HUMAN RESOURCE

EMPLOYEE SATISFACTION SURVEY

PRIYANKA SAXENA
A-30101909098

MBA (HUMAN RESOURCES/ MARKETING)

2009-2011

A dissertation submitted in partial fulfillment of the requirements of

Masters in Business Administration

at the
Amity Global Business School
Amity University, Noida

Month Year

MAY- 2011
 ABSTRACT
The following dissertation report is based on the Employee Satisfaction Survey in a Banking
Industry.

CHOICE OF THE BANKING INDUSTRY

I made a choice for the banking industry for the reason it is a service industry which required
highly qualified & trained individuals with a well groomed personality & a high degree of self
motivation to serve quality to customers & ensure high standards of work & behavior.

Self Motivation comes to an employee only when they are satisfied in the organization they are
working for, hence this report is based on the employee satisfaction survey.

KEY FOCUS
Here, the key focus is laid on the fact hat the employees are satisfied on various parameter in
both private & public sector banks as well.

In this particular report we have taken tow banks, one is private sector bank, The royal Bank Of
Scotland & the other one is Andhra Bank which is a public sector bank.

As we know that the environment in Private & Public organizations differs in various aspects
such as code of conduct, rules & regulations, quality of individuals working, employee-
employer relations etc, & so they have different techniques for marking employee satisfaction so
this report will precisely show how the employees of a private bank & a public bank react to the
similar criteria which are put to see their satisfaction level in their respective organizations.

EXPECTED OUTCOMES
By the end of this survey, we will be able to see the reaction of employees & their satisfaction
level in their organizations
 ACKNOWLEDGEMENT

I, Priyanka Saxena of Amity Global Business School express my deepest thanks to my project
Guide Dr. Shruti Tripathi for guiding and correcting various documents of mine with attention
and care. She has taken pain to go through the project and make necessary correction as and
when needed.

I express my thanks to the Director of , Amity Global Business School , for extending his
support. My deep sense of gratitude to Col. Y K Arora, Director, for his support & guidance
Thanks and appreciation to the helpful people at The Royal Bank of Scotland & The Andhra
Bank, for their support.

I also offer my gratitude towards my project guide Ms. Suranjana Ghosh, from the Royal Bank
of Scotland for giving me all her co-operation & helping me to give a more professional
dimension to the report.

I would also thank all the participants of this report, who gave their valuable time to complete the
questionnaire & help me with the successful completion of the project & without whom this
project would have been a distant reality .

I also extend my heartfelt thanks to my family and well wishers.

Priyanka Saxena

A-30101909098
 TABLE OF CONTENTS
CHAPTER No. TOPIC
1 LITERATURE REVIEW
2 THE INDIAN BANKING INDUSTRY
3 A WORD ABOUT…………
4 AN INSIGHT INTO RESEARCH & ITS VARIOUS
ASPECTS
5 SIGNIFICANCE OF RESEARCH
6 MY INPUTS IN THE REPORT…
7 INPUTS FOR THE RESEARCH
8 RESULT
9 CALCULATIONS
10 FINDINGS & ANALYSIS
11 APPENDIX
12 RECOMMENDATIONS

13 REFERENCES
 CHAPTER-1
LITERATURE REVIEW

Managing Employee Satisfaction in the Workplace stop using the recession as an excuse for
ignoring low morale among the workers who report to you.

By John Baldoni

John Baldoni is a leadership development consultant, executive coach, speaker, and author. In
2009, Top Leadership Gurus named John one of the top 25 leadership experts in the world. His
newest book is Lead Your Boss: The Subtle Art of Managing Up (Amacom, 2009). John also
writes the "Leadership at Work" column for Harvard Business Publishing. He can be contacted
via his Web site,www.johnbaldoni.com.

Once upon a time (say, way back in 2007), when making presentations, I used to include a slide
noting worker dissatisfaction levels. At one point, eight of 10 workers were disengaged—that is,
either uncommitted or actively looking for work elsewhere. Then came the Great Recession, and
talk of employee dissatisfaction abated.

But it never went away. New studies by the Hay Group and the Corporate Leadership Council,
which were cited in the Economist, note that employees are getting fed up. Factors include
overwork, underpayment, and underappreciation. As a result, as many as six in 10 are looking to
exit, according to the Hay Group. Some 85 percent of those not looking are staying still because
the job market remains weak.

So what's a manager to do? First, recognize that many of your employees are unhappy. They
probably feel overstretched and overburdened. Additionally, as other research studies show, a
significant number distrust their senior leadership. Many feel they have made sacrifices
incompensation that senior leaders have escaped. They also feel more vulnerable to cutbacks and
hence are unlikely to voice much dissatisfaction.

But as every savvy manager knows, an unhappy worker is an underproducing worker.

Organizations with disengaged employees go through the motions but do not put motions
forward to get the job done.
MAKING WORK MORE TOLERABLE

Solutions are not easy. Yes, recognition and incentive programs work, but too often such
programs address symptoms rather than the root causes of worker dissatisfaction. They serve as
proverbial Band-Aids for deep-seated malaise. If work has little meaning, incentivized solutions
are ends unto themselves, not means to an end: a more fulfilling workplace. Making work
meaningful is no simple matter and frankly is beyond the responsibility of most managers. After
all, businesses hire managers to get the work done, not make work enjoyable.

Finding purpose in work is an individual pursuit, but in my experience I have found good
examples of how managers do create higher levels of buy-in and thereby do make the work
experience more tolerable. Here are some suggestions.

ADDRESS THE SITUATION

The worst thing managers who suspect worker dissatisfaction can do is to ignore it, although that
is the time-honored tradition. Avoiding the topic does not make it go way. Find ways to raise the
issue at staff meetings. The blunt approach—"So what's wrong?"—may not work. People will
likely clam up. But if you are clever and talk about the issue and perhaps voice your own
dissatisfaction with the situation, you may have better luck. Make it safe for employees to talk
about workplace dissatisfiers. Often they are simple things: input into scheduling, flexibility in
work hours, or even something employees can make happen themselves, such as cleaner break
rooms.

ENCOURAGE ALTERNATIVES

Find ways you can improve the situations. Take the lead in addressing employee complaints.
Over the longer term, the best way is to let workers figure things out for themselves. Challenge
employees to come up with ideas for making improvements, either in job design or in job
process. Look for ways to remove the drudge factor in favor of the value add. Replace make-
work projects with make-it-work projects.
SHOW OUTCOMES

Relate what your team does to what the company does. Say you work in purchasing: Find ways
to link your striving for best-value, best-cost suppliers with improved-quality products. Make the
link between improved quality and customer satisfaction. Such things would not have happened
if purchasing had not done its job. Some companies introduce employees to customers when
possible. Then employees see their products or services in use. That's a great way to encourage
meaning in the workplace.
Putting meaning into work is not a managerial responsibility; it falls to the employee to find
work that matters to him or herself. And when employees sign on to do a job, they have a
responsibility to perform it. Yes, in times of scarcity, as we are enduring now, compensation may
be less competitive and opportunities for advancement less available, but workers must do the
jobs employers pay them to do. Obvious, yes, but as studies show, many employees remain
disgruntled.

Simply acknowledging trouble in the workplace is a good first step. It creates an atmosphere of
honesty. There is always a risk that people will reveal too much dissatisfaction, but when the
manager makes it safe to offer up concerns and provides avenues of redress, workers can feel
they are part of a solution rather than part of a problem. And maybe that's all that can happen in
the short term. If so, acknowledge it and make the best of it. There are far too many people out of
work who would readily switch places with you or your employees.
Mr V K KANNAN:

Provided us with the statements using a Likert Technique or scale.

The surveys of this type provides an understanding how the employee perceives the organization.
Employee satisfaction surveys measure your employee's opinions on most of the aspects of an
workplace including:

Overall satisfaction

Management/employee relations

Corporate culture

Career development

Compensation

Benefits

Recognition and rewards

Working conditions

Training

Staffing levels

Safety concerns

Policies and procedures

How to do Employee Satisfaction Survey
BY PRASHANTHA

AnalyseSurvey survey software is a complete solution for Employee

Satisfaction Survey.

The AnalyseSurvey employee satisfaction survey solution includes industry standard survey
templates, a platform for hosting survey, collecting responses, and an advanced suite of
analytical tools for analyzing the results.

Building and deploying a employee satisfaction survey using AnalyseSurvey is very simple,
quick and reliable. AnalyseSurvey survey software does not require any programming skills - all
it takes to design a complete survey is only a few clicks. Responses are automatically computed
and presented in an easy to read graphical format in real time. AnalyseSurvey includes an array
of employee satisfaction survey templates.
 CHAPTER- 2

THE INDIAN BANKING INDUSTRY

INTRODUCTION
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 Bank of Hindustan, which started in 1790;
both 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. The three banks merged in 1921 to form the Imperial Bank of India,
which, upon India's independence, became the State Bank of India.

HISTORY
Foreign banks too started to arrive, particularly in Calcutta, in the 1860s. The Comptoire
d'Escompte de Paris opened a branch in Calcutta in 1860, and another in Bombay in 1862;
branches in Madras and Puducherry, 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.

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

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 under capitalized and lacked the experience and
maturity to compete with the presidency and exchange banks. This segmentation let Lord Curzon
to observe,

"In respect of 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 fervour of Swadeshi 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".

During the First World War (1914-1918) through the end of the Second World War (1939-1945),
and two years thereafter until the independence of India were challenging for Indian banking.
The years of the First World War were turbulent, and it took its toll with banks simply collapsing
despite the Indian economy gaining indirect boost due to war-related economic activities. At
least 94 banks in India failed between 1913 and 1918 as indicated in the following table:

Number of banks Authorised capital Paid-up Capital

Years
that failed (Rs. Lakhs) (Rs. Lakhs)

1913 12 274 35

1914 42 710 109

1915 11 56 5

1916 13 231 4

1917 9 76 25

1918 7 209 1
The major steps to regulate banking included:

 The Reserve Bank of India, India's central banking authority, was nationalized on
January 1, 1949 under the terms of the Reserve Bank of India (Transfer to Public Ownership)
Act, 1948 (RBI, 2005b).[Reference www.rbi.org.in]
 In 1949, the Banking Regulation Act was enacted which empowered the Reserve Bank of
India (RBI) "to regulate, control, and inspect the banks in India."
 The Banking Regulation Act also provided that no new bank or branch of an existing
bank could be opened without a license from the RBI, and no two banks could have common
directors.

NATIONALISATION

Banks Nationalisation in India: Newspaper Clipping, Times of India, July, 20, 1969
Despite the provisions, control and regulations of Reserve Bank of India, banks in India except
the State Bank of India or SBI, continued to be owned and operated by private persons. By the
1960s, the Indian banking industry had become an important tool to facilitate the development of
the Indian economy. At the same time, it had emerged as a large employer, and a debate had
ensued about the nationalization of the banking industry. Indira Gandhi, then Prime Minister of
India, expressed the intention of the Government of India in the annual conference of the All
India Congress Meeting in a paper entitled "Stray thoughts on Bank Nationalisation." The
meeting received the paper with enthusiasm.

A second dose of nationalization of 6 more commercial banks followed in 1980. The stated
reason for the nationalization was to give the government more control of credit delivery. With
the second dose of nationalization, the Government of India controlled around 91% of the
banking business of India. Later on, in the year 1993, the government merged New Bank of
India with Punjab National Bank. It was the only merger between nationalized banks and
resulted in the reduction of the number of nationalised banks from 20 to 19. After this, until the
1990s, the nationalised banks grew at a pace of around 4%, closer to the average growth rate of
the Indian economy.

LIBERALISATION
In the early 1990s, the then Narsimha Rao government embarked on a policy of liberalization,
licensing a small number of private banks. These came to be known as New Generation tech-
savvy banks, and included Global Trust Bank (the first of such new generation banks to be set
up), which later amalgamated with Oriental Bank of Commerce, Axis Bank(earlier asUTI
Bank), ICICI Bank and HDFC Bank. This move, along with the rapid growth in the economy of
India, revitalized the banking sector in India, which has seen rapid growth with strong
contribution from all the three sectors of banks, namely, government banks, private banks and
foreign banks.
The next stage for the Indian banking has been set up with the proposed relaxation in the norms
for Foreign Direct Investment, where all Foreign Investors in banks may be given voting rights
which could exceed the present cap of 10%,at present it has gone up to 74% with some
restrictions.
The new policy shook the Banking sector in India completely. Bankers, till this time, were used
to the 4-6-4 method (Borrow at 4%;Lend at 6%;Go home at 4) of functioning. The new wave
ushered in a modern outlook and tech-savvy methods of working for traditional banks.All this
led to the retail boom in India. People not just demanded more from their banks but also received
more.

THE CURRENT SCENARIO

The growth in the Indian Banking Industry has been more qualitative than quantitative and it is
expected to remain the same in the coming years. Based on the projections made in the "India
Vision 2020" prepared by the Planning Commission and the Draft 10th Plan, the report forecasts
that the pace of expansion in the balance-sheets of banks is likely to decelerate. The total assets
of all scheduled commercial banks by end-March 2010 is estimated at Rs 40,90,000 crores. That
will comprise about 65 per cent of GDP at current market prices as compared to 67 per cent in
2002-03. Bank assets are expected to grow at an annual composite rate of 13.4 per cent during
the rest of the decade as against the growth rate of 16.7 per cent that existed between 1994-95
and 2002-03. It is expected that there will be large additions to the capital base and reserves on
the liability side.

The Public Sector Banks(PSBs), which are the base of the Banking sector in India account for
more than 78 per cent of the total banking industry assets. Unfortunately they are burdened with
excessive Non Performing assets (NPAs), massive manpower and lack of modern technology.
On the other hand the Private Sector Banks are making tremendous progress. They are leaders in
Internet banking, mobile banking, phone banking, ATMs. As far as foreign banks are concerned
they are likely to succeed in the Indian Banking Industry.

SOME OF THE PRIVATE PLAYERS

In the Indian Banking Industry some of the Private Sector Banks operating are IDBI Bank, ING
Vyasa Bank,SBI Commercial and International Bank Ltd, Bank of Rajasthan Ltd. and banks
from the Public Sector include Punjab National bank, Vijaya Bank, UCO Bank, Oriental
Bank, Allahabad Bank among others. ANZ Grindlays Bank, ABN-AMRO Bank, American
Express Bank Ltd, Citibank are some of the foreign banks operating in the Indian Banking
industry.
 India Banking 2010
Towards a High-performing Sector
BANKING IN THE YEAR GONE BY….2010

The last decade has seen many positive developments in the Indian banking sector. The policy
makers, which comprise the Reserve Bank of India (RBI), Ministry of Finance and related
government and financial sector regulatory entities, have made several notable efforts to
improve regulation in the sector. The sector now compares favourably with banking sectors in
the region on metrics like growth, profitability and non-performing assets (NPAs). A few banks
have established an outstanding track record of innovation, growth and value creation. This is
reflected in their market valuation. However, improved regulations, innovation, growth and
value creation in the sector remain limited to a small part of it. The cost of banking
intermediation in India is higher and bank penetration is far lower than in other markets. India’s
banking industry must strengthen itself significantly if it has to support the modern and vibrant
economy which India aspires to be. While the onus for this change lies mainly with bank
managements, an enabling policy and regulatory framework will also be critical to their success.
The failure to respond to changing market realities has stunted the development of the financial
sector in many developing countries. A weak banking structure has been unable to fuel continued
growth, which has harmed the long-termhealth of their economies. In this “white paper”, we
emphasise the need to act both decisively and quickly to build an enabling, rather than a limiting,
banking sector in India.

GOOD PERFORMANCE,QUESTIONABLE HEALTH

Indian banks have compared favourably on growth, asset quality and profitability with other
regional banks over the last few years. The banking index has grown at a compounded annual
rate of over 51 per cent since April 2001 as compared to a 27 per cent growth in the market index
for the same period. Policy makers have made some notable changes in policy and regulation to
help strengthen the sector. These changes include strengthening prudential norms, enhancing the
payments system and integrating regulations between commercial and co-operative banks.
However, the cost of intermediation remains high and bank penetration is limited to only a few
customer segments and geographies. While bank lending has been a significant driver of GDP
growth and employment, periodic instances of the “failure” of some weak banks have often
threatened the stability of the system. Structural weaknesses such as a fragmented industry
structure, restrictions on capital availability and deployment, lack of institutional support
infrastructure, restrictive labour laws, weak corporate
governance and ineffective regulations beyond Scheduled Commercial Banks (SCBs), unless
addressed, could seriously weaken the health of the sector. Further, the inability of bank
managements (with some notable exceptions) to improve
capital allocation, increase the productivity of their service platforms and improve the
performance ethic in their organisations could seriously affect future performance.
OPPORTUNITIES AND CHALLENGES FOR PLAYERS

The bar for what it means to be a successful player in the sector has been raised. Four challenges
must be addressed before success can be achieved. First, the market is seeing discontinuous
growth driven by new products and services that include opportunities in credit cards, consumer
finance and wealth management on the retail side, and in fee-based income and investment
banking on the wholesale banking side. These require new skills in sales & marketing, credit
and operations. Second, banks will no longer enjoy windfall treasury gains that the decade-long
secular decline in interest rates provided. This will expose the weaker banks. Third, with
increased interest in India, competition from
foreign banks will only intensify. Fourth, given the demographic shifts resulting from changes in
age profile and household income, consumers will increasingly demand enhanced institutional
capabilities and service levels from banks.

ONE OF THREE SCENARIOS WILL PLAY OUT BY 2010

The interplay between policy and regulatory interventions and management strategies will
determine the performance of Indian banking over the next few years. Legislative actions will
shape the regulatory stance through six key elements: industry structure and sector consolidation;
freedom to deploy capital; regulatory coverage; corporate
governance; labour reforms and human capital development; and support for creating
industry utilities and service bureaus. Management success will be determined on
three fronts: fundamentally upgrading organizational capability to stay in tune with the changing
market; adopting value-creating M&A as an avenue for growth; and continually innovating to
develop new business models to access untapped opportunities. Through these scenarios, we
paint a picture of the events and outcomes that will be the consequence of the actions of policy
makers and bank managements. These actions will have dramatically different outcomes; the
costs of inaction or insufficient action will be high. Specifically, at one extreme, the sector could
account for over 7.7 per cent of GDP with over Rs.. 7,500 billion in market cap, while at the
other it could account for just 3.3 per cent of GDP with a market cap of Rs. 2,400 billion.
Banking sector intermediation, as measured by total loans as a percentage of GDP, could grow
marginally from its current levels of ~30 per cent to ~45 per cent or grow significantly
to over 100 per cent of GDP. In all of this, the sector could generate employment to the
tune of 1.5 million compared to 0.9 million today. Availability of capital would be a key factor
— the banking sector will require as much as Rs. 600 billion (US$ 14 billion) in capital to fund
growth in advances, non-performing loan (NPL) write offs and investments in IT and human
capital upgradation to reach the high-performing scenario. Three scenarios can be defined to
characterize these outcomes: High performance: In this scenario, policy makers intervene only to
the extent required to ensure system stability and protection of consumer interests, leaving
managements free to drive far-reaching changes. Changes in regulations and bank capabilities
reduce intermediation costs leading to increased growth, innovation and productivity. Banking
becomes an even greater driver of GDP growth and employ- ment and large sections of the
population gain access to quality banking products. Management is able to overhaul bank
organizational structures, focus on industry consolidation and transform the banks into industry
shapers. In this scenario we witness consolidation within public sector banks (PSBs) and within
private sector banks. Foreign banks begin to be active in M&A, buying out some old private and
newer private banks. Some M&A activity also begins to take place between private and public
sector banks. As a result, foreign and new private banks grow at rates of 50 per cent, while PSBs
improve their growth rate to 15 per cent. The share of the private sector banks (including
through mergers with PSBs) increases to 35 per cent and that of foreign banks increases to
20 per cent of total sector assets. The share of banking sector value add in GDP increases to
over 7.7 per cent, from current levels of 2.5 per cent. Funding this dramatic growth will require
as much as Rs. 600 billion in capital over the next few years.

EVOLUTION
Policy makers adopt a pro-market stance but are cautious in liberalising the
industry. As a result of this, some constraints still exist. Processes to create highly efficient
organisations have been initiated but most banks are still not best-in-class operators.
Thus, while the sector emerges as an important driver of the economy and wealth in 2010,
it has still not come of age in comparison to developed markets. Significant changes are
still required in policy and regulation and in capability-building measures, especially by
public sector and old private sector banks.
In this scenario, M&A activity is driven primarily by new private banks, which take over some
old private banks and also merge among themselves. As a result, growth of these banks
increases to 35 per cent. Foreign banks also grow faster at 30 per cent due to a relaxation
of some regulations. The share of private sector banks increases to 30 per cent of total sector
assets, from current levels of 18 per cent, while that of foreign banks increases to over
12 per cent of total assets. The share of banking sector value add to GDP increases to over
4.7 per cent.

STAGNATION
In this scenario, policy makers intervene to set restrictive conditions and
management is unable to execute the changes needed to enhance returns to shareholders
and provide quality products and services to customers. As a result, growth and productivity
levels are low and the banking sector is unable to support a fast-growing economy.
This scenario sees limited consolidation in the sector and most banks remain sub-scale. New
private sector banks continue on their growth trajectory of 25 per cent. There is a slowdown
in PSB and old private sector bank growth. The share of foreign banks remains at 7 per cent
of total assets. Banking sector value add, meanwhile, is only 3.3 per cent of GDP.
NEED TO CREATE A MARKET-DRIVEN BANKING SECTOR WITH
ADEQUATE FOCUS ON SOCIAL DEVELOPMENT

The term “policy makers” used in this document, as mentioned earlier, refers to the Ministry of
Finance and the RBI and includes the other relevant government and regulatory entities for the
banking sector. We believe a co-ordinated effort between the various entities is required to
enable positive action. This will spur on the performance of the sector. The policy makers need
to make co-ordinated efforts on six fronts:

Help shape a superior industry structure in a phased manner through “managed consolidation”
and by enabling capital availability. This would create 3-4 global sized banks controlling
35-45 per cent of the market in India; 6-8 national banks controlling 20-25 per cent of
the market; 4-6 foreign banks with 15-20 per cent share in the market, and the rest being
specialist players (geographical or product/segment focused).

Focus strongly on “social development” by moving away from universal directed norms to
an explicit incentive-driven framework by introducing credit guarantees and market subsidies
to encourage leading public sector, private and foreign players to leverage technology
to innovate and profitably provide banking services to lower income and rural markets.

Create a unified regulator, distinct from the central bank of the country, in a phased manner
to overcome supervisory difficulties and reduce compliance costs.

Improve corporate governance primarily by increasing board independence and accountability.

Accelerate the creation of world class supporting infrastructure (e.g., payments, asset
reconstruction companies (ARCs), credit bureaus, back-office utilities) to help the banking sector
focus on core activities.

Enable labour reforms, focusing on enriching human capital, to help public sector and old
private banks become competitive.

PRIVATE BANKS IN INDIA

Private banking in India was practiced since the begining of banking system in India. The first
private bank in India to be set up in Private Sector Banks in India was IndusInd Bank. It is one of
the fastest growing Bank Private Sector Banks in India. IDBI ranks the tength largest
development bank in the world as Private Banks in India and has promoted a world class
institutions in India.

The first Private Bank in India to receive an in principle approval from the Reserve Bank of
India was Housing Development Finance Corporation Limited, to set up a bank in the private
sector banks in India as part of the RBI's liberalisation of the Indian Banking Industry. It was
incorporated in August 1994 as HDFC Bank Limited with registered office in Mumbai and
commenced operations as Scheduled Commercial Bank in January 1995.

ING Vysya, yet another Private Bank of India was incorporated in the year 1930. Bangalore has
a pride of place for having the first branch inception in the year 1934. With successive years of
patronage and constantly setting new standards in banking, ING Vysya Bank has many credits to
its account.

LIST OF PRIVATE BANKS IN INDIA

• Bank of Punjab
• Bank of Rajasthan
• Catholic Syrian Bank
• Centurion Bank
• City Union Bank
• Dhanalakshmi Bank
• Development Credit Bank
• Federal Bank
• HDFC Bank
• ICICI Bank
• IndusInd Bank
• ING Vysya Bank
• Jammu & Kashmir Bank
• Karnataka Bank
• Karur Vysya Bank
• Laxmi Vilas Bank
• South Indian Bank
• United Western Bank
• UTI Bank
PUBLIC SECTOR BANKS IN INDIA

Among the Public Sector Banks in India, United Bank of India is one of the 14 major banks
which were nationalised on July 19, 1969. Its predecessor, in the Public Sector Banks, the United
Bank of India Ltd., was formed in 1950 with the amalgamation of four banks viz. Comilla
Banking Corporation Ltd. (1914), Bengal Central Bank Ltd. (1918), Comilla Union Bank Ltd.
(1922) and Hooghly Bank Ltd. (1932).

Oriental Bank of Commerce (OBC), a Governmet of India Undertaking offers Domestic, NRI
and Commercial banking services. OBC is implementing a GRAMEEN PROJECT in Dehradun
District (UP) and Hanumangarh District (Raiasthan) disbursing small loans. This Public Secotor
Bank India has implemented 14 point action plan for strengthening of credit delivery to women
and has designated 5 branches as specialized branches for women entrepreneurs.

LIST OF PUBLIC BANKS IN INDIA

• Allahabad Bank
• Andhra Bank
• Bank of Baroda
• Bank of India
• Bank of Maharastra
• Canara Bank
• Central Bank of India
• Corporation Bank
• Dena Bank
• IDBI Bank
• Indian Bank
• Indian Overseas Bank
• Oriental Bank of Commerce
• Punjab & Sind Bank
• Punjab National Bank
• Syndicate Bank
• UCO Bank
• Union Bank of India
• United Bank of India
• Vijaya Bank
 CHAPTER-3
A WORD ABOUT…………

THE ROYAL BANK OF SCOTLAND

INTRODUCTION

The Royal Bank of Scotland is one of the retail banking subsidiaries of the Royal Bank of
Scotland Group plc, and together with NatWest and Ulster Bank, provides branch banking
facilities throughout the British Isles. Royal Bank of Scotland has around 700 branches, mainly
in Scotland though there are branches in many larger towns and cities throughout England and
Wales. The Royal Bank of Scotland and its parent, the Royal Bank of Scotland Group, are
completely separate from the fellow Edinburgh based bank, the Bank of Scotland, which pre-
dates the Royal Bank of Scotland by 32 years. The Bank of Scotland was effective in raising
funds for the Jacobite Rebellion and as a result, The Royal Bank of Scotland was established to
provide a bank with strong Hanoverian and Whig ties.

BRANDING

The RBS Group uses branding developed for the Bank on its merger with the National
Commercial Bank of Scotland in 1969. The Group's logo takes the form of an abstract symbol of
four inward-pointing arrows known as the "Daisy Wheel" and is based on an arrangement of 36
piles of coins in a 6 by 6 square, representing the accumulation and concentration of wealth by
the Group.The Daisy Wheel logo was later adopted by RBS subsidiaries Worldpay, Ulster Bank
in Ireland and Citizens Financial Group in the United States.
Since 2006 the brand has moved away from referring to both the Group brand and its retail
banking brand as the "Royal Bank of Scotland", instead using the "RBS" initialism. This is
intended to support the positioning of the bank as a Global financial services player as opposed
to its roots as a national bank. An example of the current branding can be found in the Six
Nations Championship in rugby union, which it sponsors as the RBS 6 Nations. However,
"Royal Bank of Scotland" is still used alongside the RBS initialism, with both appearing on bank
signage.
RBS sponsor the Williams F1 team, and have done since 2005 They have supported tennis player
Andy Murray since he was aged 13.
PRODUCTS & SERVICES

RBS Savings Accounts

RBS Current Accounts
RBS Term Deposits
RBS Van Gogh Preferred Banking
RBS Bancassurance Life
RBS Bancassurance (Non Life)

TECHNOLOGY PRODUCTS

On-Line Tax Accounting System (OLTAS)

Real Time Gross Settlement (RTGS)
ATM Services
Any Branch Banking
Electronic Clearing Service (ECS)
National Electronic Funds Transfer
THE ANDHRA BANK

Andhra Bank was registered on 20 November 1923 and commenced business on 28 November
1923 with a paid up capital of Rs 1.00 lakh and an authorised capital of Rs 10.00 lakhs. The
Bank crossed many milestones and the Bank's Total Business as on 30.06.2008 stood at
Rs.83,256 Crores with a Clientele base over 1.74 Crores. The Bank is rendering services through
2139 Business Delivery Channels consisting of 1371 branches, 66 Extension Counters, 38
Satellite Offices and 664 ATMs spread over 21 States and 2 Union Territories as at the end of
June, 2008. All Branches are 100% computerized, 1186 units viz., 1101 Branches, 68 Extension
Counters, 15 Service Centres networked under Cluster Banking solution and providing "Any
Branch Banking(ABB)". Real Time Gross Settlement (RTGS) Facility and National Electronic
Fund Transfer (NEFT) facility has been introduced in 723 Branches. To provide value-added
services to Customers, the Bank has set up its own 664 ATMs as on 30.06.2008. Of which
03 Mobile ATMs and two with Biometric access. Besides, ATM sharing arrangements with
several Banks including SBI group, IDBI Bank, UTI Bank, HDFC Bank, Indian Bank and others
under National Financial Network Switch covering 24856 ATMs.

Bank is migrating to "Centralized Core Banking Solution". 118 Branches have already migrated
to CBS. It is proposed to cover 550 branches by September 2009. This will benefit the
customers, who will have access to banking and financial services anytime, anywhere through
multiple delivery channels. Andhra Bank is a pioneer in introducing Credit Cards in the country
in 1981 .

The Bank introduced Internet Banking Facility (AB INFI-net) to all customers of cluster linked
branches. Rail Ticket Booking Facility is made available to all debit card holders through IRCTC
Website through a separate gateway. Corporate Website is available in English, Hindi and
Telugu Languages communicating Bank's image and information. Bank has been given 'BEST
BANK AWARD' a banking technology award by IDRBT, Hyderabad for extensive use of IT in
Semi Urban and Rural Areas on 02.09.2006. IBA Jointly with TFCI has conferred the Joint
Runner-up Award to the Bank in the Bet Payments initiative in recognition of outstanding
achievement of the Bank in promoting ATM Channel. Bank successfully conducted " Bancon
2006", a two day event at Hyderabad, deliberating on Inclusive Growth - A New Challenge.
Kiddy Bank Scheme, with insurance benefits, was relaunched to inculcate savings habit among
the children. Bank has mobilized nearly 90000 new accounts during 2007-08.

As a part of "Financial Inclusion", Bank adopted two districts, namely, Srikakulam in Andhra
Pradesh and Ganjam in Orissa and achieved 100% coverage. Bank has introduced Smart Card
Scheme Pilot project in Warangal District and the same will be extended to other Lead Districts
in due course. Bank has opened 2.11 lakh accounts under "No-frill accounts" category till
30.06.2008.

Andhra Bank, along with A P State Government, NABARD, Canara Bank, Indian Bank, IOB
and SBH sponsored the Andhra Pradesh Banker's Institute of Entrepreneurship Development,
which will offer training to unemployed youth for improving their skills in Andhra Pradesh.

Bank adopted Gundugolanu village, West Godavari District, Andhra Pradesh - birth place of
Dr.Bhogaraju Pattabhi Sitaramayya for all-round development. A comprehensive budget with an
outlay of Rs.5.50 Crore is finalized for improving health, sanitation, education and social service
facilities in the village.

Bank has been ranked No.1 in terms of number of Life Insurance Policies mobilized amongst all
the Agency Banks dealing with "Life Insurance Corporation of India". Bank also has tie-up with
United India Insurance Company Limited under Bancassurance(Non-Life).

Bank was ranked 532nd for the year ended 31.03.2007 amongst Top 1000 Banks in the world by
"The Banker" - a London based publication based on Tier I Capital as defined by Basel's Bank
for International Settlements (BIS).

Bank entered MoU with Bank of Baroda and Legal & General Group of UK to form a joint
venture life insurance company IndiaFirst Life Insurance Company. The shareholders' agreement
has already been signed and necessary formalities are being completed for setting up of the
company. The JV Company is already incorporated in June'08 and is in the process of filing for
approvals from IRDA etc. IndiaFirst has commenced operations.

PRODUCTS & SERVICES

AB Savings Accounts
AB Current Accounts
AB Term Deposits
AB Arogyadaan Scheme
AB Bancassurance Life
AB Bancassurance (Non Life)

TECHNOLOGY PRODUCTS

Multi City Cheque Facility

On-Line Tax Accounting System (OLTAS)
Real Time Gross Settlement (RTGS)
Instant Funds Transfer
ATM Services
Any Branch Banking
Electronic Clearing Service (ECS)
National Electronic Funds Transfer
 CHAPTER-4
AN INSIGHT INTO RESEARCH & ITS VARIOUS ASPECTS

MEANING OF RESEARCH

Research in common parlance refers to a search for knowledge. Once can also define research as
a scientific and systematic search for pertinent information on a specific topic. In fact, research is
an art of scientific investigation. The Advanced Learner’s Dictionary of Current English lays
down the meaning of research as “a careful investigation or inquiry specially through search for
new facts in any branch of knowledge.”1 Redman and Mory define research as a “systematized
effort to gain new knowledge.”2 Some people consider research as a movement, a movement
from the known to the unknown. It is actually a voyage of discovery. We all possess the vital
instinct of inquisitiveness for, when the unknown confronts us, we wonder and our
inquisitiveness makes us probe and attain full and fuller understanding of the unknown. This
inquisitiveness is the mother of all knowledge and the method, which man employs for obtaining
the knowledge of whatever the unknown, can be termed as research.

DEFINITION

Research is an academic activity and as such the term should be used in a technical sense.
According to Clifford Woody research comprises defining and redefining problems, formulating
hypothesis or suggested solutions; collecting, organising and evaluating data; making deductions
and reaching conclusions; and at last carefully testing the conclusions to determine whether they
fit the formulating hypothesis.

TYPES OF RESEARCH

The basic types of research are as follows:

(i) Descriptive vs. Analytical:

Descriptive research includes surveys and fact-finding enquiries of different kinds. The major
purpose of descriptive research is description of the state of affairs as it exists at present.

In analytical research, on the other hand, the researcher has to use facts or information already
available, and analyze these to make a critical evaluation of the material.
Applied vs. Fundamental:
Research can either be applied (or action) research or fundamental (to basic or pure) research.

Applied research: aims at finding a solution for an immediate problem facing a society or an
industrial/business organisation,

Fundamental research: is mainly concerned with generalisations and with the formulation of a
theory.

Quantitative vs. Qualitative:

Quantitative research: Based on the measurement of quantity

or amount. It is applicable to phenomena that can be expressed in terms of quantity.

Qualitative research:, on the other hand, is concerned with qualitative phenomenon, i.e.,
phenomena relating to or involving quality or kind.

Conceptual vs. Empirical

Conceptual research: Is that related to some abstract idea(s) or
theory. It is generally used by philosophers and thinkers to develop new concepts or to
reinterpret existing ones.

empirical research: Relies on experience or observation alone, often without due regard for system and
theory. It is data-based research, coming up with conclusions which are capable of being verified by
observation or experiment.

SOME OTHER TYPES OF RESEARCH

All other types of research are variations of one or more of the above stated approaches, based
on either the purpose of research, or the time required to accomplish research, on the
environment in which research is done, or on the basis of some other similar factor. Form the
point of view of time, we can think of research.

One-time research or longitudinal research.

In the former case the research is confined to a single time-period, whereas in the latter case the
research is carried on over several time-periods.

Field-setting research or laboratory research or simulation research:

Depending upon the environment in which it is to be carried out.

Clinical or diagnostic research:

Such research follow case-study methods or indepth approaches to reach the basic causal
relations. Such studies usually go deep into the causes of things or events that interest us, using
very small samples and very deep probing data gathering devices.

Exploratory:

The objective of exploratory research is the development of

hypotheses rather than their testing, whereas formalized research studies are those with
substantial structure and with specific hypotheses to be tested.

Historical research:

Is that which utilizes historical sources like documents, remains, etc. to study events or ideas of
the past, including the philosophy of persons and groups at any remote point of time.

Conclusion-oriented: .

While doing conclusion oriented research, a researcher is free to pick up a problem, redesign the
enquiry as he proceeds and is prepared to conceptualize as he wishes.
 CHAPTER-5

SIGNIFICANCE OF RESEARCH

Research inculcates scientific and inductive thinking and it promotes the development of
logical habits of thinking and organisation. The role of research in several fields of applied
economics, whether related to business or to the economy as a whole, has greatly increased in
modern times.

The increasingly complex nature of business and government has focused attention on the use of
research in solving operational problems. Research, as an aid to economic policy, has gained
added importance, both for government and business.

Research provides the basis for nearly all government policies in our economic
system.

For instance, government’s budgets rest in part on an analysis of the needs and desires of the
people and on the availability of revenues to meet these needs. The cost of needs has to be
equated to probable revenues and this is a field where research is most needed. Through research
we can devise alternative policies and can as well examine the consequences of each of these
alternatives.

Decision-oriented research:

Is always for the need of a decision maker and the researcher in this case is not free to embark
upon research according to his own inclination. Operations research is an example
of decision oriented research since it is a scientific method of providing executive departments
with a quantitative basis for decisions regarding operations under their control.

Research has its special significance in solving various operational and planning problems
of business and industry.

Operations research and market research, along with motivational research,

are considered crucial and their results assist, in more than one way, in taking business decisions.
Market research is the investigation of the structure and development of a market for the purpose
of formulating efficient policies for purchasing, production and sales. Operations research refers
to the application of mathematical, logical and analytical techniques to the solution of business
problems of cost minimisation or of profit maximisation or what can be termed as optimisation
problems.
Motivational research of determining why people behave as they do is mainly concerned with
market characteristics.

CRITERIA FOR A GOOD RESEARCH

Whatever may be the types of research works and studies, one thing that is important is that they
all meet on the common ground of scientific method employed by them. One expects scientific
research to satisfy the following criteria:

1. The purpose of the research should be clearly defined and common concepts be used.

2. The research procedure used should be described in sufficient detail to permit another
researcher to repeat the research for further advancement, keeping the continuity of what
has already been attained.

3. The procedural design of the research should be carefully planned to yield results that are
as objective as possible.

4. The researcher should report with complete frankness, flaws in procedural design and
estimate their effects upon the findings.

5. The analysis of data should be sufficiently adequate to reveal its significance and the
methods of analysis used should be appropriate. The validity and reliability of the data
should be checked carefully.

6. Conclusions should be confined to those justified by the data of the research and limited to
those for which the data provide an adequate basis.

7. Greater confidence in research is warranted if the researcher is experienced, has a good

reputation in research and is a person of integrity.

In other words, we can state the qualities of a good research as under:

1. Good research is systematic:

It means that research is structured with specified steps to

be taken in a specified sequence in accordance with the well defined set of rules. Systematic
characteristic of the research does not rule out creative thinking but it certainly does reject
the use of guessing and intuition in arriving at conclusions.

2. Good research is logical:

This implies that research is guided by the rules of logical

reasoning and the logical process of induction and deduction are of great value in carrying
out research. Induction is the process of reasoning from a part to the whole whereas
deduction is the process of reasoning from some premise to a conclusion which follows
from that very premise. In fact, logical reasoning makes research more meaningful in the
context of decision making.
 CHAPTER-6
MY INPUTS IN THE REPORT…

INTRODUCTION
This particular dissertation report carries the employee satisfaction survey for the individuals
working in a banking industry.

The report has been made using the steps as follows,

STEP 1:

DEFINING A RESEARCH
Usually for a research to start with, we are required to have a defined research base on which we
can lay our foundation & work on it,

Selecting the research topic should be done while keeping the following factors in mind,

Subject which is overdone should not be normally chosen, for it will be a difficult task to
throw any new light in such a case.

• Controversial subject should not become the choice of an average researcher.

• Too narrow or too vague problems should be avoided.

• The subject selected for research should be familiar and feasible so that the related
research material or sources of research are within one’s reach. Even then it is quite
difficult to supply definitive ideas concerning how a researcher should obtain ideas for
his research.

As in this case our basis for the research is Employee Satisfaction Survey in
Banking Industry.
ESSENTIALNESS OF DEFINING A RESEARCH
Quite often we all hear that a problem clearly stated is a problem half solved. This statement
signifies the need for defining a research problem. The problem to be investigated must be
defined unambiguously for that will help to discriminate relevant data from the irrelevant ones.
A proper definition of research problem will enable the researcher to be on the track whereas an
ill-defined problem may create hurdles.

TECHNIQUE INVOLVED IN DEFINING A PROBLEM

. The technique for the purpose involves the undertaking of the following steps generally one
after the other:

(i) Statement of the problem in a general way.

(ii) Understanding the nature of the problem.
(iii)Surveying the available literature.
(iv) Developing the ideas through discussions.
(v) Rephrasing the research problem into a working proposition.
STEP 2:

SAMPLING

It needs to be emphasised that when the universe is a small one, it is no use resorting
to a sample survey. When field studies are undertaken in practical life, considerations of time
and cost almost invariably lead to a selection of respondents i.e., selection of only a few items.
The respondents selected should be as representative of the total population as possible in order
to produce a miniature cross-section. The selected respondents constitute what is technically
called a ‘sample’ and the selection process is called ‘sampling technique.’ The survey so
conducted is known as ‘sample survey’..

IMPLICATIONS OF A SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure the researcher would adopt in selecting items for the sample. Sample design
may as well lay down the number of items to be included in the sample i.e., the size of the
sample. Sample design is determined before data are collected. There are many sample designs
from which a researcher can choose. Some designs are relatively more precise and easier to
apply than others. Researcher must select/prepare a sample design which should be reliable and
appropriate for his research study.

STEPS IN SAMPLE DESIGN

While developing a sampling design, the researcher must pay attention to the following points:

(i)Size of sample:

This refers to the number of items to be selected from the universe to

constitute a sample. This a major problem before a researcher. The size of sample should
neither be excessively large, nor too small. It should be optimum. An optimum sample is
one which fulfills the requirements of efficiency, representativeness, reliability and flexibility.
While deciding the size of sample, researcher must determine the desired precision as also
an acceptable confidence level for the estimate.

(ii) Parameters of interest:

In determining the sample design, one must consider the question

of the specific population parameters which are of interest. For instance, we may be
interested in estimating the proportion of persons with some characteristic in the population,
or we may be interested in knowing some average or the other measure concerning the
population. There may also be important sub-groups in the population about whom we would
like to make estimates. All this has a strong impact upon the sample design we
would accept.

(iii) Budgetary constraint:

Cost considerations, from practical point of view, have a major

impact upon decisions relating to not only the size of the sample but also to the type of
sample. This fact can even lead to the use of a non-probability sample.

(iv) Sampling procedure:

Finally, the researcher must decide the type of sample he will use
i.e., he must decide about the technique to be used in selecting the items for the sample. In
fact, this technique or procedure stands for the sample design itself. There are several
sample designs (explained in the pages that follow) out of which the researcher must
choose one for his study. Obviously, he must select that design which, for a given sample
size and for a given cost, has a smaller sampling error.

CHARACTERISTICS OF A GOOD SAMPLE DESIGN

From what has been stated above, we can list down the characteristics of a good sample design
as
under:

(a) Sample design must result in a truly representative sample.

(b) Sample design must be such which results in a small sampling error.

(c) Sample design must be viable in the context of funds available for the research study.

(d) Sample design must be such so that systematic bias can be controlled in a better way.

(e) Sample should be such that the results of the sample study can be applied, in general, for
the universe with a reasonable level of confidence.

DIFFERENT TYPES OF SAMPLE DESIGNS

On the representation basis, the sample may be probability sampling or it may be non-probability
sampling.
Probability sampling:
Is based on the concept of random selection, whereas non-probability sampling is ‘non-random’
sampling. On element selection basis, the sample may be either unrestricted or restricted. When
each sample element is drawn individually from the population at large, then the sample so
drawn is known as ‘unrestricted sample’, whereas all other forms of sampling are covered under
the term ‘restricted sampling’. The following chart exhibits the sample designs as explained
above. Thus, sample designs are basically of two types viz., non-probability sampling and
probability sampling. We take up these two designs separately.

Non-probability sampling:

Non-probability sampling is that sampling procedure which does

not afford any basis for estimating the probability that each item in the population has of being
included in the sample.

Quota sampling

Is also an example of non-probability sampling. Under quota sampling the interviewers are
simply given quotas to be filled from the different strata, with some restrictions on how they are
to be filled.
STEP 3
DATA COLLECTION

The task of data collection begins after a research problem has been defined and research design/
plan chalked out. While deciding about the method of data collection to be used for the study, the
researcher should keep in mind two types of data viz., primary and secondary. The primary data
are those which are collected afresh and for the first time, and thus happen to be original in
character.
The secondary data, on the other hand, are those which have already been collected by someone
else and which have already been passed through the statistical process. The researcher would
have to decide which sort of data he would be using (thus collecting) for his study and
accordingly he will have to select one or the other method of data collection. The methods of
collecting primary and secondary data differ since primary data are to be originally collected,
while in case of secondary data the nature of data collection work is merely that of compilation.
We describe the different methods of data collection, with the pros and cons of each method.

COLLECTION OF PRIMARY DATA

We collect primary data during the course of doing experiments in an experimental research but
in case we do research of the descriptive type and perform surveys, whether sample surveys or
census surveys, then we can obtain primary data either through observation or through direct
communication with respondents in one form or another or through personal interviews.* This,
in other words, means that there are several methods of collecting primary data, particularly in
surveys and descriptive researches. Important ones are:

(i) Observation method

(ii) Interview method
(iii)Through questionnaires,
(iv)Through schedules

Other methods which include

(a) warranty cards

(b) distributoraudits
(c) pantry audits
(d) consumer panels
(e) using mechanical devices
(f) through projective techniques
(g) depth interviews
(h) content analysis.
COLLECTION OF DATA THROUGH QUESTIONNAIRES

This method of data collection is quite popular, particularly in case of big enquiries. It is being
adopted by private individuals, research workers, private and public organisations and even by
governments.
In this method a questionnaire is sent (usually by post) to the persons concerned with a request to
answer the questions and return the questionnaire. A questionnaire consists of a number of
questions printed or typed in a definite order on a form or set of forms. The questionnaire is
mailed to respondents who are expected to read and understand the questions and write down the
reply in the space meant for the purpose in the questionnaire itself. The respondents have to
answer the questions on their own.
The method of collecting data by mailing the questionnaires to respondents is most extensively
employed in various economic and business surveys. The merits claimed on behalf of this
method are
as follows:

1.There is low cost even when the universe is large and is widely spread geographically.

2. It is free from the bias of the interviewer; answers are in respondents’ own words.

3. Respondents have adequate time to give well thought out answers.

4. Respondents, who are not easily approachable, can also be reached conveniently.

5 Large samples can be made use of and thus the results can be made more dependable and
reliable.

The main demerits of this system can also be listed here:

1. Low rate of return of the duly filled in questionnaires; bias due to no-response is often
indeterminate.

2. It can be used only when respondents are educated and cooperating.

3. The control over questionnaire may be lost once it is sent.

4. There is inbuilt inflexibility because of the difficulty of amending the approach once
questionnaires have been despatched.

5. There is also the possibility of ambiguous replies or omission of replies altogether to certain
questions; interpretation of omissions is difficult.

6. It is difficult to know whether willing respondents are truly representative.

7. This method is likely to be the slowest of all.

Before using this method, it is always advisable to conduct ‘pilot study’ (Pilot Survey) for testing
the questionnaires. In a big enquiry the significance of pilot survey is felt very much. Pilot
survey is infact the replica and rehearsal of the main survey. Such a survey, being conducted by
experts, brings to the light the weaknesses (if any) of the questionnaires and also of the survey
techniques. From the experience gained in this way, improvement can be effected.

Main aspects of a questionnaire:

Quite often questionnaire is considered as the heart of a survey operation. Hence it should be
very carefully constructed. If it is not properly set up, then the survey is bound to fail. This fact
requires us to study the main aspects of a questionnaire viz., the general form, question sequence
and question formulation and wording. Researcher should note the following with regard to these
three main aspects of a questionnaire:

1. General form:

So far as the general form of a questionnaire is concerned, it can either be structured or

unstructured questionnaire. Structured questionnaires are those questionnaires in which there are
definite, concrete and pre-determined questions.

Structured questionnaires

These are simple to administer and relatively inexpensive to analyse. The provision of alternative
replies, at times, helps to understand the meaning of the question clearly.

2. Question sequence:

In order to make the questionnaire effective and to ensure quality to the

replies received, a researcher should pay attention to the question-sequence in preparing the
questionnaire.

3. Question formulation and wording:

With regard to this aspect of questionnaire, the researcher should note that each question
must be very clear for any sort of misunderstanding can do irreparable harm to a survey.
Question should also be impartial in order not to give a biased picture of the true state of
affairs. Questions should be constructed with a view to their forming a logical part of a
well thought out tabulation plan. In general, all questions should meet the following
standards—

(a) should be easily understood

(b) should be simple i.e., should convey only one thought at a time
(c) should be concrete and should conform as much as possible to the respondent’s way of
thinking.

ESSENTIALS OF A GOOD QUESTIONNAIRE

To be successful, questionnaire should be comparatively short and simple i.e., the size of the
questionnaire should be kept to the minimum.

Questions should proceed in logical sequence moving from easy to more difficult questions.
Personal and intimate questions should be left to the end.

Technical terms and vague expressions capable of different interpretations should be avoided in
a questionnaire.

Questions may be dichotomous (yes or no answers), multiple choice (alternative answers listed)
or open-ended. The latter type of questions are often difficult to analyse and hence should be
avoided in a questionnaire to the extent possible.

There should be some control questions in the questionnaire which indicate the reliability of the
respondent.

Questions affecting the sentiments of respondents should be avoided. Adequate space for
answers should be provided in the questionnaire to help editing and tabulation

Finally, the physical appearance of the questionnaire affects the cooperation the researcher
receives from the recipients and as such an attractive looking questionnaire, particularly in mail
surveys, is a plus point for enlisting cooperation.
STEP 4

PROCESSING OF THE DATA

1. Editing:

Editing of data is a process of examining the collected raw data (specially in surveys) to
detect errors and omissions and to correct these when possible. As a matter of fact,
editing involves a careful scrutiny of the completed questionnaires and/or schedules.
Editing is done to assure that the data are accurate, consistent with other facts gathered,
uniformly entered, as completed as possible and have been well arranged to facilitate
coding and tabulation.
With regard to points or stages at which editing should be done, one can talk of field editing and
central editing.

2. Coding:

Coding refers to the process of assigning numerals or other symbols to answers so that
responses can be put into a limited number of categories or classes. Such classes should
be appropriate to the research problem under consideration. They must also possess the
characteristic of exhaustiveness (i.e., there must be a class for every data item) and also
that of mutual exclusively which means that a specific answer can be placed in one and
only one cell in a given category set. Another rule to be observed is that of
unidimensionality by which is meant that every class is defined in terms of only one
concept.

3. Classification:

Most research studies result in a large volume of raw data which must be reduced into
homogeneous groups if we are to get meaningful relationships. This fact necessitates
classification of data which happens to be the process of arranging data in groups or
classes on the basis of common characteristics. Data having a common characteristic are
placed in one class and in this way the entire data get divided into a number of groups or
classes.
STATISTICAL TOOLS USED IN DATA ANALYSIS

The data, after collection, has to be processed and analysed in accordance with the outline laid
down for the purpose at the time of developing the research plan. This is essential for a scientific
study and for ensuring that we have all relevant data for making contemplated comparisons and
analysis. Technically speaking, processing implies editing, coding, classification and tabulation
of collected data so that they are amenable to analysis.

MEASURES OF CENTRAL TENDENCY

Measures of central tendency (or statistical averages) tell us the point about which items have a
tendency to cluster. Such a measure is considered as the most representative figure for the entire
mass of data. Measure of central tendency is also known as statistical average. Mean, median and
mode are the most popular averages. Mean, also known as arithmetic average, is the most
common measure of central tendency and may be defined as the value which we get by dividing
the total of the values of various given items in a series by the total number of items. we can
work it out as under:

SUM OF ALL OBSERVATION

NO. OF OBSERVATION

X1+X2+X3+X4+X5
5
Mean is the simplest measurement of central tendency and is a widely used measure. Its chief
use consists in summarising the essential features of a series and in enabling data to be
compared. It is amenable to algebraic treatment and is used in further statistical calculations. It is
a relatively stable measure of central tendency. But it suffers from some limitations viz., it is
unduly affected by extreme items; it may not coincide with the actual value of an item in a series,
and it may lead to wrong impressions, particularly when the item values are not given with the
average. However, mean is better than other averages, specially in economic and social studies
where direct quantitative measurements are possible.
 CHAPTER-7

INPUTS FOR THE RESEARCH

1. Our sample size was Fifty employees per organization i. e from The Royal Bank of
Scotland & from The Andhra Bank.

2. These employees were carefully selected with a suitable mixture of all grades & the
results were compared accordingly.

3. The pre-set questionnaires were distributed among all the employees/ sample.

4. The information obtained was then converted into statistical form for further calculations.

5. The data was then arranged & the level of employee satisfaction was analysed as per the
result of the survey obtained.

6. The employees were selected from all the bands that come under the officer grade in both
the organizations.

7. For Royal Bank of Scotland:

The officer band starts from grade H followed by I, J , K ,L hence it was made sure that the
sample size comprises of individuals from all brackets.

8. Similarly for Andhra Bank:

The sample comprised of individuals from grade 2 officer, Grade 1 & finally the managerial
level.

9. The data from both the organizations was thus converted in tabular form & pie- chart.

10. The results were compiled as well as compared so as to have a comparative analysis of
how the employee satisfaction differs of a Private Bank differs from a Public Sector
Bank.

11. An average was taken, so as to calculate the affirmation of the employees to the questios
put to them & accordingly the results were calculated.

I have mixed emotions about confidential or secret surveys. On the one hand, I want the
employees comfortable responding in a truthful manner. On the other, the reason employers do
employee satisfaction or customer satisfaction surveys is to telegraph their openness to employee
input. The second is to genuinely understand what is on their employees’ minds.
While I recognize that some employers have differing motivations, companies that are
employee-oriented, are unlikely to use the information gathered negatively. If you start with an
open process, employees will learn that their employer can be trusted to use the information in
their best interests.

I always explain to employees that my purpose in talking with them is to share information for
the common good. Consequently, my promise about confidentiality is that I will use the
information to assist the company to make positive progress.
You can use a simple paper and pencil instrument, an online survey, or a much more
sophisticated process to assess your employees' satisfaction.

Some fundamentals for successful, trustworthy employee satisfaction surveys and focus groups
exist in each instance. I have reviewed few important factors here.
 CHAPTER-8
RESULT
The results for the survey are expressed below,

The below table shows the employees in both the banks in various departments which were
roped in for the survey for the Royal Bank of Scotland.

ROYAL BANK OF SCOTLAND

GRADE EMPLOYEE TOTA
S S CATEGORY L
H 20 NEW JOINEES/ FRESHERS
I 10 Sr. EMPLOYEES
J 8 SUPERVISORS
K 8 TEAM LEADERS
L 4 DEPT. HEADS 50

Employees roped in from Andhra Bank for the survey

TOTA
ANDHRA BANK DISPERSION L
CUSROMER
2 30 SERVICE
1 16 Sr. EMPLOYEES
MANAGERIAL 4 DEPT. HEADS 50

The employees were also counted on the duration for which they had worked in the
organization so as to understand their understanding of the organization.

The results of which are as follows:

DURATION RBS AB
> 3 MONTHS 4 0
3 MONTHS- 1Yr 7 1
1-3 Yrs 6 6
4-6 Yrs 3 4
7-10 Yrs 12 15
< 10 Yrs 8 24
The results for the survey are given as follows:

1. FOR THE ROYAL BANK OF SCOTLAND

THE ROYAL BANK OF SCOTLAND

S. VERY VERY
N SATISF SATISF NEUTR DISSATIS DISSATIS TOT
o QUESTIONS IED IED AL FIED FIED AL
1 Salary 32 8 0 0 0 50
2 Benefits 45 3 2 0 0 50
Connection between pay
3 and performance 42 5 3 0 0 50
Security and
4 administration 15 20 12 5 3 50
5 options/pension plans 28 12 4 5 5 50
6 Workload 39 7 4 0 0 50
7 Flexibility of work hours 40 4 2 4 0 50
Physical working
8 environment 42 7 1 0 0 50
Opportunity for
9 advancement 47 3 0 0 0 50
10 Job security 27 10 6 7 0 50
Ability to influence
11 decisions that affect you 10 2 33 5 0 50
Ability to influence day-
12 to-day company success 8 2 4 14 22 50
Opportunity to use new
13 technologies 18 3 0 2 28 50
Opportunity to work on
14 interesting projects 22 4 8 2 4 50
Access to company-
sponsored training and
15 seminars 34 6 0 10 0 50
Communication with
16 your supervisor 47 3 0 0 0 50
Recognition received
17 from your supervisor 46 4 0 0 0 50
Your supervisor's
18 management capabilities 35 8 7 0 0 50
 2. FOR ANDHRA BANK
THE ANDHRA BANK
S. VERY VERY
N SATISF SATISF NEUTR DISSATIS DISSATIS TOT
o QUESTIONS IED IED AL FIED FIED AL
1 Salary 13 26 6 2 1 50
2 Benefits 34 12 4 0 0 50
Connection between pay
3 and performance 23 22 0 5 0 50
Security and
4 administration 32 4 4 5 5 50
5 options/pension plans 44 6 0 0 0 50
6 Workload 38 6 4 2 0 50
7 Flexibility of work hours 42 5 3 0 0 50
Physical working
8 environment 30 8 7 5 0 50
Opportunity for
9 advancement 25 3 8 2 12 50
10 Job security 42 5 0 3 0 50
Ability to influence
11 decisions that affect you 19 4 0 5 22 50
Ability to influence day-
12 to-day company success 17 2 1 11 19 50
Opportunity to use new
13 technologies 15 0 0 2 33 50
Opportunity to work on
14 interesting projects 22 1 2 0 25 50
Access to company-
sponsored training and
15 seminars 19 7 5 3 16 50
Communication with
16 your supervisor 27 13 6 3 1 50
Recognition received
17 from your supervisor 22 15 2 5 6 50
Your supervisor's
18 management capabilities 29 11 5 0 4 50
 IN ROYAL BANK OF SCOTLAND:
ROYAL BANK OF SCOTLAND
VERY
VERY SATISF NEUTR DISSATIS DISSATIS TOTA
SATISFIED IED AL FIED FIED L
AVERA
GE 32.05 6.74 4.77 3 3.44 50
PERCE
NT 65.1 12.48 9.54 6 6.88 100

In the Royal Bank of Scotland, the results were quite positive & denoted that the
employees were really happy working in the organization.

Majority of the employees were highly satisfied with their jobs & had little complaints
whereas few of them were rated as satisfied.

Satisfaction was fairly in the departments which offered higher pay & incentives.

Moreover, the employees who were highly dissatisfied were on the context of security,
pension & use of new technologies.

The graph below denoted the data in statistical form which can make the results more
clear, precise & understandable.

The above graph shows the average no. of employees who

responded to various clauses of the question.
The above chart shows the percentage of
employees and their response during the
survey.
THE ANDHRA BANK
ANDHRA BANK
VERY VERY
SATISFI SATISF NEUTR DISSATIS DISSATIS TOT
ED IED AL FIED FIED AL
AVERA
GE 27.3 8.33 3.45 2.94 8 50
PERCE
NT 55.1 16.6 6.38 5.88 16 100

In the Andhra Bank, the results were less positive & denoted that the employees were
quite happy working in the organization.

Majority of the employees were satisfied with their jobs & had much complaints whereas
few of them were rated as satisfied & neutral.

Satisfaction was fairly in the departments which offered higher pay & incentives.

Moreover, the employees who were highly dissatisfied were on the context of s
Opportunity for advancement, ability to influence decisions that affect you, Ability to
influence day-to-day company success.

The graph below denoted the data in statistical form which can make the results more clear,
precise & understandable.
 The above graph shows the average no. of employees who
responded to various clauses of the question.

The above chart shows the percentage of employees and their

response during the survey.
 CHAPTER-9
CALCULATIONS
For employee satistaction, average of all categories was taken.

e.g

employees who are very satisfied = sum of all employee responses

no. of questions(18)

employees who are satisfied = sum of all employee responses

no. of questions(18)

Percentage was calculated by the following formula

% age= average of employee response* 100

Total sample size(50)

EXAMPLE:

In terms of employees who are very satisfied in RBS=

Sum of all employee response in satisfied category = 577

18 18

= 32.05

%age = 32.05*100
50

= 65.1%
 CHAPTER-10

FINDINGS & ANALYSIS

Through this survey I found that

1. Employees in private organizations are more happy & satisfied than the employees in a
government organization.

2. Hence still there is a craze for government jobs in today’s youth.

3. People who tend to give more importance to money tend to be inclined towards private
organizations.

4. Inspite of variour retirement plans in the market, still people are inclined towards pension
& miss this void in private organizations
 CHAPTER-11

APPENDIX
QUESTIONAIRE
PERSONAL DATA:

Name:

Age:

Please select your department:

Sales
System Engineers Sales
Professional Services
Marketing
Customer Service
General Administration
Other

What is your gender?

Male
Female

How long have you worked for (Company)?

Less than 3 months

3 months - 1 year
1 - 3+ years
 4 - 6+ years
7 - 10+ years
10+ years

LEVEL OF AGREEMENT:

Please indicate your level of agreement with each of the following statements

Very Somewh Neut Somewh Very N/A

at ral at dissatis
satisfi satisfied dissatisfi fied
ed ed
Salary

Benefits

Frequency and
amount of bonuses

Connection
between pay and
performance

Security and
administration
options/pension
plans

Workload

Flexibility of work
hours

Physical working
environment

Opportunity for
advancement

Job security

Ability to influence
decisions that
affect you

Ability to influence
day-to-day
company success

Opportunity to use
new technologies

Opportunity to
work on interesting
projects
Access to company-
sponsored training
and seminars

Communication
with your
supervisor

Recognition
received from your
supervisor

Your supervisor's
management
capabilities

Your supervisor's
active involvement
in your career
development

Your overall
relationship with
your supervisor

Your relationship
with your peers

Your relationship
with
customers/clients/e
nd users

Your understanding
of the business
mission

Your overall
satisfaction with
your company

Overall satisfaction
with your job
 CHAPTER-12

RECOMENDATIONS

Employee satisfaction surveys and facilitated focus groups help the employer identify areas of
employee satisfaction and dissatisfaction. For accurate, reliable results, employee satisfaction
surveys or focus group questions need to be:

Developed by professionals who understand how to put questions together that obtain unbiased
information.

Administered appropriately with care and consideration for the organization's culture and
communication.

Analyzed by people who understand survey research and can provide effective analysis.

Further, in the interest of building a relationship of honesty, integrity, and trust, among
organization employees, the results should be communicated effectively and acted upon by the
organization.

Finally, the organization's managers need to track progress and communicate implementation
successes and failures.

Communicate the Fact That While Employee Responses Are Confidential, the Data Gathered
Will be Used to Improve the Workplace.

The Questions Asked Really Do Matter

No one is as familiar with your company culture as the people who work in the company every
day. A small group of employees should determine the topics of the questions to ask. These
questions will relate to the perceived likes, dislikes, and challenges your employees might
experience in your organization.

Once you’ve determined the topics of the questions to ask, develop questions. Your questions
should be evaluated to make sure they are not leading to a desired response, vague, or open to
interpretation, depending on the employee reading the question.

Leading questions or statements are a problem when unqualified individuals develop the survey
questions. An example of a leading statement that will also receive a biased answer is: My
manager’s door is always open to me. An example of an unclear statement is: My career
development and job satisfaction are improved by the performance development planning (PDP)
process.
Some professional survey firms have developed databases of questions that have been
determined to be effective through years of employee or customer satisfaction surveys in
different organizations. You might tap into this service even if you don’t want to employ an
external company to administer your survey or lead your focus groups.

Hold Employee Focus Groups or Survey Processes at Your Work Site

If you take employee groups offsite to participate in surveys and focus groups, you are sending a
clear message that it is not “safe” to talk about employee satisfaction in the company. This is
exactly the opposite of the message that you really want to send. Your message? It is safe to
share what you think. The company cares about what you think and the employer is providing
the space and privacy necessary for your participation.

Never Lose Control of Your Data

While you don't want to know that Mary made that observation, you do want to know that three
versus thirty employees made the observation. If you work with a consultant to administer an
employee satisfaction survey or run employee focus groups, make sure you will have access to
the data.

This access to the data and analysis will allow you to assess the degree to which various opinions
permeate your workforce. The data will allow you to make your own assessment of employee
satisfaction. Particularly correlation analysis and other data charts and graphs are important for
you to access.

Maintain access to the data and the analysis.

Never Allow Employees to Self-select for Participation in Surveys and Focus Groups
Employees should never self-select to participate in an employee focus group or survey. When
you allow self-selection, you’ll generally find that less satisfied or very satisfied employees sign
up for the group.

Or, your more communicative employees are more comfortable expressing their opinions in a
group. Your less communicative staff is guaranteed to be unrepresented.
 CHAPTER-13
REFERENCES
http://www.dqsindia.com

http://archaeology.about.com

http://business.mapsofindia.com

http://www.mckinsey.com