Professional Documents
Culture Documents
Final Draft-1
Final Draft-1
Banks
A project submitted to University of Mumbai for partial fulfillment of the degree Bachelor
of Management Studies under the faculty of Commerce
Submitted by
Vineet Murli
Specialization
RASAYANI
This is to certify that Ms/Mr. Tanish Anil Gadkar has worked and duly completed his
Project Work for the degree of Bachelor of Management Studies under the Faculty of
Commerce in the subject of Human Resources and his project is entitled,
under my supervision.
I further certify that the entire work has been done by the learner under my guidance
and that no part of it has been submitted previously for any Degree or Diploma of any
University.
It is his own work and facts reported by her/his personal findings and
investigations.
Date of submission:
I the undersigned Mr. Tanish Anil Gadkar here by, declare that the work
embodied in this project work titled,
“Career Planning and Development of Employees in Banks”
are from my own contribution to the research work carried out under the guidance of
Mr. Vineet Murli Sir and is a result of my own work and has not been previously
submitted to any other University for any other Degree/Diploma to this or any other
University.
Wherever reference has been made to previous works of others, it has been
clearly indicated as such and included in the bibliography.
I, here by further declare that all information of this document has been
obtained and presented in accordance with academic rules and ethical conduct.
Certified by
Name and signature of the guiding teacher
To list who all have helped me is difficult because they are so numerous
and the depth is so enormous.
I would like to thank my Principal, Dr. Lata Kasturi Menon mam, for
providing the necessary facilities required for completion of this project.
Lastly, I would like to thank each and every person who directly or
indirectly helped me in the completion of the project especially Amrish, Ankit,
Bharat, My Parents and Peers who supported me throughout my project.
Chapter -5 FINDINGS
SUGGESTIONS 45
CONCLUSION
Chapter -6 QUESTIONNAIRE 46
Bibliography
4.2.22 Objectives 38
4.2.22 Objectives 38
MEANING OF CAREER:
A Career has been defined as the sequence of a person's experiences on different jobs over
the period of time. It is viewed as fundamentally a relationship between one or more
organizations and the individual. To some a career is a carefully worked out plans for self
advancement to others it is a calling-life role to others it is a voyage to self discovery and to
still others it is life itself.
A career is a sequence of positions/jobs held by a person during the course of his working
life.
According to Garry Dessler, “The occupational positions a person has had over many
years”.
Many of today's employees have high expectations about their jobs. There has been a general
increase in the concern of the quality of life. Workers expect more from their jobs than just
income. A further impetus to career planning is the need for organizations to make the best
possible use of their most valuable resources the people in a time of rapid technological
growth and change.
CAREER DEVELOPMENT
Career development, both as a concept and a concern is of recent origin. The reason for this
lack of concern regarding career development for a long time, has been the careless,
unrealistic assumption about employees functioning smoothly along the right lines, and the
belief that the employees guide themselves in their careers. Since the employees are
educated, trained for the job, and appraised, it is felt that the development fund on is over.
Modern personnel administration has to be futuristic, it has to look beyond the present tasks,
since neither the requirements of the organisation nor the attitudes and abilities of employees
are constant. It is too costly to leave 'career' to the tyranny of time and casualty of
circumstances, for it is something which requires to be handled carefully through
systematisation and professional promoting. Fortunately, there has lately been some
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appreciation of the value of career planning and acceptance of validity of career development
as a major input in organisational development.
CAREER PLANNING
Career Planning aims at identifying personal skills, interest, knowledge and other features;
and establishes specific plans to attain specific goals.
Career Planning aims at matching individual potential for promotion and individual
aspirations with organizational needs and oppurtunities. Career Planning is making sure that
the organization has the right people with the right skills at the right time. In particular it
indicates what training and development would be necessary for advancing in the career
altering the career path or staying in the current position. Its focus is on future needs and
oppurtunities and removal of stagnation, obsolescence, dissatisfaction of the employee.
In fact both individuals and the organization are going to benefit from career planning and
development. So the advantages are described below:
For Individuals
1. The process of career planning helps the individual to have the knowledge of various
career opportunities, his priorities etc.
2. This knowledge helps him select the career that is suitable to his life styles, preferences,
family environment, scope for self-development etc.
3. It helps the organization identify internal employees who can be promoted.
4. Internal promotions, up gradation and transfers motivate the employees, boost up
their morale and also result in increased job satisfaction.
5. Increased job satisfaction enhances employee commitment and creates a sense
of belongingness and loyalty to the organization.
6. Employee will await his turn of promotion rather than changing to another organization.
This will lower employee turnover.
7. It improves employee’s performance on the job by taping their potential abilities and
further employee turnover.
8. It satisfies employee esteem needs.
For Organizations
A long-term focus of career planning and development will increase the effectiveness of
human resource management. More specifically, the advantages of career planning and
development for an organization include:
1. Efficient career planning and development ensures the availability of human resources
with required skill, knowledge and talent.
2. The efficient policies and practices improve the organization’s ability to attract and retain
highly skilled and talent employees.
3. The proper career planning ensures that the women and people belong to backward
communities get opportunities for growth and development.
4. The career plan continuously tries to satisfy the employee expectations and as such
minimizes employee frustration.
5. By attracting and retaining the people from different cultures, enhances cultural diversity.
6. Protecting employees’ interest results in promoting organizational goodwill.
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CAREER PLANNING AND DEVELOPMENT PROCESS
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changes are likely to take place and what skills are needed to adapt to the changing needs of
the organization
1.Exploration
Almost all candidates who start working after college education start around mid-twenties.
Many a time they are not sure about future prospects but take up a job in anticipation of rising
higher up in the career graph later. From the point of view of organization, this stage is of no
relevance because it happens prior to the employment. Some candidates who come from
better economic background can wait and select a career of their choice under expert.
3.Mid-Career stage
This career stage represents fastest and gainful leap for competent employees who are
commonly called “climbers”. There is continuous improvement in performance. On the other
hand, employees who are unhappy and frustrated with the job, there is marked deterioration
in their performance. In other to show their utility to the organization, employees must
remain productive at this stage. “climbers” must go on improving their own performance.
Authority, responsibility, rewards and incentives are highest at this stage. Employees tend to
settle down in their jobs and “job hopping” is not common.
4.Late-Career stage
This career stage is pleasant for the senior employees who like to survive on the past glory.
There is no desire to improve performance and improve past records. Such employees enjoy
playing the role of elder statesperson. They are expected to train younger employees and earn
respect from them.
5.Decline stage
This career stage represents the completion of one’s career usually culminating into
retirement. After decades of hard work, such employees have to retire. Employees who were
climbers and achievers will find it hard to compromise with the reality. Others may think of
“life after retirement”
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those family members might face the problem of transfer. This has become a complicated
problem to organizations. Consequently other employees may be at disadvantage.
5.Others:-
Several other problems hamper career planning. These include lack of an integrated human
resources policy, lack of a rational wage structure, absence of adequate opposition of trade
unions, lack of a good performance reporting system, ineffective attitudinal surveys, etc.
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Chapter – 2
REVIEW OF LITERATURE
•Anticipating change
➢Managing demographics
➢Managing change in cultural transformation
Case study
Authors: Krysia Wrobel, Emory University; Patricia Raskin, Ph.D., Columbia
TeachersCollege; Vivian Maranzano, Columbia Teachers College; Judith Leibholz
Frankel,Executive Recruiter; Amy Beacom, Columbia Teachers College. Date: 09/08/03
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Career stages are typically defined as evolutionary phases of working life. The concept of
career stage evolved as psychoanalysts (Erikson), developmental psychologists (Buehler,
Levinson, Piaget), and sociologists (Form, Miller) independently studied stages of life and
work (Super,1957). Develop mentalists concentrated on stages of psychological development
while sociologists identified periods of individuals' working lives, and by combining these
two foci career stages first emerge in the literature. For example, the Exploratory Stage
defined by Buehler (1933), a German develop mentalist, and the Initial Work Period
classified by sociologists Form and Miller (1949) both describe the experience of adolescents'
exploration of work. As a developmental stage, the Exploratory Stage represents the time
period in which had adolescents define their adult identities through spousal, social, and
career choices, while the Initial Work Period describes the first jobs adolescents take to
explore the world of work. In this way, the contributions of both psychologists and
sociologists created a framework for understanding careers using the concept of career stage.
However, while these early models of career stage provide a useful structure to conceptualize
career development, many of the early theorists assumed career stages to be linear and stable.
Current researchers (e.g., Hall and Schein) have updated the concept of career stage to
encompass modern, varied patterns of career development. These patterns tend to be more
fluid and dynamic.
Christine. A. Nwuche1
Hart .O. Awa2
Abstract: Employees are veritable sources of competitive advantage and planning and
developing their careers is beneficial to both the organization and the employees. This study
focuses on whether organizations in Nigeria give premium to career planning and
development activities; the programmes engaged in and the perceived effectiveness of
programmes generally. The investigation, which adopted a cross sectional survey and utilized
structured questionnaire and interviews, centred on 10 firms in Rivers State,
Nigeria. Data generated were analysed using descriptive statistics, specifically percentages
and means, and simple regression. The results indicate that organizations recognize the need
to invest in people and do embark on career planning and development programmes but
employees do not perceive programmes as overly effective. Also, although firms recognize
employees as important assets for organization success, they do not give as much attention to
personal needs of employees as they do corporate needs. This is potentially
counterproductive. Thus, we recommend the full incorporation of employees needs in career
development activities so as to address the issues of employability of employees and long
term competitiveness of organizations.
Career development
Personal career management and planning
By: Robert H. Rouda & Mitchell E. Kusy
This is the fourth in a series of articles which originally appeared in Tappi Journal in 1995-
96, to introduce methods addressing the development of individuals and organizations
through the field of Human Resource Development. (The article has been updated, and is
reproduced with permission of the copyright owner.) There is an increasing need for
individuals to take charge of the development of their own learning and careers for a variety
of reasons: There is increasing rate of change of our organizations and in the knowledge and
skills we need to perform our jobs. Career ladders are rapidly shrinking or disappearing as
reorganizations lead to flatter structures. There is an ever-increasing need for us to keep
learning to keep up with the rapid growth in knowledge and the rate of change of our
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workplace environments. And, involvement in one's own development fosters greater
commitment to the process than other-directed activities.
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Chapter – 3
RESEARCH METHODOLOGY
Research comprises defining and redefining problems, formulating, hypothesis or suggested
solutions; collecting, organizing and evaluating data, making deductions and at last carefully
testing the conclusions to determine whether they fit the formulating hypothesis or not.
Research is an important pre-requisite for a dynamic organization. The research methodology
is a written game plan for conducting research. It may be understood as science of studying.
In it the various steps are described that are adopted by a researcher in studying his research
problems.
Research design:
A research design is purely and simply the frame work of plan for a study that guides
the collection and analysis of data. It is a blue print for a complete study. It resembles the
architects blue print map for constructing a house. There are three types of research design
namely.
Exploratory
Descriptive
Causative
The type of research carried out for this project is Descriptive in nature.
The main characteristic of this method is that the researcher has no control over the
variables; he can only report what has happened or what is happening. The methods of
research utilized in descriptive research are survey methods of all kinds, including
comparative and co relational methods.
AREA OF STUDY
The units selected for the purpose of study are hundred employees
from different banks
SAMPLING DESIGN
I.A sample design is a definite plan for obtaining a sample from a given population.
The sample of 100 employees is taken.
The population: - the employees were categorized as middle level and low level employees
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II. Sampling Unit
Individual employees from different banks
DATA COLLECTION
The task of data collection begins after a research problem is being defined and research
design chalked out.
Data types:
a) Primary Sources
The primary data are those which are collects fresh and for the first time, and thus happen to
be original in character.
The primary source of collecting the data was through
interview method in which the researcher personally interviewed the respondents.
Direct observation was made to understand the commitment among employees.
Each respondent was asked to fill a questionnaire covering the personal data of the
respondents such as age, year of experience, income. The questionnaire also included
dimensions relating to organizational commitment among employees. The time duration to
fill the questionnaire was 15-20 minutes.
b) Secondary Sources
The secondary data are those which have already been collected by someone and which have
already been passed through the statistical process.
Data is also collected from:-
i. HR Manual.
ii. Various Books, Magazines.
iii. Internet.
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TOOLS AND ANALYSIS
Statistical Tools
Following are the statistical tools involved in the research project.
Weighted AVERAGE method is used to sum up the views of the various respondents to
obtain mean score for the particular statement. This gives a picture of respondent’s
expression on particular point.
Chi – square test is used to substantiate the results arrived using earlier methods. The
formula for chi – square analysis.
(O-E) 2
X2 = ---------
E
This study is made to know the Career Planning & Development Programs
in banking industry, that may have planned and implemented for the betterment of
employees. It also attempts to analyze the views and attitudes of Executives on such
programs.
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1. To study the impact of organizational support on career planning and development of
employees.
2. To study the career planning of employees in banking industry.
3. To analyze the awareness of the employees about their career and its development.
4. To suggest appropriate measures to improve the efficiency of employees.
INDUSTRY PROFILE
Banking industry:
India has a strong and vibrant banking sector comprising state-owned banks, private sector
banks, foreign banks, financial institutions and regional banks including cooperative banks,
rural banks and local area banks. In addition there are non-banking financial companies
(NBFCs), housing finance companies, Nidhi companies and chit fund companies which play
the role of financial intermediaries.
Since the launch of the economic liberalisation and global programme in 1991, India has
considerably relaxed banking regulations and opened the financial sector for foreign
investment. India is also committed to further open the banking sector for foreign investment
in pursuance to its commitment to the World Trade Organisation (WTO).
As monetary authority of the country, the Reserve Bank of India (RBI) regulates the banking
industry and lays down guidelines for day-to-day functioning of banks within the overall
framework of the Banking Regulation Act, 1949, Foreign Exchange Management Act, 1999
and Foreign Direct Investment (FDI) policy of the government..
State-owned banks
The Indian banking sector is dominated by 28 state-owned banks which operate through a
network of about 50,000 branches and 13,000 ATMs. The State Bank of India (SBI) in the
largest bank in the country and along with its seven associate banks has an asset base of about
Rs. 7,000 billion (approximately US$150 billion). The other large public sector banks are
Punjab National Bank, Canara Bank, Bank of Baroda, Bank of India and IDBI Bank.
The public sector banks have overseas operations with Bank of Baroda topping the list with
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51 branches, subsidiaries, joint ventures and representative offices outside India, followed by
SBI (45 overseas branches/offices) and Bank of India (26 overseas branches/offices). Indian
banks, including private sector banks, have 171 branches/offices abroad.
SBI is present in 29 countries followed by Bank of Barod (20 countries) and Bank of India
(14 countries).
Private sector banks India has 29 private sector banks including nine new banks which were
granted licences after the government liberalised the banking sector. Some of the well known
private sector banks are ICICI Bank, HDFC Bank and IndusInd Bank. Yes Bank is the latest
entrant to the private sector banking industry.
In terms of reach the private sector banks with an asset of over Rs 5,700 billion (about
US$124 billion) operate through a network of 6,500 branches and over 7,500 ATMs.
Foreign banks:
As many as 29 foreign banks originating from 19 countries are operating in India through a
network of 258 branches and about 900 ATMs. With total assets of more than Rs 2,000
billion ( about 44 billion US dollars) they are present in 40 centres across 19 Indian states and
Union Territories. Some of the leading international banks that are doing brisk business in
India include Standard Chartered Bank, HSBC Bank, Citibank N.A. and ABN-AMRO Bank.
In addition, 31 foreign banks (as on September 15, 2006) belonging to 14 countries were
operating in India through their representative offices.
Regional banks:
Rural areas in India are served through a network of Regional Rural Banks (RRBs), urban
cooperative banks, rural cooperative credit institutions and local area banks. Many of these
banks are not doing well financially and the government is currently engaged in restructuring
and consolidating them. Local area banks were of recent origin and as on March 31, 2006
four such banks were operating in the country.
Financial institutions India has seven major state-owned financial institutions which include
Industrial Development Bank of India (IDBI), Industrial and Financial Corporation of India
(IFCI), Tourism Finance Corporation of India (TFCI), Exim Bank, Small Industries
Development Bank of India (SIDBI), National Bank for Agriculture and Rural Development
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(NABARD) and National Housing Bank (NHB). These institutions provide term loans and
arrange refinance. There are also specialised institutions like the Power Finance Corporation
(PFC), Indian Railway Finance Corporation (IRFC), Infrastructure Development Finance
Company (IDFC) and state-level financial corporations. Non-banking financial companies
India also has a vibrant NBFC sector comprising 13,000 NBFCs that are registered with the
RBI and fund activities like equipment leasing, hire purchase etc. Out of the total about 450
NBFCs are allowed by the RBI to collect funds from the public. Large NBFCs have an asset
base of about Rs 3,000 billion (about 65 billion US dollars).
Recent developments:
State Bank of India has acquired 76 per cent stake in Giro Commercial Bank, a Kenyan bank
for US$7 million.
Bank of Baroda is planning to acquire a bank in Africa to consolidate its presence in the
continent.
Canara Bank is helping Chinese banks recover their huge non-performing assets (NPA).
ICICI bank is in the process of taking over Sangli Bank, a private sector bank based in
Maharashtra.
The RBI has recently allowed the Commonwealth Bank of Australia, Banche Popolari unite
S.c.r.l. (based in Italy), Vneshtorgbank (Russian trade bank), Promsvyazbank (Russian
commercial bank), Banca Popolare di Vicenza (Italian bank), Monte Dei Paschi Di Siena
(Italian bank) and Zurcher Kantonalbank (Swiss bank) to set up representative offices in
India.
GOVERNMENT REGULATIONS:
Although the banking companies are registered under the Companies Act, 1956 they are
regulated by the RBI which grants licence to companies for operating a bank, opening
branches and off site ATMs, fixes statutory liquidity ratio (SLR) and cash reserve ratio
(CRR), and lays down other conditions for day-to-day operations. The RBI permission is also
needed for board level appointments in banks.
With regard to interest rates, individual banks are free to fix rates with the exception of
savings bank rate which is decided by the RBI. The individual banks are free to fix lending
rates...
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Chapter - 4
COLLECTION AND ANALYSIS OF DATA
DATA CLASSIFICATION
Percentage analysis:
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Table 4.2.1 views of the respondents about attaining objectives
Chart 4.2.1
Attaining objectives
INTERPRETATION:
From the above chart it is found that most of the employees strongly agreed to their attaining
career objectives, whereas none was strongly disagreeing in doing so.Table :4.2.2 view of
respondents in doing the work even when they don’t like
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Chart 4.2.2
percentage
No of respondents
INTERPRETATION:
From the above table it is observed that 42% of the employees agreed to doing work even
when they dislike it while only 3% strongly disagreed with the statement.
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Table 4.2.3 view of respondents about giving their abilities to the organization
Chart 4.2.3
Percentage
No of respondents
INTERPRETATION:
From the above table it is found 60% of the respondents strongly agreed to using their
abilities for the organization.43% agreed whereas none of the respondent disagreed to the
statement.
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Table 4.2.4 view of respondents about completing their work on time
Chart 4.2.4
INTERPRETATION:
From the above table it is interpretated that 22% of the employees strongly agreed to
completing their job on time, 37% strongly agreed, 19% remained neutral, 18% and 4%
disagreed and strongly diaagreed respectively in conpleting their job on time.
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Table 4.2.5 view of respondents on usage of skills
Chart 4.2.5
Usage of skills
INTERPRETATION:
From the above table it is analysed that the respondents strongly agreeing to using their skills
are 27%, agreed 34%, 14% neither agreed nor disagreed.
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Table 4.2.6 view of respondents in involving in lot of activities as part of the job
Chart 4.2.6
Involving in lot of activities as part of the job
No of respondents
percentage
INTERPRETATION:
From the above chart it is found that 30% of the employees strongly agreed to involving
themselves in activities, whereas 7% was strongly disagreeing in doing so.
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Table 4.2.7 view of respondents on positions offering comfortable fit
Chart 4.2.7
INTERPRETATION:
From the above table it is interpretated that 15% of the employees strongly agreed on
positions offering comfortable fit, 27% strongly agreed, 7% remained neutral, 33% and 18%
disagreed and strongly disagreed respectively on positions offering comfortable fit.
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Table 4.2.8 view of respondents on awareness of career planning
Chart 4.2.8
INTERPRETATION:
From the above chart it is found that 12% of the employees strongly agreed to having
awareness of career planning activities, whereas 15% was strongly disagreeing in doing so.
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Table 4.2.9 view of respondents on their freedom in their job
Chart 4.2.9
INTERPRETATION:
From the above table it is analysed that the respondents strongly agreeing to having freedom
in doing their job are 18%, agreed 32%, 10% neither agreed nor disagreed, 27%disagreed
and 13% strongly disagreed .
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Table 4.2.10 view of respondents in taking risk in their job
Chart 4.2.10
INTERPRETATION:
From the above table it is interpretated that 27% of the employees strongly agreed totaking
risk in their job, 31% strongly agreed, 16% remained neutral, 20% and1 4% disagreed and
strongly disagreed respectively in taking risk.
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Table 4.2.11 view of respondent’s opportunities for advancement
Chart 4.2.11
INTERPRETATION:
From the above chart it is found that 21% of the employees strongly agreed to having
opportunities for advancement , whereas only 2% was strongly disagreeing to it.
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Table 4.2.12 view of respondents on reward and recognisation
Chart 4.2.12
INTERPRETATION:
From the above table it is analyzed that the respondents strongly agreeing to having reward
and recognisation are 35%, agreed 52%, 16% neither agreed nor disagreed, 3%disagreed
and 2% strongly disagreed.
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Table 4.2.13 view of respondents on encouragement for good performance
Chart 4.2.13
INTERPRETATION:
From the above table it is interpretated that 22% of the employees strongly agreed to
encouragement on good performance, 37% strongly agreed, 19% remained neutral, 18% and
4% disagreed and strongly diaagreed respectively in encouragement on good performance.
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Table 4.2.14 view of respondents on team spirit in organization
Chart 4.2.15
INTERPRETATION:
From the above table it is analysed that 33% respondents strongly agreeing to having team
spirit in the organization , agreed 42%, 11% neither agreed nor disagreed, 21%disagreed and
3% strongly disagreed .
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Table 4.2.15 view of respondents on level of satisfaction
Chart 4.2.15
Level of satisfaction
INTERPRETATION:
From the above chart it is found that 23% of the employees strongly agreed to level of
satisfaction, whereas only 1% was strongly disagreeing to it.
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Table 4.2.16 view of respondents on organization rules and regulation
Chart 4.2.16
INTERPRETATION:
From the above table it is analyzed that 25% respondents are strongly agreeing to following
rules and regulations, 54% agreed %, 8% neither agreed nor disagreed, 10%disagreed and
3% strongly disagreed
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Table 4.2.17 view of respondents on facilities provided
Chart 4.2.17
Facilities provided
INTERPRETATION:
From the above table it is interpretated that 28% of the employees strongly agreed to facilities
provided, 42% agreed, 8% remained neutral, 18% and 4% disagreed and strongly disagreed
respectively in facilities provided.
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Table 4.2.18 view of respondents on safe working environment
Chart 4.2.18
Percentage
No of respondents
INTERPRETATION:
From the above chart it is found that most of the employees strongly agreed to having safe
working environment, whereas only 1% was strongly disagreeing to it.
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Table 4.2.19 view of respondents on clean and hygienic work environment
Chart 4.2.19
INTERPRETATION:
From the above table it is interpretated that 21% of the employees strongly agreed tohaving
better working conditions,35% agreed, 14% remained neutral, 23% and 7% disagreed and
strongly disagreed respectively.
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Table 4.2.20 view of respondents on discussion with superiors
Chart 4.2.20
Discussion with superiors
INTERPRETATION:
From the above table it is analyzed that 17% respondents are strongly agreeing to having
discussions with the superiors , 36% agreed %, 23% neither agreed nor disagreed,
16%disagreed and 8% strongly disagreed.
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Table 4.2.21 view of respondents on performance appraisal
Chart 4.2.21
Performance appraisal
No of respondents percentage
INTERPRETATION:
From the above chart it is found that 18% of the employees strongly agreed to performance
appraisal, 55% agreed whereas only 2% was strongly disagreeing to it.
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Table 4.2.22 view of respondents on change of job
Chart 4.2.22
Change of job
No of respondents
percentage
INTERPRETATION:
From the above table it is interpretated that 15% of the employees strongly agreed to change
the job if the task alloted is monotonous ,60% agreed, 15% remained neutral, 7% disagreed
and 3% strongly disagreed .
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Table 4.2.23 view of respondents on training provided by organization
Chart 4.2.23
INTERPRETATION:
From the above chart it is found that 21% of the employees strongly agreed on training
provided to them, 63% agreed and nobody strongly disagreed to it.
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Table 4.2.24 view of respondents on knowledge sharing activities
Chart 4.2.24
INTERPRETATION:
From the above chart it is found that most of the employees agreed in sharing their
knowledge within the team.
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4.3 Chi – square- one way calculation
Table 4.3.1 To test whether there is any significant difference in opinion among the
respondents towards attaining the career objectives,
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Chi-square test-two way calculation
Table 4.3.2 to test whether there is any significant difference in opinion among male and
female towards taking risk in the job.
Observed frequency
Taking risk Male Female Total
Strongly agreed 20 7 27
Agreed 21 10 31
Neutral 4 4 8
Disagree 10 10 20
Strongly disagree 8 6 14
Total 63 37 100
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Table 4.3.4 table showing the calculation of chi-square test.
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4.4 Weighted average analysis
Table 4.4.1 views of respondents regarding the constant training provided to enhance
the career .
options No of Total score Mean score
respondents
a. Strongly Agree 21 105
(5)
b. Agree (4) 63 252 4.03
c. Neutral (3) 14 42
d. Disagree(2) 2 4
e. Strongly 0 0
disagree(1)
Total 100 403
403
-------------
100
Interpretation:
Most of the respondents consider the constant training provided to enhance the career
is satisfying.
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Chapter-5
Findings
The chapter highlights major inference drawn from the study results and also presents
certain workable suggestions for implementation.
Most of the employees have felt that they are successful in attaining their career
objective.
Very few employees disagreed to do the work even though inspite of not liking it.
Almost all the employees agreed upon the organization providing a safer
environment.
Though most of the employees used to complete their job on time, there were few
who disagreed.
It has been found that employees will look forward to change in job if the job allotted
to them is monotonous.
Many of the employees felt their efforts are not been encouraged and recognized.
Most of the employees considered the constant training provided to them is enhancing
their career.
Among the respondents very few disagreed to not following the rules and regulations
of the organization.
Half of the employees were not satisfactory with the working condition provided.
Majority of the respondents were happy with their growth in the organization.
Suggestions
Awareness about career planning and development has to be made among employees.
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Board of Studies-in-Business Management, University of Mumbai
Questionnaire
Respected Respondents,
I am Tanish Anil Gadkar, final year student of Bachelor of Management and Studies at
Pillai HOC College of Arts, Science & Commerce affiliated with University of Mumbai.
Yours faithfully,
Tanish Anil Gadkar
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ANNEXURE
1.
2. I have been successful in
1 attaining my career objectives 1 2 3 4 5
3.
4. It is important for me to work
2 hard, even if I don’t like the 1 2 3 4 5
work
5.
6. I will give the best of my
3 abilities to the organization. 1 2 3 4 5
7.
8. I always wish to complete my
4 job on time 1 2 3 4 5
9.
10. I have used all the skills in my
5 job 1 2 3 4 5
11.
12. I have been involved in lot of
6 activities which are part of my 1 2 3 4 5
job
13.
14.
715. I have been positions offered for 1 2 3 4 5
a comfortable fit.
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Board of Studies-in-Business Management, University of Mumbai
16.
17. I am aware of career planning
8 exercise done in banks 1 2 3 4 5
18.
11 My manager encourage me to 1 2 3 4 5
take up creative job
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Board of Studies-in-Business Management, University of Mumbai
All facilities require to my job is
provided
17 1 2 3 4 5
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Board of Studies-in-Business Management, University of Mumbai
BIBLOGRAPHY
Websites
www.indiaedu.com
www.zcareer.com
www.scribd.com
www.banking.com
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