is carried out and being submitted at the school of
management for the award of Master of Business Administration, is an authentic
record of SAKSHI GIRI. The work is carried out under the guidance of Dr. Afeefa
Fatima (faculty guide). It hasn’t been submitted at any other place for any other
academic purpose.
SAKSHI GIRI
ACKNOWLEDGEMENT
It gives me massive joy to thank each one of the individuals who have helped me
throughout my examination study. I am grateful to the School of Management, Babu
Banarasi Das University, Lucknow for having allowed me the consent to work for this
Research Report. I might want accept this open door to communicate my profound feeling
of appreciation to Dr. Afeefa Fatima (Faculty Guide) School of Management, Babu
Banarasi Das University, Lucknow for her suffering motivation, direction, intriguing
proposals, entire hearted backing and all her momentous tolerance, honorability and
graciousness which empowered me to go through effectively a decent number of
important tribulations. I recall with the feeling of extraordinary completion Prof. Dr.
Sushil Pande (Dean) School of Management, Babu Banarasi Das University, Lucknow
important support and collaboration. I accept this open door to communicate my genuine
gratitude to legitimate staff of School of Management, Babu Banarasi Das University,
Lucknow for their bunch backing and co-activity during my examination work.
At last, I additionally owe a lot to my Dear Father, Dear Mother, Husband Mother in law
and generally speaking my darling child for holding on for my distraction with this
examination report and solidified help and support. By and by, I thank who legitimately
and in a roundabout way helped me in finishing this work.
SAKSHI GIRI
PREFACE
Research Report is an important a part of the Management studies. It gives the student to
discover the precious treasure of experience and an exposure to actual paintings culture
observed by the industries and thereby assisting the scholars to bridge gap among the
theories explained within the eBook and their realistic implementations.
Research performs an important function in future constructing of a person so that we can
recognize the actual world in which he has to paintings in future. The theories greatly
decorate our knowledge and provide possibilities to blend theoretical with the sensible
expertise where researcher receives familiar with certain factor of research. I feel proud to
get myself to do research at topic “A STUDY ON GRIEVANCE HANDLING
PROCEDURE AT HDFC BANK LIMITED LUCKNOW..
This basis for this research originally stemmed from my passion for developing better
methods of data storage and preservation. As the world moves further into the digital age,
generating vast amounts of data and born digital content, there will be a greater need to
access legacy materials created with outdated technology. How will we access this
content? It is my passion to not only find out, but to develop tools to break down barriers
of accessibility for future generations.
In truth, I could not have achieved my current level of success without a strong support
group. First of all, my parents, who supported me with love and understanding, and
secondly, my committee members, each of whom has provided patient advice and
guidance throughout the research process. Thank you all for your unwavering support.
TABLE OF CONTENT
Certificate i
Plagiarism Certificate ii
Acknowledgement iii
Preface iv
Sr. No. Chapters Page no.
1. Introduction 1
2. Review of Literature
3. Company profile
4. Objective of the study
5. Research Methodology
6. Data Analysis and Interpretations
7. Findings
8. Conclusion
9. Suggestion & Recommendation
10. Limitations of the study
11. Bibliography
12. Annexure
CHAPTER 1
INTRODUCTION
1
INTRODUCTION
HDFC BANK
HDFC Bank Limited (also known as HDB) is an Indian banking and financial
services company headquartered in Mumbai. It is India's largest private sector bank
by assets and world's 10th largest bank by market capitalisation as of April 2021. It is
the third largest company by market capitalisation of $127.16 billion on the Indian
stock exchanges. It is also the fifteenth largest employer in India with nearly 150,000
employees.
HISTORY
HDFC Bank was incorporated in 1994 as a subsidiary of the Housing Development
Finance Corporation, with its registered office in Mumbai, Maharashtra, India. Its first
corporate office and a full-service branch at Sandoz House, Worli were inaugurated
by the then Union Finance Minister, Manmohan Singh.
As of 30 June 2022, the bank's distribution network was at 6,378 branches across
3,203 cities. It has installed 430,000 POS terminals and issued 23,570,000 debit cards
and 12 million credit cards in FY 2017. It has a base of 1,52,511 permanent
employees as of 30 June 2022.
PRODUCTS AND SERVICES
HDFC Bank provides a number of products and services including wholesale
banking, retail banking, treasury, auto loans, two-wheeler loans, personal loans, loans
against property, consumer durable loan, lifestyle loan and credit cards. Along with
this various digital products are Payzapp and SmartBUY.
2
MERGERS AND ACQUISITIONS
HDFC Bank merged with Times Bank in February 2000. This was the first merger of
two private banks in the New Generation private sector banks category. Times Bank
was established by Bennett, Coleman and Co. Ltd., commonly known as The Times
Group, India's largest media conglomerate.
In 2008, Centurion Bank of Punjab (CBoP) was acquired by HDFC Bank. HDFC
Bank's board approved the acquisition of CBoP for ₹95.1 billion in one of the largest
mergers in the financial sector in India.
In 2021, the bank acquired a 9.99% stake in FERBINE, an entity promoted by Tata
Group, to operate a Pan-India umbrella entity for retail payment systems, similar to
National Payments Corporation of India.
In September 2021, the bank partnered with Paytm to launch a range of credit cards
powered by the global card network Visa. On April 4, 2022, HDFC Bank announced
merger with HDFC Limited.
INVESTMENTS
In March 2020, Housing Development Finance Corporation, parent company of
HDFC Bank, made an investment of ₹1,000 crores in Yes Bank. As per the scheme of
reconstruction of Yes Bank, 75% of the total investment by the corporation would be
locked in for three years. On 14 March, Yes Bank allotted 100 crore shares of the face
value of ₹2 each for consideration of ₹10 per share (including ₹8 premium) to the
Corporation aggregating to 7.97 percent of the post issue equity share capital of Yes
bank.
3
LISTINGS AND SHAREHOLDING
The equity shares of HDFC Bank are listed on the Bombay Stock Exchange and the
National Stock Exchange of India. Its American depositary receipts are listed on the
NYSE issued through JP Morgan Chase Bank.
Its global depository receipts (GDRs) was listed on the Luxembourg Stock
Exchange[citation needed] but was terminated by board of directors following its low
trading volume.
Shareholders (as of 30 September 2021)[28] Shareholding[citation needed]
Promoter group (HDFC) 25.88%
Foreign institutional investor(FII) 38.30%
Individual shareholders 13.25%
Qualified institutional buyer 4.74%
Insurance companies 2.94%
Unit Trust of India/mutual funds 14.57%
Financial institutions/banks 0.4%
Central government 0.6%
4
CORPORATE SOCIAL RESPONSIBILITY – PARIVARTAN
Parivartan is an umbrella term for all of the corporate social responsibility initiatives
by HDFC Bank. HDFC Bank's Parivartan initiative spent ₹535 crore in FY 2019–20.
HDFC Bank spent Rs 634.91 crore towards Parivartan,in FY 2020-21. Out of Rs
634.9 crore, over Rs 110 crore was allocated and utilised towards initiatives focused
on COVID-19 relief. HDFC Bank pledges to become carbon neutral by 2032.
CONTROVERSIES
On 2 December 2020, the Reserve Bank of India (RBI) ordered HDFC Bank to
temporarily halt the issuance of new credit cards and all planned activities under the
bank's Digital 2.0 program citing incidents of outages in the bank's internet banking,
mobile banking and payment utility services. On 29 January 2020, RBI imposed a
monetary penalty on HDFC Bank for failure to undertake on-going due diligence in
case of 39 current accounts opened for bidding in the initial public offer. A HDFC
bank manager was arrested on charges of fraud, involving a sum of ₹59.41 lakh, in
Odisha. Altico Capital and Dubai's Mashreq Bank have approached RBI, accusing
HDFC Bank of violating regulatory provisions by debiting part of the funds the
company had raised through external commercial borrowing (ECB) and parked at the
bank. They claimed that HDFC bank's decision to transfer money from the account
may be a violation of the RBI's end-use rule. On 27 May 2021, RBI imposed a
penalty of Rs 10 crore on HDFC Bank for deficiencies in regulatory compliances with
regard to its auto loan portfolio.The said penalty was imposed in regards to the
contraventions of certain provisions of the Banking Regulation Act, 1949.
5
REPORTING PRINCIPLES AND FRAMEWORK
The financial information presented in this report is in line with the requirements of ·
The Companies Act, 2013 (including the rules made thereunder)· The Companies
(Accounting Standards) Rules, 2006· The Securities and Exchange Board of India
(Listing Obligations and Disclosure Requirements) Regulations, 2015. The Banking
Regulation Act, 1949 and other relevant RBI regulations. The report has been
prepared in accordance with the <IR> framework prescribed by the International
Integrated Reporting Council (IIRC) and also contains disclosures as per the Global
Reporting Initiative (GRI) Standards: Comprehensive option, Task Force on Climate-
related Financial Disclosures (TCFD), Business Responsibility and Sustainability
Report (BRSR) and United. Nations Sustainable Development Goals (UN SDGs).
There are no restatements of information provided in the integrated report during the
reporting year. However the changes in the GHG accounting methodology from FY21
are documented on pages 59-61.
MATERIALITY AND SCOPE
This report includes information which is material to all stakeholders of the Bank and
provides an overview of its business and related activities. The report discloses
matters that substantially impact or affect the Bank’s ability to create value and could
influence decisions of providers of financial capital. In FY19 we conducted a
materiality assessment in line with GRI requirements through consultations with
internal and external stakeholders. Subsequently, in FY21, we have refreshed our
materiality study to consider emerging topics of interest within the ESG domain. The
GRI Content Index, which specifies the GRI Standards and disclosures made under
them in the Report, has been provided in this report.
6
CUSTOMER CENTRICITY
Customer focus has been a core value for years and maintaining the highest possible
standards in customer service has been the key to our success. We are
institutionalising a Service First culture at the Bank. Service First for us means
respecting every customer and addressing their enquiries or complaints on time/every
time, and working on the issues raised for a permanent fix. Service First for us is a
commitment right from me and my colleagues to put a smile on our customers’ faces.
We have a two-pronged approach to achieve this. First, a culture of evangelisation
right from the top and sensitising all our colleagues to be at the forefront of solving
customer issues. Second, a strong measurement metric to be in place to continuously
know that we are progressing in the right direction. We have invested in tools and
technology to ensure that some of the issues that customers face do not arise at all.
For example, our MobileBanking app has been upgraded with wrapper technology
that prevents fraudsters from reading OTPs, thereby preventing frauds and related
complaints. A strong bottom-up Net Promoter System (NPS) programme (‘Infinite
Smiles’) covers customer interactions across all products/services and delivery
channels. We actively poll our customers after their interactions with the Bank (>63
Million customers polled during the financial year), listen to their feedback, and
engage with them if we have not been up to the mark. I am happy to state that we lead
the overall NPS ranking among 20+ competitors in the banking category, based on a
competitive benchmarking study of NPS, which was done by an industry-leading
consultancy firm. Our performance on complaints resolution has also improved
markedly during the year with significantly reduced customer complaints in the Credit
Cards, Debit Cards, Operations and Collections front (complaints reduced by 21%).
We are not complacent about the progress and are being conscious and mindful of
7
much more that needs to improve. We are working on several strategic initiatives (like
the wrapper technology I mentioned earlier) to tackle complaints pertaining to
‘Disputed Transactions’ (where the customer succumbs to phishing attacks by
fraudsters). As part of our technology transformation agenda, we are also investing in
an omni-channel customer experience platform. This will enable our customers to
reach out to us through their preferred channel for service i.e., social, email, texts,
voice, etc. It would also provide us a single source of customer truth across channels
and would enable our frontline staff to solve customer queries and act on customer
instructions in a straight through manner. This capability will improve our customer
responsiveness and NPS. We are already live with our social media and email
interactions on this platform and will add other channels of customer interactions
during the course of this year. Customer delight is a non-negotiable goal towards
which we will continue to work.
CULTURE
For me, creating a good culture is as much a priority as driving growth. I am
committed, along with my senior management colleagues, to walk the talk on culture.
An organisation is made of people, and it is the people that deliver the organisation to
all the stakeholders. We have a talent pool of 1,41,000+ colleagues who are the Bank
to our customers. We are ensuring that the supervisory pool of 12,000 odd colleagues
including the senior management, is responsible for nurturing the vastly talented front
line, hand hold them in their personal and professional growth and create a great
working environment. You could well accuse us of being on an overdrive on our
culture agenda. We continue to work towards creating an organisation where diversity
and inclusion becomes a part of the DNA, where differences are valued and respected,
where conversations are friendly and warm and where the emotional needs of our
8
colleagues and customers are fulfilled. To enhance our employee capabilities, we are
fostering a culture of Nurture, Care and Collaborate (NCC) in the organisation.
Customers experience the organisation through the employees and employees
experience the organisation through their managers. At HDFC Bank, we continuously
measure our employee performance engagement scores. While our engagement scores
are healthy at 83%, we still believe we have a long road to travel. Through our NCC
intervention, 12,000+ people managers are certified on the elements of our culture
pillars and the role they play as culture custodians. Our people managers are also
continuously provided with various trainings and tools to improve themselves
professionally. We will keep listening to our colleagues’ feedback and keep evolving
our people management practices – it’s a continuing investment that we will keep
making.
BUILDING FOR THE FUTURE
Last year I had spoken about Project Future Ready, to catalyse, create and capture the
next wave of growth. We had clearly spelt out the following as growth engines —
Retail Assets, Commercial (MSME) and Rural Banking, Corporate Banking,
Government and Institutional Banking, Wealth Management, and Payments. to be
driven by our delivery channels of Branch Banking, Tele-Sales/Service/ Relationship
and Digital Marketing. These growth engines can be broadly classified as Business
Verticals and Delivery Channels. They will be powered by our robust technology and
digital platforms and will account for the bulk of our future investments. We have
seen progress across our growth engines. Our focus on the MSME sector is paying
off, with our Commercial and Rural Banking Group emerging as a strong growth
driver (up 30.4%). We leveraged the opportunity available in the Corporate Banking
sector (up 17.4%) without any compromise on our ROA. We are expanding our
9
wealth management services to more cities and towns (now 700+ towns). Our Retail
Loans continue to grow in the same pristine way (up 15.2%). Our Payments business
is starting to recover well, post the lifting of the embargo and with the slew of new
launches completed. Branch Banking is the fulcrum of our customer relationships. We
believe both physical proximity to and emotional connect with our customers are
equally important. Our addition of 734 branches even during the tough pandemic year
has served us well and we are closely tracking the success metrics of per branch
profitability and productivity. Our relationship management has been further
strengthened by the tele sales-service-relationship vertical with enhanced investments
in both people and technology capabilities (29% increase in customers managed with
40% plus increase in business). Digital Marketing continues to make strides as a new
delivery channel, creating and harnessing the traffic (up 15%) on our digital
properties and contributing to direct business generation. Our core enabling functions
of Internal Audit, Credit and Underwriting, Risk Management and Compliance/
Governance are being strengthened even further to support our growth.
10
11
CHAPTER 2
LITERATURE
REVIEW
12
LITERATURE REVIEW
A literature review is a description of the literature relevant to a particularfield or
topic. It gives an overview of what has been said, who the key writers are,what are the
prevailing theories and hypotheses, what questions are being asked andwhat methods
and methodologies are appropriate and useful. As such, it is not initself primary
research, but rather it reports on other findings. Cooper H.M (1988)
defines literature review as one which uses as its database reports of primary
ororiginal scholarship itself.
The primary reports used in the literature may beverbal, but in the vast majority of
cases reports are written documents. The types ofscholarship may be
empirical, theoretical, critical, analytical or methodological innature. Second a
literature review seeks to describe, summarize, evaluate, clarify and integrate the
content of primary reports. A literature review may be purely descriptive, as in an
annotated bibliography or it may provide a critical assessment of the literature in a
particularfield, stating where the weakness and gaps are, contrasting the views of
particularauthors or raising questions. Such a review will not be just summary but will
alsoevaluate and show relationships between different materials, so that key
themesemerge. Most often associated with academic-oriented literature, such as
theses, a 34 literature review usually precedes a research proposal and results section.
A well-structured literature review is characterized by a logical flow of ideas, current
andrelevant references with consistent, appropriate referencing style, proper flow
ofterminology and an unbiased and comprehensive view of the previous research
onthe topic. This chapter aims to provide a general overview of the literature
relevantto this thesis. The Internet is the driving force behind the new global
economy,with Internet Banking allowing banks to revolutionize services and giving
13
theircustomers more options than even before. This is because so many banks world-
wide have launched Internet sites in the last few years, banks can no
longerdifferentiate themselves by merely having an Internet presence. Online
servicessuch as Internet banking transactions, online credit card applications
andonline bill payment are becoming the global industry standard. To differentiatethe
mselves in the future, banks will need to continuously evolve such services
to better meet customers needs, capitalizing on new technologies to build
strongercustomer relationships. Literature on marketing banking service is abundant.
But these works aregeneral in nature indicating mostly the government policies and
their commitmenttowards the operation of banks only.
CHAPTER 3
14
COMPANY
PROFIE
15
COMPANY PROFILE
HDFC BANK LIMITED
Industry Financial services

Founded August 1994 (28 years ago)
Headquarters Mumbai, Maharashtra, India
Area served India
Key people Atanu Chakraborty

(Chairman)
Sashidhar Jagdishan
(CEO)
Products Credit cards
Consumer banking
Commercial banking
Finance and insurance
Investment banking
Mortgage loans
Private banking
Private equity
Wealth management
Revenue ₹167,695 crore (US$21 billion) (2022)
Operating income ₹68,798 crore (US$8.6 billion) (2022)
Net income ₹38,151 crore (US$4.8 billion) (2022)
Total assets ₹2,122,934 crore (US$270 billion) (2022)
Total equity ₹246,771 crore (US$31 billion) (2022)
Owner Housing Development Finance Corporation (25.7%)
Number of employees 1,66,890 (Dec 2022)
Subsidiaries HDFC Securities

HDB Financial Services
Website www.hdfcbank.com
16
CAPITAL STRUCTURE:-
As on 30 - June-2019 the authorized share capital of the Bank is Rs. 650 crore. The
paid-up share capital of the Bank as on the said date is Rs 546,56,24,542 /- which is
comprising of 273,28,12,271 equity shares of the face value of Rs 2/- each. The
HDFC Group holds 21.31 % of the Bank's equity and about 18.81 % of the equity is
held by the ADS / GDR Depositories (in respect of the bank's American Depository
Shares (ADS) and Global Depository Receipts (GDR) Issues). 31.37 % of the equity
is held by Foreign Institutional Investors (FIIs) and the Bank has 6,53,843
shareholders.
The shares are listed on the BSE 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.
DISTRIBUTION NETWORK:-
HDFC Bank is headquartered in Mumbai. As of June 30, 2019, the Bank's distribution
network was at 5,130 branches across 2,764 cities. All branches are linked online on a
real-time basis. Customers across India are also serviced through multiple delivery
channels such as Phone Banking, Net Banking, Mobile Banking, and SMS based
banking. The Bank's expansion plans take into account the need to have a presence in
all major industrial and commercial centers, 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 centres where the NSE / BSE have a strong and active
17
member base. The Bank also has a network of 13,395 ATMs across India. 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.
BOARD OF DIRECTORS:-
1. Mrs. Shyamala Gopinath
2. Mr. Malay Patel
3. Mr. Keki Mistry
4. Mr. Aditya Puri
5. Mr. Kaizad Bharucha
6. Mr. Umesh Chandra Sarangi
7. Mr. Srikanth Nadhamuni
8. Mr. Sanjiv Sachar
9. Mr. Sandeep Parekh
MANAGEMENT:-
HDFC Bank's Board of Directors comprises eminent individuals with a wealth of
experience in public policy, administration, industry and commercial banking. Senior
executives representing HDFC Ltd. are also on the Board.
Various businesses and functions in the Bank are headed by senior executives with
work experience in India and abroad. They report to the Managing Director. The
Bank is focussed on recruiting and retaining the best talent in the industry as it
believes that its people are a competitive strength.
18
CHAPTER-4
OBJECTIVES
OF THE STUDY
19
OBJECTIVES OF THE STUDY
 To list the various wellness products produced by Himalaya Company and their uses.
 To evaluate the company through SWOC Analysis.
 To know the marketing strategy of the Himalaya Company.
 To know the marketing mix of the Himalaya Company.
20
CHAPTER-5
RESEARCH
METHODOLOGY
21
RESEARCH METHODOLOGY
Re se arch me thodology is a way to syste matically solve the proble m. It may be unde rstood has a
f f f f f f f f f
scie nce of studying how re search is done scie ntifically. In it we study the various ste ps that all
f f f f f f f f f
ge ne rally adopte d by a re se arche r in studying his re search proble m along with the logic be hind
f f f f f f f f f f f
the m. f
The scope of re search me thodology is wide r than that of re search me thod.

f f f f f f f f f
Me aning of Re search
f f f
Re se arch is de fine d as “a scie ntific & syste matic se arch for pe rtine nt information on a spe cific
f f f f f f f f f f
topic”. Re se arch is an art of scie ntific inve stigation. Re search is a syste mize d e ffort to gain ne w
f f f f f f f f f f
knowle dge . It is a care ful inquiry e spe cially through se arch for ne w facts in any branch of
f f f f f f f
knowle dge . The se arch for knowle dge through obje ctive and syste matic me thod of finding
f f f f f f f f f f
solution to a proble m is a re se arch. f f f
RESEARCH DESIGN
A re se arch is the arrange me nt of the conditions for the colle ctions and analysis of the data in a
f f f f f f f f f
manne r that aims to combine re le vance to the re search purpose with e conomy in proce dure . In
f f f f f f f f f f f f
fact, the re se arch is de sign is the conce ptual structure within which re search is conducte d; it
f f f f f f f f f f
constitute s the blue print of the colle ction, me asureme nt and analysis of the data. As se arch the
de sign include s an outline of what the re se arche r will do from writing the hypothe sis and its
f f f f f f f f f
ope rational implication to the final analysis of data.

f f
The de sign is such studie s must be rigid and not fle xible and most focus atte ntion on the
f f f f f f f f
following 2;
22
Re search De sign can be cate gorize d as:
f f f f f f
TYPES OF RESEARCH
DESIGN
EXPLORATORY DESCRIPTIVE EXPERIMENT

RESEARCH & AL RESEARCH
DESIGN DIAGNOSTIC DESIGN
RESEARCH
The pre se nt study is e xploratory in nature , as it see ks to discove r ide as and insight to brig out
f f f f f f f f f
ne w re lationship. Re search de sign is fle xible e nough to provide opportunity for conside ring
f f f f f f f f f f
diffe re nt aspects of proble m under study. It he lps in bringing into focus some inhe re nt weakne ss
in ente rprise re garding which in de pth study can be conducte d by manage me nt.
f f f f f f f f f
DATA COLLECTION
For any study the re must be data for analysis purpose . Without data the re is no me ans of study.
f f f f f f f
Data colle ction plays an important role in any study. It can be colle cte d from various source s. I
f f f f f f
have colle cte d the data from two source s which are give n be low:
f f f f f f f f
1. Primary Data
 Pe rsonal Inve stigation

f f
 Observation Me thod f f
 Information from corre sponde nts f f
23
 Information from superiors of the organization f f
2. Se condary Data f
 Publishe d Source s such as Journals, Gove rnme nt Reports, Ne wspape rs and Magazine s
f f f f f f f f
e tc.f
 Unpublishe d Source s such as Company Inte rnal re ports pre pare by the m give n to the ir f f f f f f f f f
analyst & traine e s for inve stigation. f f f
 We bsite s like SINGH CORPORATE MANTRA PRIVATE LIMITED official site , some
f f f f f
othe r site s are also searche d to find data.

f f f f f
Scope Of The Study f f
The scope of the study is ve ry vital. Not only the Human Resource de partme nt can use the facts
and figure s of the study but also the marke ting and sale s de partme nt can take be ne fits from the
findings of the study. f
Scope for the sale s de partme nt

f f f f f
The sale s de partme nt can have fairly good ide a about the ir employe e s, that the y are satisfie d or
f f f f f f f f f f f f f
not.
Scope for the marke ting de partme nt

f f f f f
The marke ting de partme nt can use the figure s indicating that the y are putting the ir e fforts to
plan the ir marke ting strate gie s to achie ve the ir targe ts or not.
f f f f f f f f
Scope for pe rsonne l de partme nt

f f f f f
Some custome rs have the complaints or facing proble ms re garding the job. So the pe rsonne l
f f f f f f f f f f
de partme nt can use the information to make e fforts to avoid such complaints.
f f f f f f
Sample Size :- f f
Que stionnaire is fille d by 100 e mploye e s of SINGH CORPORATE MANTRA PRIVATE

f f f f f f
LIMITED.
24
The que stionnaire was fille d in the office and vital information was colle cte d which was the n
f f f f f f f f f
subje cts to:-

f
 A pilot survey was conducte d be fore finalizing the que stionnaire .

f f f f f f f
 Data colle ction was also done with the he lp of personal obse rvation.
f f f f f f
 Afte r comple tion of surve y the data was analyze d and conclusion was drawn.
f f f f f
 At the e nd all information was compile d to comple te the proje ct re port.

f f f f f f f f
25
CHAPTER-6
DATA ANALYES AND
INTERPRETATION
26
DATA ANALYSIS & INTERPRETATION
Table No: 1 f
Working hours are conve nie nt for me f f f f
PERCENT
Strongly agre e f f 34
Agre e f f 32
Ne ithe r agre e nor disagre e

f f f f f f 18
Disagre e f f 13
Strongly disagre e f f 3
TOTAL 100
CHART 1
Interpre tation:
f f
From the above chart and table it is cle arly e vide nt that 34% of the re sponde nts strongly
f f f f f f f f f
agre e that working hours are conve nie nt from the m and 32% agre e with that and 18% ne ithe r
f f f f f f f f f f
agre e nor disagre e and 13% disagre e with the working hours and 3% are strongly against
f f f f f f f f
working
hours.
27
Table No: 2 f
I'm happy with my work place f
PERCENT
Strongly agre e f f 30
Agre e f f 39
f f f f f f 18
Disagre e f f 8
100
Chart 2
Interpre tation:
f f
From the above table it is cle ar that 30% re sponde nts strongly agre e and 39% re sponde nts
f f f f f f f f f f
agre e that the y are happy with the ir work place only 13% disagre e d and 18% have no ide a
f f f f f f f f f f
towards the ir work place .

f f
28
Table No: 3 f
I fe e l i have too much work to do

f f f
PERCENT
strongly agre e f f 7
Agre e f f 9
f f f f f f 25
Disagre e f f 37
100
Chart 3
Interpre tation:
f f
From the above table it is quite cle ar that the work load is not high, 37% of the re sponde nts
f f f f f f f f f
disagre e d with the que stion” I fe e l I have too much work” and anothe r 22% strongly
f f f f f f f f
disagre e d, 18% admits the y have too much work and 23% have no ide a towards this
f f f f f f
que stion.
f
29
Table No: 4 f
Safe ty me asures provide d by the company

f f f f f
PERCENT
Agre e f f 31
f f f f f f 24
Disagre e f f 11
TOTAL 100
CHART 4
Interpre tation:
f f
From the above table it is e vide nt that the safety me asures provide d by the organizations are
good as 28 and 31% of the re sponde nts agre e with that and only 11& 6% disagre e d and 24%
f f f f f f f
ne ithe r agre e d nor

f f f f
disagre e d. f f
30
TABLE NO. 5
My re lationship with my supe rvisor is cordial
f f
PERCENT
Agre e f f 41
f f f f f f 16
Disagre e f f 6
TOTAL 100
CHART 5
Interpre tation:
f f
From the above table it is cle ar that re lationship be twe e n e mploye e s and the ir supe rvisors
are cordial be cause 30% of re sponde nts strongly agre e d to it and 41% agre e d to it and only
f f f f f f f f f
13% disagre e d and 16% of responde nts have ne ithe r agre e d nor disagre e d.
31
TABLE NO 6
My supervisor is not partial

f
PERCENT
Agre e f f 30
f f f f f f 15
Disagre e f f 19
TOTAL 100
CHART 6
Interpre tation:
f f
From the above table it is e vide nt that the supe rvisors are not partial to the e mploye e s as
18% strongly agre e d and 30% agre e d to the que stion but 19% disagre e d and 18% strongly
f f f f f f f f
disagre e d this le ve l is quite high compare d to othe r que stions.

f f f f f f f f
32
TABLE NO 7
My supervisor conside rs my ide a too while taking decision

f f f f f
PERCENT
Agre e f f 43
f f f f f f 26
Disagre e f f 2
TOTAL 100
CHART 7
Interpre tation:
f f
From the above table it is cle ar that 26 and 42% of the re sponde nts agre e that supe rvisors
f f f f f f f f f f
conside r the ir employe e s ide as also and only 5% disagre e d and 26% ne ithe r agre e d nor
disagre e d.
f f
33
TABLE NO 8
I'm satisfie d with the support from my co-worke rs

f f f
PERCENT
Agre e f f 47
f f f f f f 16
Disagre e f f 9
TOTAL 100
CHART 8
Interpre tation:
f f
From the above table it is cle ar that re lation with co-worke rs is quite good as ne arly 68% of
f f f f f f f f
the re sponde nts agre e that the y are satisfie d with support from co-worke rs and only 15%
f f f f f f f f f
disagre e d and 16% have no answe r to this.

f f f f
34
TABLE NO 9
Pe ople he re have conce rn from one anothe r and te nd to help one anothe r
PERCENT
Agre e f f 41
f f f f f f 19
Disagre e f f 9
TOTAL 100
CHART 9
Interpre tation:
f f
From the above table it is cle ar that in this organization pe ople have conce rn ove r e ach othe r
as 26% strongly agre e d and 41% agre e d and only 14% disagre e d and 19% ne ithe r agre e d nor
f f f f f f f f f f
disagre e d. f f
35
TABLE NO 10
I'm satisfie d with the re fre shme nt facilitie s
f f f f f f
PERCENT
Agre e f f 20
f f f f f f 30
Disagre e f f 15
TOTAL 100
CHART 10
Interpre tation:
f f
From the above table it is cle ar that 26% e mploye e s are strongly satisfie d with the
f f f f f f f f f f
re fre shme nt facilitie s offe re d by the company as 15% of re sponde nts disagre e d and 9%
strongly disagre e d and 30% ne ithe r agre e d nor disagre e d and only 20% agre e d.
f f f f f f f f f f
36
TABLE NO 11
We are provide d with the re st and lunch room and the y are good
f f f f f f f
PERCENT
Agre e f f 34
f f f f f f 22
Disagre e f f 20
TOTAL 100
CHART 11
Interpre tation:
f f
From the above table it is quite e vide nt that 8% strongly disagre e d and 20% of the
f f f f f f f f f
re sponde nts disagre e d and 22% ne ithe r agre e d nor disagre e d and only 50% of the
re sponde nts are satisfie d with the re st and lunch room provide d.
f f f f f f f
37
TABLE NO 12
The parking space for our ve hicle s are satisfactory

f f f f f
PERCENT
Agre e f f 9
f f f f f f 24
Disagre e f f 32
TOTAL 100
CHART 12
Interpre tation:
f f
From the above table it is cle ar that re sponde nts are not satisfie d with the parking facilitie s
f f f f f f f f f f
provide d by the company as 31% of re sponde nts strongly disagre e d and 32% of re sponde nts
f f f f f f f f
disagre e d and only 13% of re sponde nts are satisfie d with the parking facilitie s and 24%
f f f f f f f f
have ne ithe r agre e d nor disagre e d.

f f f f f f f
38
Table no 13 f
I fe ll I'm paid a fair amount for the work i do

f f
PERCENT
Agre e f f 39
f f f f f f 25
Disagre e f f 13
TOTAL 100
Chart 13
Interpre tation:
f f
From the above table it is e vide nt that the re sponde nts are satisfie d with the ir salary as 39%
agre e and 15% strongly agre e . Only 3% disagre e and 8% strongly disagre e , 25% ne ithe r
f f f f f f f f f f
agre e nor disagre e .

f f f f
39
Table no 14
f
I'm satisfie d with the chance s for my promotion

f f f
PERCENT
Agre e f f 43
f f f f f f 13
Disagre e f f 9
TOTAL 100
Chart 14
Interpre tation:
f f
From the above table it is quite cle ar that e mploye e s are satisfie d with the ir chance s for
promotion as 43% agre e and 27% strongly agre e . Only 9% disagre e and 8% strongly
f f f f f f
disagre e , 13% ne ithe r agre e nor disagre e .

f f f f f f f f
40
Table no 15
f
I'm satisfie d with the allowance s provide d by the organization

f f f f f
PERCENT
Agre e f f 42
f f f f f f 21
Disagre e f f 11
TOTAL 100
Chart 15
Interpre tation:
f f
From the above table it is cle ar that the e mploye e s are satisfie d with the allowance s and
othe r be ne fits provide d by the organization as 42% agre e and 19% strongly agre e . Only 11%
f f f f f f f f f
disagre e and 7% strongly disagre e , 21% ne ithe r agre e nor disagre e .

f f f f f f f f f f
41
TABLE NO 16
I fe e l my boss motivate me to achie ve the organizational goals

f f f f f f f
PERCENT
Agre e f f 33
f f f f f f 25
Disagre e f f 22
TOTAL 100
CHART 16
Interpre tation:
f f
From the above table it is e vide nt that employe e s boss are motivating to achie ve
organizational goals as 33% agre e and 11% strongly agre e . 22% disagre e this is quite high f f f f f f f
compare d to othe r factors and 9% strongly disagre e and 25% neithe r agre e nor disagre e .
f f f f f f f f f f
42
TABLE NO 17
My supervisor motivate s me to incre ase my e fficie ncy at time s whe n i'm not
f f f f f f f f f
PERCENT
Agre e f f 44
f f f f f f 18
Disagre e f f 13
TOTAL 100
CHART 17
Interpre tation:
f f
From the above table it is e vide nt that employe e s boss motivate s the e mploye e whe n he is
f f f f f f f f f f f f f f f
unproductive and he lp him to be productive as 44% agre e and 18% strongly agre e . Only 7%
f f f f f f f f
strongly disagre e and 7% disagre e , 18% ne ithe r agre e nor disagre e .

f f f f f f f f f f
43
TABLE NO 18
I fe e l that my job has little impact on the succe ss of the company

f f f f f f
PERCENT
Agre e f f 40
f f f f f f 10
Disagre e f f 9
TOTAL 100
Chart 18
Interpre tation:
f f
From the above chart it is cle ar that 75% re sponde nts are think that the y contribute in the
f f f f f f f f f
succe ss of a company, 9% responde nt disagre e from the state me nt and 6% re sponde nt

f f f f f f f f f f
strongly disagre e from the que stion.

f f f f
44
Table no 19 f
Ove rall I'm satisfie d with my job

f f
PERCENT
Agre e f f 35
f f f f f f 20
Disagre e f f 12
TOTAL 100
Chart 19
Interpre tation:
f f
From the above table it is e vide nt that Ove rall satisfactions of the re sponde nts are good as
f f f f f f f f f f
35% agre e and 28% strongly agre e . Only 5% strongly disagre e and 12% disagre e and 20%
f f f f f f f f
ne ithe r agre e nor disagre e .

f f f f f f
45
CHAPTER-7
FINDINGS
46
FINDINGS
From the study, the re searche r has come to know that most of the re sponde nts have job
f f f f f f f f f f
satisfaction; the manage me nt has take n the be st e fforts to maintain cordial re lationship with
f f f f f f f f
the e mploye e s. Due to the working conditions prevailing in this company, job satisfaction of
f f f f f f f
e ach re sponde nt see ms to be the maximum. From the study, I have come to know that most
f f f f f f f f f f
of the e mploye e s we re satisfie d with the we lfare me asure s provide d by SINGH

CORPORATE MANTRA PRIVATE LIMITED. The e mploye e s of SINGH CORPORATE f f f f
MANTRA PRIVATE LIMITED ge t more be ne fits compare to othe r companie s. f f f f f f f
 The re sponde nts are satisfie d with the e nvironme nt and nature of work
f f f f f f f f f
factors .
 The re sponde nt’s re lationship with the supe riors and colle ague s are quite
f f f f f f f f f f
good .
 The Re sponde nts are not provide d with proper we lfare facilitie s.
f f f f f f f f f
 The communication and motivation of e mploye e s by the ir supe riors in

f f f f f f
this organization is re asonable . f f
 The Pay and promotion activitie s in this organization is also good .

f f
 The Re sponde nts are ove rall satisfie d with the ir job
f f f f f f f
 The Parking facilitie s provide d by the organization are not good that’s
f f f f f
why most re sponde nts disagre e with this que stion. f f f f f
 The re fre shme nt facilitie s are also nee d to be improve d

f f f f f f f f f f
47
CHAPTER-8
CONCLUSION
48
CONCLUSION
In the today’s comple tive world it be come s ve ry important for a company to be ahe ad than
f f f f f f f f
its compe titors as much as possible . A company can have advantage and be ahe ad of its
f f f f f f
compe titors by having best & tale nte d e mploye e s working with the m. This alone can make
f f f f f f f f f f
lot of diffe re nce and will he lp the company in long run. It be come s ve ry important for the
f f f f f f f f f
company to ke e p all e mploye e s satisfie d, as with the incre ase in e mploye e s satisfaction,
le ve l of productivity also incre ases. The primary obje ctive of the study is to unde rstand
f f f f f f f f f
impact e mploye e s satisfaction on productivity in te xtile industry. Te xtile industry in India is

f f f f f f f
ve ry important and it has major contribution in the e conomy of the country. Indian Te xtile
f f f f f f
industry contribute s 11% from e xports and it contribute s 4% to GDP of the country. Te xtile f f f f f f
industry in India is se cond large st e mploye r afte r agriculture . It gene rate s e mployme nt for f f f f f f f f f f f
more than 40 million pe ople and it is e xpe cte d that by year 2022 it will have e mployme nt
f f f f f f f f f f
de mand of more than 60 million. Unde r such circumstance s it is ve ry e ssential to study

f f f f f f f
e mploye e satisfaction of the pe ople working in te xtile industry and its impact on productivity
f f f f f f f f
as this industry provide s e mployme nt to a large r section of the socie ty. The re se arch and the f f f f f f f f f f f
surve y conducte d in various factorie s indicate that the re is positive and significant
f f f f f f f
re lationship betwe e n e mploye e satisfaction and productivity. It indicate s that if the

f f f f f f f f f
e mploye e s are satisfie d the n the production will incre ase and if the e mploye e s are not
f f f f f f f f f f f f f f
satisfie d the n the production will de cre ase . Study indicate s the factors like age , sex,
qualification, de signation and working te nure has positive impact on e mploye e satisfaction f f f f f f f
and it affe cts his / he r satisfaction le ve l. Surve y indicate s that majority of e mploye e s are
f f f f f f f f f f
happy with the mone tary and non-mone tary be ne fits the y ge t. f f f f f f f
Employe e s are not happy with the social working environme nt, training facilitie s, fe e dback
f f f f f f f f f
syste m, e mploye e s fe e ls that manage me nt discrimination on the base s of re ligion, ge nde r

49
and age the re is communication gap in the factory, te am me e tings are not use ful looking at
f f f f f f f f f
this a mode l (open forum) has be e n sugge ste d which will improve communication be twe e n
f f f f f f f f f f
all the hire chary le ve ls, it he lps to re duce wastage , motivate s e mploye e s , e ncourage s
e mploye e s to be participative in improving ope rations of the factory. On the bases of

f f f f f f f f f
findings ne ce ssary re comme ndations has be e n made which will he lp manage me nt of the
factorie s to improve satisfaction le ve l of the ir employe e s. It has be e n obse rve d that ove rall
e mploye e s are happy working in the ir curre nt factory the y also be lie ve s that the y have an
opportunity for pe rsonal growth and de ve lopme nt. The scope of this study is it will he lp to f f f f f f f
unde rstand exactly what matte rs most to your e mploye e s. The study on e mploye e
f f f f f f f f f f
satisfaction will he lp the te xtile industry to unde rstand what are major factors which le ad to f f f f f f f
satisfaction and dissatisfaction of e mploye e s in an organization. The industry will also f f f f
unde rstand how e mploye e satisfaction has a dire ct and positive impact on productivity which
f f f f f f
in turn le ads to organization profits. The study will he lp manage me nt of te xtile factorie s to
f f f f f f f f
unde rstand whe re the ir e mploye e s are satisfie d and dissatisfie d what are the re asons for
dissatisfaction and what can be done to improve the ir employe e satisfaction le ve l, also he lp f f f f f f f f f f
the m in making re quire d change s in the ir policie s & proce dure s. This study will he lp
f f f f f f f f f
acade micians & re search stude nts to e xplore more de e ply the re lationship be twe e n
e mploye e satisfaction and productivity and will give the m an vie w of what are the
f f f f f f f f
difficultie s face d by te xtile industry work force in India and what is the re satisfaction le ve l.
f f f f f f f f f
In the organization most of e mploye e s are satisfie d with all the facilitie s provide d by
f f f f f f f f f
company. But the re are some e mploye e s also who are not satisfie d with the company. f f f f f f f f f f
Manage me nt should try to conve rt unsatisfie d e mploye e s in to satisfie d e mploye e s. Be cause

if e mploye e is not satisfie d than the he is not able to give his 100% to his work and the
f f f f f f f f f
productivity of e mploye e de cre ase. So manage me nt should try to satisfie d his e mploye e s f f f f f f f f f f f f
be cause e mploye e s are the asse ts of the company not a liabilitie s.

f f f f f f f f f f
50
CHAPTER-9
RECOMMENDATIONS
51
RECOMMENDATIONS
1. The se le cte d Singh Corporate Mantra Private Limite d can re duce its working time
f f f f f f f f f f
by introducing shift syste m for the e mploye e s be cause 50 % of the m work more than f f f f f f f f f
8 hours pe r day. f
2. The se le cte d Singh Corporate Mantra Private Limite d can incre ase or introduce
f f f f f f f f f f
transport facility for the e mploye e s which will be a motivating factor. f f f f f
3. The se le cte d Singh Corporate Mantra Private Limite d can introduce ne w sche me s
for ince ntive s and targe ts can be made e asy by using the pe rformance base d
f f f f f f f f f f
ince ntive s and promotion policie s e tc.

f f f f
4. It can conce ntrate on the welfare scheme to the e mploye e s e spe cially e ducation to f f f f f f f f f f f f f f
e mploye e s childre n and arrange me nt of housing facility, e ducation loan & motivating
f f f f f f f
the e mploye e s for furthe r studie s. It will be a bette r motivating factor.

f f f f f f f f f
5. Ince ntive scheme and perce ntage and pe riod of ince ntive to be give n more
conce ntration by the company for the satisfaction of the e mploye e s.

f f f f f f f
6. The se le cte d Singh Corporate Mantra Private Limite d can conce ntrate on the le ave
policy of the fe male worke rs. f f f f
7. Safe ty me asures and safe ty training to both me n and wome n e mploye e s may be
f f f f f f f f f f
give n f
52
CHAPTER-10
LIMITATIONS
53
LIMITATIONS
 Data colle cte d is base d on que stionnaire .

f f f f f
 The numbe r of e mploye e s in SINGH CORPORATE MANTRA PRIVATE LIMITED is

f f f f f
more , so sample size is limite d by 100.

f f f f
 The information colle cte d by the obse rvation me thod is very limite d.
f f f f f f f f
 The re sult would be varying according to the individuals as well as time .

f f f f f f
 Some re sponde nts he sitate d to give the actual situation; the y fe are d that manage me nt
would take any action against the m f f
 The findings and conclusions are base d on knowle dge and e xpe rie nce of the re sponde nts
some time may subje ct to bias.

f f f
54
BIBLIOGRAPHY
55
BIBLIOGRAPHY
Aamodt, M.G., 2007. Industrial and Organisational Psychology. USA: Thomson
Wadsworth.
Armstrong. M. 2006, A Handbook of Human Re source Manage me nt Practice 10th f f f f f
e dition, London
f
Be tts, P.W, 2000. Supe rvisory Manage me nt. England: Prentice Hall.
f f f f f f
Big Succe ss Staff. 2009. Ke e p Your Employe e Happy And Watch Your Profits
f f f f f
Grow! Available at: http://biggsucce ss.com/biggarticle s/ke e pyour-e mploye e -happy-

f f f f f f f f
andwatchyour- profits-grow/
Bowditch, J.L., & Buono, A.F. 2005. A Prime r on Organisational Be haviour. USA: f f
Wile y. f
Byte start Limite d. 2009. Mate s not mone y make us happy at work. Available at:
f f f f f f
http://www.byte start.co.uk/conte nt/ne ws/mate s-not-mone y.shtml.

f f f f f
Calahan, K. 2009, Unhappine ss at Work - Re solving the Thre e Cause s Be hind Job f f f f f f f
Dissatisfaction. Available f at: http://e zine article s.com/?Unhappine ss-at-Work

f f f f
Re solving the - Thre e -Causes-Be hind-Job-Dissatisfaction.

f f f f f f
Campbe ll, J. 2009. 7 Que stions to Ask During a Re cruitme nt Job Inte rvie w.
f f f f f f
Available at: http://www.nightcats.com/sample s/jobinte rvie w.html.

f f f f
Chapman, A. 2009. How to de sign and write e ffe ctive job adve rtise me nts - tips and f f f f f f f f
te chnique s. Available at: http://www.busine ssballs.com/jobadve rtswriting.htm

f f f f f
Cole , L.E. & Cole , M.S. 2005. Employe e Satisfaction and Organisational
f f f f
Pe rformance : A Summary of Ke y Findings from Applie d Psychology. Available at:

f f f f f
http://www.te ammax.ne t/file s/Lite rature Re vie w.pdf

f f f f f f f
Cranny, C.J., Smith, P.C. & Stone , E.F. 1992. Job Satisfaction. USA: Le xington f f
Books.
56
Davlin, H. 2008. Five Signs of a Happy Employe e & Five Signs of an Unhappy f f f f
Employe e . f f Available f at:
http://www.atlantawomanmag.com/Article s/2008/We b_August/Happy_ f f
Unhappy_Employe e .html f f
Emory, C.W. & Coope r, D.R. 1995. Busine ss Re search Methods. Boston: Irwin f f f f f
Erickson, R. 2005. How to Hire the Right Employe e for the Job and Your Company. f f f f f
Available f at: http://www.googobits.com/article s/1810-how-to-hire -the -right- f f f
e mploye e forthe -job-and-your-company.html Fede ral Occupational He alth. 2004.

f f f f f f f
De aling f with an Angry Employe e . f f Available f
at:http://www.foh.dhhs.gov/se rvice s/EAP/le ade rshiptoday/le ade rshipsumme r04.pdf f f f f f f f
Fincham, R. & Rhode s, P. 1999. Organisational Be haviour. USA: Oxford Unive rsity f f f
Pre ss. f Fre e f f Manage me nt f f Library. 2009. Job Satisfaction. Available f at:
http://manage me nthe lp.org/prsn_wll/job_stfy.htm Hacke tt, P. 1998. Succe ss in f f f f f
Managing Pe ople . Gre at Britain: John Murray. Huse lid, M. (1995), ‘The Impact of
f f f f f
Human Re source Manage me nt Practice s on Turnove r, Productivity, and Corporate

f f f f f f f
Financial Performance ’, Acade my of Manage me nt Journal, Vol.38, No.3, pp.635-

f f f f f
672. Ke mpton, J. (1995) Human Re source Manage me nt and De ve lopme nt. Current
f f f f f f f f f
Issues and The me s. New York: Macmillan Pre ss Ltd. Kje rulf, A. 2007. Top 10 signs
f f f f f f
you’re unhappy at work. Available at: http://positive sharing.com/2007/11/top-10-

f f f
signs-youre -unhappy-at-work/ Korris, N.B. 2003, Canadian Ne ws. The Unhappy

f f f
Employe e : Doe s Your Company Have One ? First Quarte r 2003 Volume 11, Numbe r
f f f f f f f f
1. Available at: http://www.worldatwork.org/waw/canadane ws/html/canv11n1-4.html

f f
Like rt, R.A. 1932. A te chnique for the me asureme nt of attitude s. Archive s of
f f f f f f f f f
Psychology. No 140, pp 1-55. Lynn, C. 2009, Ide ntifying and dealing with negative f f f f
pe ople . Available at: http://www.he lium.com/ite ms/703801-ide ntifying-and-dealing-

f f f f f f f
57
with-negative -pe ople Malcom, M and J. Tricia (1997) Manage me nt training, London:
f f f f f f
The Cronwe ll Pre ss. Marketing Innovators Inte rnational. 2005. Murck, M. 2009,
f f f f f
Turning around ne gative

f f e mploye e .
f f f Available f at:
http://www.he lium.com/ite ms/948276-turning-around-negative -e mploye e Naukrihub,

f f f f f f f
2009. Managing Difficult Pe ople f f at Work. Available f at:
http://www.naukrihub.com/hr-today/managing-difficult-pe ople .html Ne wstrom, J. W, f f f
L.R &. Bitte l, 1990. What Eve ry Supe rvisor Should Know. Singapore : McGraw-Hill
f f f f
Publishing Company. Ostroff, C. and D.E. Bowe n (2000) ‘Moving HR to a highe r f f
le ve l: HR practice s and organisational e ffe ctive ne ss’, in K. Kle in et. al. (e ds),
f f f f f f f f f f
Multile ve l The ory, re search and me thods in organisations (pp. 211-266). San
f f f f f f
Francisco, CA:Josse y-Bass. Robbins, S.P. & De Ce nzo, D.A., 2001. Supe rvision
f f f f
today. USA: Pre ntice Hall. f f
58
ANNEXURE
59
QUESTIONNAIRE
1. Name : …………………………………………………………………………………
f
…
2. Age : ………………
f
3. Ge nde r: Male
f f f
Fe male f f
4. De signation……………..
f
Que s1- Working hours are conve nie nt for me -

f f f f f
1 strongly agre e 2 agre e 3 ne ithe r agre e nor disagre e 4 disagre e 5 strongly disagre e
Que s2- I am happy with my work place -

f f
1. strongly agre e 2. agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
Que s3- I fe e l I have too much work to do-

f f f f
Que s4- Safe ty me asures provide d by the company are good-

f f f f f f f
Que s5- My re lationship with my supe rvisor is cordial-

f f f
Que s6- My supe rvisor is not partial-

f f
Que s7- My supe rvisor conside r my ide as while taking de cision-

f f f f f f
Que s8- I am satisfie d with the support from my coworke rs-

f f f f
1. strongly agre e 2. Agre e 3.ne ithe r agre e nor disagre e 4. disagre e 5. strongly disagre e
Que s9- Pe ople he re have conce rn from one anothe r and te nd to help-
60
Que s10- I am satisfie d with the re fre shme nt facility-

f f f f f f
Que s11- We are provide d with the re st and lunch room and the y are good-
f f f f f f f f
Que s12- The parking space s for ve hicle s are satisfactory-

f f f f f f
Que s13- I fe e l I am paid a fair amount for the work I do-

f f f f
Que s14- I am satisfie d with the chance s for my promotion-

f f f f
Que s15- I am satisfie d with the allowance s provide d by the organization-

f f f f f f
Que s16- I fe e l my boss motivate me to achie ve the organizational goals-

f f f f f f f f
Que s17- My supe rvisor motivate me to incre ase my efficie ncy at a time whe n I am not-
f f f f f f f f f f
Que s18- I fe e l my job little impact on the succe ss of the company-

f f f f f f f
Que s19- Ove rall I am satisfie d with my pre se nt job-

f f f f f
61

Sakshi Giri

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Sakshi Giri

Uploaded by

Copyright:

Available Formats

RESEARCH PROJECT REPORT

“A STUDY ON GRIEVANCE HANDLING

PROCEDURE AT HDFC BANK LIMITED

Towards partial fulfillment of

Master of Business Administration (MBA)

(BBD University, Lucknow)

Guided By: Submitted by:

Babu Banarasi Das University

STUDY ON GRIEVANCE HANDLING PROCEDURE AT HDFC BANK

LIMITED LUCKNOW.” is carried out and being submitted at the school of

management for the award of Master of Business Administration, is an authentic

throughout my examination study. I am grateful to the School of Management, Babu

of appreciation to Dr. Afeefa Fatima (Faculty Guide) School of Management, Babu

graciousness which empowered me to go through effectively a decent number of

gratitude to legitimate staff of School of Management, Babu Banarasi Das University,

and in a roundabout way helped me in finishing this work.

theories explained within the eBook and their realistic implementations.

Research performs an important function in future constructing of a person so that we can

get myself to do research at topic “A STUDY ON GRIEVANCE HANDLING

PROCEDURE AT HDFC BANK LIMITED LUCKNOW..

of accessibility for future generations.

Sr. No. Chapters Page no.

4. Objective of the study

6. Data Analysis and Interpretations

9. Suggestion & Recommendation

10. Limitations of the study

services company headquartered in Mumbai. It is India's largest private sector bank

HDFC Bank was incorporated in 1994 as a subsidiary of the Housing Development

by the then Union Finance Minister, Manmohan Singh.

and 12 million credit cards in FY 2017. It has a base of 1,52,511 permanent

employees as of 30 June 2022.

PRODUCTS AND SERVICES

HDFC Bank provides a number of products and services including wholesale

this various digital products are Payzapp and SmartBUY.

Group, India's largest media conglomerate.

mergers in the financial sector in India.

National Payments Corporation of India.

merger with HDFC Limited.

In March 2020, Housing Development Finance Corporation, parent company of

NYSE issued through JP Morgan Chase Bank.

Shareholders (as of 30 September 2021)[28] Shareholding[citation needed]

Promoter group (HDFC) 25.88%

Foreign institutional investor(FII) 38.30%

Individual shareholders 13.25%

Qualified institutional buyer 4.74%

Unit Trust of India/mutual funds 14.57%

Financial institutions/banks 0.4%

Central government 0.6%

HDFC Bank spent Rs 634.91 crore towards Parivartan,in FY 2020-21. Out of Rs

on COVID-19 relief. HDFC Bank pledges to become carbon neutral by 2032.

penalty of Rs 10 crore on HDFC Bank for deficiencies in regulatory compliances with

contraventions of certain provisions of the Banking Regulation Act, 1949.

(Listing Obligations and Disclosure Requirements) Regulations, 2015. The Banking

prepared in accordance with the <IR> framework prescribed by the International

Reporting Initiative (GRI) Standards: Comprehensive option, Task Force on Climate-

related Financial Disclosures (TCFD), Business Responsibility and Sustainability

are documented on pages 59-61.

MATERIALITY AND SCOPE

influence decisions of providers of financial capital. In FY19 we conducted a

materiality assessment in line with GRI requirements through consultations with

internal and external stakeholders. Subsequently, in FY21, we have refreshed our

them in the Report, has been provided in this report.