A

PROJECT REPORT ON

“QUALITY OF WORK LIFE”

AT

“HDFC BANK”

Project Report is Submitted

In Partial fulfilment for the award of degree of

“MASTERS OF BUSINESS ADMINISTRATION”

(HUMAN RESOURCE MANAGEMENT)

Submitted By:

NIRUDU MANJARI

ROLL NO: 1189-21-672-051

Under the guidance of

MRS. DR. RAZIA SULTHANA

(ASSISTANT PROFESSOR)

SARDAR PATEL COLLEGE

Department of Business Management

(AFFILIATED TO OSMANIA UNIVERSITY)

PADMA RAO NAGAR, SECUNDERABAD

HYDERABAD- 500025, TELANGANA.

2021-2023

1
 CERTIFICATE

This is certified that the project entitled “QUALITY OF WORK LIFE” with reference to
“HDFC BANK“submitted in partial fulfilment for the degree of masters of business
administration was carried out by “NIRUDU MANJARI” bearing roll no: 1189-21-672-051
under the guidance of “MRS. DR. RAZIA SULTHANA(ASSISTANT PROFESSOR).

This project data has not been submitted to any other university \institution for the award of
any degree \diploma\certificate

PROJECT GUIDE HEAD OF THE DEPARTMENT

PRINCIPAL EXTERNAL EXAMINAR

1
 DECLARATION

I, NIRUDU MANJARI hereby declare that the project report entitled “QUALITY OF
WORK LIFE” carried out at “HDFC BANK”, is my original work written and submitted
by me in partial fulfillment of the requirement for the award of Master’s Degree in Business
Administration, OSMANIA UNIVERSITY. This project is carried out by me under the
guidance of “Mrs.DR. RAZIA SULTHANA (ASSISTANT PROFESSOR)”. I further
declare that this project has not been submitted earlier in any other university or institution

DATE: NIRUDU MANJARI

1
 ACKNOWLEDGEMENT

I take this opportunity to extend my profound thanks and deep sense of gratitude to the
authorities of “HDFC BANK”. For giving me the opportunity to understand the project in
their esteemed organization.

My sincere thanks to my PROJECT GUIDE Mrs.DR.RAZIA SULTHANA (Assistant

Professor) for her support and proper guidance in doing project by correcting all my
mistakes. My special thanks to HEAD OF THE DEPARTMENT, CH. INDRASENA
REDDY for the kind encouragement and constant support extended in completion of this
project work from the bottom of my heart.

I am also thankful to PRINCIPAL, Dr. N. HEMALATHA for her kind support and
encouragement in completion of this project work from my bottom of my heart. I am thankful
to my parents for giving me constant support and motivation to complete this project. I am
also thankful to the persons who have helped me directly or indirectly in completing the
project.

DATE NIRUDU MANJARI

1
 ABSTRACT

The main objective or the purpose of this research is to investigate and identify the

significance of work environment towards the performance and also to study the

effectiveness of the QWL in the organization. Methods/Analysis:In order to meet the stated

objectives a structured questionnaire was framed and data was collected using convenience

sampling from 123 employees of the steel manufacturing organization in Chennai, and to

study the significant association chi-square was used by the researcher. Findings:QWL of the

employees of this steel company can be improved by conducting some more training classes

for the employees who are falling in the category of more than 3 to 4 years of experience and

>4 years of experience which would boost their self confidence and help them attain their

level of satisfaction. Similarly the organization can give some more security to the employees

falling in the category of 41 and above so that they feel quite secure in the hand of

organization and they can give their paramount performance. Novelty/Improvement:This

empirical article on Quality of Work life – A Study's structured questionnairecan be applied

as an Employee opinion Survey taken in once in 6 months on knowing the quality of work

life. By doing this survey organizations can get to know the quality of work life of the

employees and take necessary steps to improve the QWL among all the Employees. It also

helps the employers to know that their employees who are working in their organization are

happily working leading to good QWL which will boost up their performance to come

happily daily to their work place.

1
 INDEX

1. INTRODUCTION
1-9
 INTRODUCTION OF THE STUDY
 NEED OF THE STUDY
 OBEJECTIVES OF STUDY
 SCOPE OF STUDY
 RESEARCH METHODOLOGY
 LIMITATIONS
2.

REVIEW OF LITERATURE
10-22
AND

THEORETICAL PERSPECTIVE

3.

INDUSTRY PROFILE
23-38
AND

COMPANY PROFILE

4.

DATA ANALYSIS
39-59
AND

INTERPRETATION

5.

FINDINGS
60-68
SUGGESTIONS

CONCLUSIONS

BIBILOGRAPHY

2
 TABLE OF CONTENT

Table No. Name Of The Table Page No.

1 Your organization provides opportunities for growth and 41

security

2 Pay and compensation package is adequate and fair 42

in comparison to performance.
3 Medical facilities provided by the organization suites your 43
health needs

4 Your job allows you to use your skills and abilities. 44

5 Promotion policy of your organization ensures planned carrier 45

growth
6 46
Training facilities of your organization
enhance your skills and competencies
7 47
How would you describe relations at your workplace with
your superiors
8 48
Your relation with your peers and subordinates are
harmonious
9 Your organization provides a mechanism to express your 49

views and grievances.

10 50
How often do you feel successful in your work

3
11 How often do you carry office work to your home as part of 51

your job
12 To what extent your organization provides scope for the 52

employee’s Development
13 There is no discrimination and there is high degree of social 53

integration at the Workplace

14 To what extent do you think that you are best suited for the 54

job
15 55
Which techniques are used to improve your work life

16 56
How often do you go home in time

17 How often your official commitments obstruct your personal 57

and family works.

18 How often your personal works obstruct your official 58

commitments
19 59
The suggestion scheme in your organization is

4
 LIST OF GRAPH

Graph No. Name Of The Graph Page No.

1 Your organization provides opportunities for growth and 41

security

2 Pay and compensation package is adequate and fair 42

in comparison to performance.
3 Medical facilities provided by the organization suites your 43
health needs

4 44
Your job allows you to use your skills and abilities.
5 Promotion policy of your organization ensures planned carrier 45
growth
6 46
Training facilities of your organization
enhance your skills and competencies
47
How would you describe relations at your workplace with
7 your superiors
8 Your relation with your peers and subordinates are 48
harmonious
9 49
Your organization provides a mechanism to express your
views and grievances.
10 50
How often do you feel successful in your work

11 51
How often do you carry office work to your home as part of
your job
12 52
To what extent your organization provides scope for the
employee’s Development
13 53
There is no discrimination and there is high degree of social
integration at the Workplace
14 To what extent do you think that you are best suited for the 54

job

5
15 55
Which techniques are used to improve your work life

16 56
How often do you go home in time

17 How often your official commitments obstruct your personal 57

and family works.

18 How often your personal works obstruct your official 58

commitments
19 59
The suggestion scheme in your organization is

6
CHAPTER-I

1
 1. INTRODUCTION TO THE STUDY

Employees at the grass root level experience a sense of frustration because of low
level of wages, poor working conditions unfavorable Terms of employment, by their
superiors and the like whereas managerial personnel feel frustrated because of
alienation over their conditions of employment, inter-personnel Conflicts, role
Conflicts, job pressures, lack of freedom in work, Absence of challenging work etc....
Job discontent and job pressures have their substantial effect on employees health in
the form of reduction in general happiness, increase in smoking drinking and putting
on excessive body weight etc....Frustration also be due to absence of recognition,
tedious work, unsound relations with co-workers, poor working conditions, low self-
esteem, occupational stress, work heavy load, monotony, Fatigue, time pressures, lack
of stability and security etc. in view of the contemporary managerial problems, the
present day employees are much concerned about high wages, better benefits,
challenging jobs etc...In the recent past, the tense “quality of work life “has appeared
in research journals and the press with remarkable regularity. Despite this, there is no
general definition of the concept it has become a casual phrase encompassing
whatever improvement in general organization climate the practitioner or researcher
has observed. However some attempts were made to describe the tense QWL.It refers
to the favorableness or UNfavorableness of a job environment for people. QWL
means different things to different people. J. Richard and. LOY defines QWL as “the
degree to which members of a work organization are able to satisfy important
personal needs through their experience in the organization.QWL improvements are
defined as any activity, which take place at every level of and organization, which
seeks great organizational effectiveness through enhancement of human degree and
growth........ A process through which stake hold ness in the organization
management,
unions and employees learn how to work together better.... to determine for
themselves what actions, changes and improvements are desirable and workable in
order to achieve the twin and simultaneously goal both the company and the unions.
There are some benefits by enriching jobs they are

2
1) Growth of the individual.

2) And they have better job satisfaction.

3) Self-actualization of the individual.

4) Better employee performance for the organization.

5) Organization gets intrinsically motivated employees.

6) Less absenteeism, turnover and grievances for the organization.

7) Full use of human Resource for society.

8) QWL shows the effectiveness of the employee's interpersonal communication

skills, career counseling.

3
NEED FOR THE STUDY

The success of any organization is highly dependent and how it attracts, recruits,
motivates and retains its work force. Today organization needs to be more flexible so
that they are equipped their work force and enjoy their commitment. Therefore
organizations are required to adopt a strategy to improve the employees ‘quality of
work life’. To satisfy both the organizational objectives and employee's needs. One of
the ways to accomplishing QWL is through job design. In which it is having some
options for improving the job design.

1. Leave the job as is, but the employees more.

2. Mechanized and automate the routine jobs.

3. And the Area that organization development loves-re-design the job.

Where by adopting QWL there are two spectrums to follow job-enlargement and job-
enrichment. Where job enlargement is more variety of tasks and duties to the job in
which these tasks are performed by the employees. This can also be accomplished by
job rotation and job-enrichment on the other hand adds additional motivators where it
adds depth to the job more control, responsibility and discretion to how the job is
performed.

4
SCOPE OF THE STUDY

The study with the prime objectives of ascertaining the employees towards the
Quality of work life program, which are required to perform their jobs effectively.In
HDFC BANK LTD. The studies include managers and employees. The study
considers only the perpetual elements of employees and does not focus on ground
realities. The scope of study covers working conditions compensations extra benefits
treatment spurious, colleges, duly timing and grievance redress mechanism and
promotion policy.

5
 OBJECTIVES OF THE STUDY

1. To understand core values of HDFC BANK LTD with respect to Human Resources

Quality of Work Life.

2. To evaluate the effectiveness and understand the perception of employees towards

the Quality of work life.

3. To suggest measures for further improvement of Quality of work life.

6
 METHODOLOGY OF THE STUDY

Nature of study
The study was totally a fact –finding study. The main aim of this is to identify and
evaluate the training and development program given to the employees working in
HDFC BANK LTD.
Study Area
The study has been conducted in HDFC BANK LTD
Sample Design
A sample design is definite plan determined before data was actually collected for
obtaining a sample from given population. In this study random sampling is used.
This sampling method involves purposive or deliberate selection of particular units of
the population for constituting a sample, which represents the population
Sample size
The sample size taken for survey includes 100 employees. The sample takes into
consideration / constitutes all the managers and programmers in organization.
Collecting the data
In dealing with any problem it is often found that data at hand are inadequate, and
therefore it becomes necessary to collect data that are appropriate. These are several
ways of collecting the appropriate data, which defer considerably in context of time
and other Resources. Here for the purpose of study two kinds of data has been used.
1. Primary data
2. Secondary data
1. Primary Data
The primary data are those, which are collected afresh for the first time, and thus
happens to be original in character, with reference to this study, data is collected
through.
A) Questionnaire
B) Interview method

7
 A) Questionnaire Method
Data is gathered by distributing Questionnaire to managers and employees.
Questionnaire in prepared and pre-tested before using it for data collection.
Questionnaire is a structured one, consisting of questions, which are close-ended
having fixed response pattern with multiple answers.

B) Interview method
The study also includes obtaining information from knowledgeable persons. This
interview is an informal or unstructured one with competent and articulate
individuals, employees and professionals of the organization.

2. Secondary data
The secondary data are those that are already available, i.e. they refer to the data,
which have already been collected and analyzed by someone else. Secondary data is
gathered from the organization catalogues, journals and books.

Percentage Method
Percentage method is used in making comparison between two or more series of data.
This
Is used to describe relationship.
Percentage of respondents = No of respondents ×100
------------------------------
Total respondents

The method of study followed in this project in brief:

Sample size: 100

Data collection method: Primary and Secondary.
Duration of study: 45 days.
Analysis: Through percentage method.

8
LIMITATIONS OF THE STUDY

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

2. Secondly the sample of 100 respondents was given by the organization; hence
appropriate sample technique was not applied for selecting the respondents.

9
CHAPTER-II

10
 THEORETICAL BACKGROUND
QUALITY OF WORK LIFE
Work is an integral part of everyday life, as it is livelihood or career or business. On
an average they spend around twelve hours daily in the work place, that is one third of
their entire life; it does influence the overall quality of their life. It should yield job
satisfaction, give peace of mind, a fulfillment of having done a task, as it is expected,
without any flaw and having spent the time fruitfully, constructively and purposefully.
Even if it is a small step towards their lifetime goal, at the end of the day it gives
satisfaction and eagerness to look forward to the next day.

1. The factors that influence and decide the Quality of work life are:
1.Attitude
2.Environment
3.Opportunities
4.NatureofJob
5.People
6StressLevel
7.CareerProspects
8.Challenges
9.Underdevelopment
10. Risk Involved and Reward

Attitude: The person who is entrusted with a particular job needs to have sufficient
knowledge, required skill and expertise, enough experience, enthusiasm, energy level,
willingness to learn new things, dynamism, sense of belonging in the organization,
involvement in the job, inter personnel relations, adaptability to changes in the situation,
openness for innovative ideas, competitiveness, zeal, ability to work under pressure,
leadership qualities and team-spirit.

Environment: The job may involve dealing with customers who have varied tolerance level,
preferences, behavioral pattern, level of understanding; or it may involve working with
dangerous machines like drilling pipes, cranes, lathe machines, welding and soldering
machines, or even with animals where maximum safety precautions have to be observed
which needs lot of concentration, alertness, presence of mind, quick with involuntary actions,

11
synchronization of eyes, hands and body, sometimes high level of patience, tactfulness,
empathy and compassion and control over emotions.

Opportunities: Some jobs offer opportunities for learning, research, discovery, self-
development, enhancement of skills, room for innovation, public recognition, exploration,
celebrity-status and loads and loads of fame. Others are monotonous, repetitive, dull, routine,
no room for improvement and in every sense boring. Naturally the former ones are interesting
and very much rewarding also.

Nature of Job: For example, a driller in the oil drilling unit, a diver, a fire-fighter, traffic
policeman, train engine driver, construction laborers, welder, miner, lathe mechanic have to
do dangerous jobs and have to be more alert in order to avoid any loss of limb, or loss of life
which is irreparable; whereas a pilot, doctor, judge, journalist have to be more prudent and
tactful in handling the situation; a CEO,

A professor, a teacher have more responsibility and accountability but safe working
environment; a cashier or a security guard cannot afford to be careless in his job as it involves
loss of money, property and wealth; a politician or a public figure cannot afford to be
careless, for his reputation and goodwill is at stake. Some jobs need soft skills, leadership
qualities, intelligence, decision making abilities, abilities to train and extract work from
others; other jobs need forethought, vision and yet other jobs need motor skills, perfection
and extreme carefulness.

People: Almost everyone has to deal with three set of people in the work place. Those
are namely boss, co-workers in the same level and subordinates. Apart from this, some
professions need interaction with people like patients, media persons, public, customers,
thieves, robbers, physically disabled people, mentally challenged, children, foreign delegates,
gangsters, politicians, public figures and celebrities. These situations demand high level of
prudence, cool temper, tactfulness, humor, kindness, diplomacy and sensitiveness.

Stress Level: All these above mentioned factors are inter-related and inter-dependent. Stress

level need not be directly proportional to the compensation. Stress is of different types -

mental stress/physical stress and psychological or emotional stress. A Managing Director of a

company will have mental stress, a laborer will have physical stress, and a psychiatrist will

12
have emotional stress. Mental stress and Emotional stress cause more damage than physical

stress.

Career Prospects: Every job should offer career development. That is an important factor

which decides the quality of work life. Status improvement, more recognition from the

Management, appreciations are the motivating factors for anyone to take keen interest in his

job. The work atmosphere should be conducive to achieve organizational goal as well as

individual development. It is a win-win situation for both the parties; an employee should be

rewarded appropriately for his good work, extra efforts, sincerity and at the same time a

lethargic and careless employee should be penalized suitably; this will motivate the former to

work with more zeal and deter the latter from being so, and strive for better performance.

Challenges: The job should offer some challenges at least to make it interesting; That enables

an employee to upgrade his knowledge and skill and capabilities; whereas the monotony of

the job makes a person dull, non-enthusiastic, dissatisfied, frustrating, complacent, initiative -

less and uninteresting. Challenge is the fire that keeps the innovation and thrill alive. A well-

accomplished challenging job yields greater satisfaction than a monetary perk; it boosts the

self-confidence also.

Growth and Development: If an organization does not give chance for growth and personal

development it is very difficult to retain the talented personnel and also to find new talent

with experience and skill.

Risk Involved and Reward: Generally reward or compensation is directly proportional to

the quantum of work, man-hours, nature and extent of responsibility, accountability,
delegated powers, authority of position in the organizational chart, risk involved, level of
expected commitment, deadlines and targets, industry, country, demand and supply of skilled
manpower and even political stability and economic policies of a nation. Although risk is

13
involved in every job its nature and degree varies in them; all said and done, reward is a key
criteria to lure a prospective worker to accept the offer.

Conclusion: A happy and healthy employee will give better turnover, make good
decisions and positively contribute to the organizational goal. An assured good quality
of work life will not only attract young and new talent but also retain the existing
experienced talent.

Quality of Working Life

Quality of working life has been differentiated from the broader concept of quality of
life. To some degree, this may be overly simplistic, as Elizur and Shye, (1990)
concluded that quality of work performance is affected by quality of life as well as
quality of working life. However, it will be argued here that the specific attention to
work-related aspects of quality of life is valid.

Whilst quality of life has been more widely studied, quality of working life, remains
relatively unexplored and unexplained. A review of the literature reveals relatively
little on quality of working life. Where quality of working life has been explored,
writers differ in their views on its’ core constituents.

14
 It is argued that the whole is greater than the sum of the parts as regards quality of
working Life, and, therefore, the failure to attend to the bigger picture may lead to the
failure of interventions which tackle only one aspect. A clearer understanding of the
inter-relationship of the various facets of quality of working life offers the opportunity
for improved analysis of cause and effect in the workplace.

This consideration of quality of working Life as the greater context for various factors
in the workplace, such as job satisfaction and stress, may offer opportunity for more
cost-effective interventions in the workplace. The effective targeting of stress
reduction, for example, may otherwise prove a hopeless task for employers pressured
to take action to meet governmental requirements.

Models and components of quality of working life

Various authors and researchers have proposed models of quality of working life
which include a wide range of factors. Selected models are reviewed below. Hackman
and Old ham (1976) drew attention to what they described as psychological growth
needs as relevant to the consideration of Quality of working life. Several such needs
were identified:

1. Skill variety,
2. Task Identity,
3. Task significance,
4. Autonomy and
5. Feedback.

They suggested that such needs have to be addressed if employees are to experience
high quality of working life.

In contrast to such theory based models, Taylor (1979) more pragmatically identified the
essential components of quality of working life as basic extrinsic job factors of wages, hours
and working conditions, and the intrinsic job notions of the nature of the work itself. He
suggested that a number of other aspects could be added, including:

1. individual power,
2. employee participation in the management,

15
3. fairness and equity,
4. social support,
5. use of one’s present skills,
6. self-development,
7. a meaningful future at work,
8. social relevance of the work or product,
9. Effect on extra work activities.

Taylor suggested that relevant quality of working life concepts may vary according
to organization and employee group.

Warr and colleagues (1979), in an investigation of quality of working life, considered

a range of apparently relevant factors, including:

1. work involvement,
2. intrinsic job motivation,
3. higher order need strength,
4. perceived intrinsic job characteristics,
5. job satisfaction,
6. life satisfaction,
7. happiness, and
8. Self-rated anxiety.

They discussed a range of correlations derived from their work, such as those between
work involvement and job satisfaction, intrinsic job motivation and job satisfaction,
and perceived intrinsic job characteristics and job satisfaction. In particular, Warr et
al. found evidence for a moderate association between total job satisfaction and total
life satisfaction and happiness, with a less strong, but significant association with self-
rated anxiety.

Thus, whilst some authors have emphasized the workplace aspects in quality of
working life, others have identified the relevance of personality factors, psychological
well being, and broader concepts of happiness and life satisfaction.

16
 Factors more obviously and directly affecting work have, however, served as the main
focus of attention, as researchers have tried to tease out the important influences on
quality of working life in the workplace.

MIRV and Lawyer (1984) suggested that quality of working life was associated with
satisfaction with wages, hours and working conditions, describing the “basic elements
of a good quality of work life” as:

1) safe work environment,

2) equitable wages,
3) equal employment opportunities and
4) Opportunities for advancement.

Baba and Jamal (1991) listed what they described as typical indicators of quality of
working life, including:

1. job satisfaction,
2. job involvement,
3. work role ambiguity,
4. work role conflict,
5. work role overload,
6. job stress,
7. organizational commitment and
8. Turn-over intentions.

Baba and Jamal also explored routinisation of job content, suggesting that this facet
should be investigated as part of the concept of quality of working life. Some have
argued that quality of working life might vary between groups of workers. For
example, Ellis and Pompli (2002) identified a number of factors contributing to job
dissatisfaction and quality of working life in nurses, including:

1. poor working environments

2. resident aggression

3. workload, inability to deliver quality of care preferred,

17
4. balance of work and family,

5. shift work,

6. lack of involvement in decision making,

7. professional isolation,

8. lack of recognition,

9. poor relationships with supervisor/peers,

10. role conflict,

11. Lack of opportunity to learn new skills.

Sirgy et al. (2001) suggested that the key factors in quality of working life are:

1) need satisfaction based on job requirements,

2) need satisfaction based on work environment,
3) need satisfaction based on supervisory behavior,
4) need satisfaction based on ancillary programmers,
5) Organizational commitment.

They defined quality of working life as satisfaction of these key needs through
resources, activities, and outcomes stemming from participation in the workplace.
Needs as defined by the psychologist, Abraham Maslow, were seen as relevant in
underpinning this model, covering health & safety, economic and family, social,
esteem, actualization, knowledge and aesthetics, although the relevance of non-work
aspects is play down as attention is focused on quality of work life rather than the
broader concept of quality of life.

These attempts at defining quality of working life have included theoretical

approaches, lists of identified factors, correlation analyses, with opinions varying as to
whether such definitions and explanations can be both global, or need to be specific to
each work setting.

Bear field, (2003) used 16 questions to examine quality of working life, and
distinguished between causes of dissatisfaction in professionals, intermediate clerical,

18
sales and service workers, indicating that different concerns might have to be
addressed for different groups.

The distinction made between job satisfaction and dissatisfaction in quality of

working life reflects the influence of job satisfaction theories. Herzberg at al., (1959)
used “Hygiene factors” and “Motivator factors” to distinguish between the separate
causes of job satisfaction and job dissatisfaction. It has been suggested that Motivator
factors are intrinsic to the job, that is; job content, the work itself, responsibility and
advancement. The Hygiene factors or dissatisfaction-avoidance factors include
aspects of the job environment such as interpersonal relationships, salary, working
conditions and security. Of these latter, the most common cause of job dissatisfaction
can be company policy and administration, whilst achievement can be the greatest
source of extreme satisfaction.

An individual’s experience of satisfaction or dissatisfaction can be substantially

rooted in their perception, rather than simply reflecting their “real world”. Further, an
individual’s perception can be affected by relative comparison – am I paid as much as
that person - and comparisons of internalized ideals, aspirations, and expectations, for
example, with the individual’s current state (Lawler and Porter, 1966).

In summary, where it has been considered, authors differ in their views on the core
constituents of Quality of Working Life (e.g. Sirgy, Efraty, Siegel & Lee, 2001 and
Warr, Cook & Wall, 1979).

It has generally been agreed however that Quality of Working Life is conceptually
similar to well-being of employees but differs from job satisfaction which solely
represents the workplace domain (Lawler, 1982).

Quality of Working Life is not a unitary concept, but has been seen as incorporating a
hierarchy of perspectives that not only include work-based factors such as job
satisfaction, satisfaction with pay and relationships with work colleagues, but also
factors that broadly reflect life satisfaction and general feelings of well-being (Danna
& Griffin, 1999). More recently, work-related stress and the relationship between
work and non-work life domains (Loscocco&Roschelle, 1991) have also been
identified as factors that should conceptually be included in Quality of Working Life.

19
Measurement

There are few recognized measures of quality of working life, and of those that exist
few have evidence of validity and reliability, that is, there is a very limited literature
based on peer reviewed evaluations of available assessments. A recent statistical
analysis of a new measure, the Work-Related Quality of Life scale (WRQoL),
indicates that this assessment device should prove to be a useful instrument, although
further evaluation would be useful. The WRQoWL measure uses six core factors to
explain most of the variation in an individual’s quality of working life: Job and Career
Satisfaction; Working Conditions; General Well-Being; Home-Work Interface; Stress
at Work and Control at Work.

The Job & Career Satisfaction (JCS) scale of the Work-Related Quality of Life
scale (WRQoL) is said to reflect an employee’s feelings about, or evaluation of, their
satisfaction or contentment with their job and career and the training they receive to
do it. Within the WRQoL measure, JCS is reflected by questions asking how satisfied
people feel about their work. It has been proposed that this Positive Job Satisfaction
factor is influenced by various issues including clarity of goals and role ambiguity,
appraisal, recognition and reward, personal development career benefits and
enhancement and training needs.

The General well-being (GWB) scale of the Work-Related Quality of Life scale
(WRQoL) aims to assess the extent to which an individual feels good or content in
themselves, in a way which may be independent of their work situation. It is
suggested that general well-being both influences, and is influenced by work. Mental
health problems, predominantly depression and anxiety disorders, are common, and
may have a major impact on the general well-being of the population. The WRQoL
GWB factor assesses issues of mood, depression and anxiety, life satisfaction, general
quality of life, optimism and happiness.

The WRQoL Stress at Work sub-scale (SAW) reflects the extent to which an
individual perceives they have excessive pressures, and feel stressed at work. The
WRQoL SAW factor is assessed through items dealing with demand and perception
of stress and actual demand overload. Whilst it is possible to be pressured at work and
not be stressed at work, in general, high stress is associated with high pressure.

20
The Control at Work (CAW) subscale of the WRQoL scale addresses how much
employees feel they can control their work through the freedom to express their
opinions and being involved in decisions at work. Perceived control at work as
measured by the Work-Related Quality of Life scale (WRQoL) is recognized as a
central concept in the understanding of relationships between stressful experiences,
behavior and health. Control at work, within the theoretical model underpinning the
WRQoL, is influenced by issues of communication at work, decision making and
decision control.

The WRQoL Home-Work Interface scale (HWI) measures the extent to which an
employer is perceived to support the family and home life of employees. This factor
explores the interrelationship between home and work life domains. Issues that appear
to influence employee HWI include adequate facilities at work, flexible working
hours and the understanding of managers.

The Working Conditions scale of the WRQoL assesses the extent to which the
employee is satisfied with the fundamental resources, working conditions and security
necessary to do their job effectively. Physical working conditions influence employee
health and safety and thus employee Quality of working life. This scale also taps into
satisfaction with the resources provided to help people do their jobs.

Applications

Regular assessment of Quality of Working Life can potentially provide organizations

with important information about the welfare of their employees, such as job

satisfaction, general well-being, work-related stress and the home-work interface.

Studies in the UK University sector have shown a valid measure of Quality of

Working Life exists and can be used as a basis for effective interventions.

Worrall and Cooper (2006) recently reported that a low level of well-being at work is
estimated to cost about 5-10% of Gross National Product per annum, yet Quality of
Working Life as a theoretical construct remains relatively unexplored and
unexplained within the organizational psychology research literature.

21
A large chunk of most peoples’ lives will be spent at work. Most people recognize the
importance of sleeping well, and actively try to enjoy the leisure time that they can
snatch. But all too often, people tend to see work as something they just have to put
up with, or even something they don’t even expect to enjoy.

Some of the factors used to measure quality of working life pick up on things that
don’t actually make people feel good, but which seem to make people feel bad about
work if those things are absent. For example, noise – if the place where someone
works is too noisy, they might get frequent headaches, or find they cannot
concentrate, and so feel dissatisfied. But when it is quiet enough they don’t feel
pleased or happy - they just don’t feel bad. This can apply to a range of factors that
affect someone's working conditions.

Other things seem to be more likely to make people feel good about work and
themselves once the basics are OK at work. Challenging work (not too little, not too
much) can make them feel good. Similarly, opportunities for career progression and
using their abilities can contribute to someone's quality of working life.

A recent publication of the National Institute of Clinical Excellence (NICE)

emphasizes the core role of assessment and understanding of the way working
environments pose risks for psychological wellbeing through lack of control and
excessive demand.

22
CHAPTER – III

23
 INDUSTRY PROFILE

BANKING IN INDIA:

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

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

Early history

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

24
Indian merchants in Calcutta established the Union Bank in 1839, but it failed in 1848 as a
consequence of the economic crisis of 1848-49. The Allahabad Bank, established in 1865 and
still functioning today, is the oldest Joint Stock bank in India. It was not the first though. That
honor belongs to the Bank of Upper India, which was established in 1863, and which
survived until 1913, when it failed, with some of its assets and liabilities being transferred to
the Alliance Bank of Simla.

When the American Civil War stopped the supply of cotton to Lancashire from the
Confederate States, promoters opened banks to finance trading in Indian cotton. With large
exposure to speculative ventures, most of the banks opened in India during that period failed.
The depositors lost money and lost interest in keeping deposits with banks. Subsequently,
banking in India remained the exclusive domain of Europeans for next several decades until
the beginning of the 20th century.

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

Fig 3.1.1

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

The first entirely Indian joint stock bank was the Oudh Commercial Bank, established in
1881 in Faizabad, It was failed in 1958. The next was the Punjab National Bank, established

25
in Lahore in 1895, which has survived to the present and is now one of the largest banks in
India.

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

The presidency banks dominated banking in India but there were also some exchange banks
and a number of Indian joint stock banks. All these banks operated in different segments of
the economy. The exchange banks, mostly owned by Europeans, concentrated on financing
foreign trade. Indian joint stock banks were generally 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 period between 1906 and 1911, saw the establishment of banks inspired by the Swadeshi
movement. The Swadeshi movement inspired local businessmen and political figures to
found banks of and for the Indian community. A number of banks established then have
survived to the present such as Bank of India, Corporation Bank, Indian Bank, Bank of
Baroda, Canara Bank and Central Bank of India.

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

26
Fig 3.1.2

27
 COMPANY PROFILE

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

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

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

VISION:

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

MISSION:

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

28
Capital Structure

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

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

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

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

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

The Managing Director, Mr. AdityaPuri, has been a professional banker for over 25 years,
and before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.
The Bank's Board of Directors is composed of eminent individuals with a wealth of
experience in public policy, administration, industry and commercial banking. Senior
executives representing HDFC are also on the Board.

29
Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional
expertise of the management team and the overall focus on recruiting and retaining the best
talent in the industry, the bank believes that its people are a significant competitive strength.

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

and communication systems. All the bank's branches have online connectivity, which enables
the bank to offer speedy funds transfer facilities to its customers. Multi-branch access is also
provided to retail customers through the branch network and Automated Teller Machines
(ATMs).
The Bank has made substantial efforts and investments in acquiring the best technology
available internationally, to build the infrastructure for a world class bank. The Bank's
business is supported by scalable and robust systems which ensure that our clients always get
the finest services we offer.

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

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

Wholesale Banking Services

The Bank's target market ranges from large, blue-chip manufacturing companies in the
Indian corporate to small & mid-sized corporate and agri-based businesses. For these
customers, the Bank provides a wide range of commercial and transactional banking
services, including working capital finance, trade services, transactional services, cash
management, etc. The bank is also a leading provider of structured solutions, which
combine cash management services with vendor and distributor finance for facilitating

30
superior supply chain management for its corporate customers. Based on its superior
product delivery / service levels and strong customer orientation, the Bank has made
significant inroads into the banking consortia of a number of leading Indian corporate
including multinationals, companies from the domestic business houses and prime public
sector companies. It is recognized as a leading provider of cash management and
transaction banking solutions to corporate customers, mutual funds, stock exchange
members and banks.

Retail Banking Services

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

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

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

31
 Treasury
Within this business, the bank has three main product areas - Foreign Exchange and
Derivatives, Local Currency Money Market & Debt Securities, and Equities. With the
liberalization of the financial markets in India, corporate need more sophisticated risk
management information, advice and product structures. These and fine pricing on various
treasury products are provided through the bank's Treasury team. To comply with statutory
reserve requirements, the bank is required to hold 25% of its deposits in government
securities. The Treasury business is responsible for managing the returns and market risk on
this investment portfolio.

Credit Rating

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

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

32
Corporate Governance Rating

The bank was one of the first four companies, which subjected itself to a Corporate
Governance and Value Creation (GVC) rating by the rating agency, The Credit Rating
Information Services of India Limited (CRISIL). The rating provides an independent
assessment of an entity's current performance and an expectation on its "balanced value
creation and corporate governance practices" in future. The bank has been assigned a
'CRISIL GVC Level 1' rating which indicates that the bank's capability with respect to wealth
creation for all its stakeholders while adopting sound corporate governance practices is the
highest. On May 23, 2008, the amalgamation of Centurion Bank of Punjab with HDFC Bank
was formally approved by Reserve Bank of India to complete the statutory and regulatory
approval process. As per the scheme of amalgamation, shareholders of CBOP received 1
share of HDFC Bank for every 29 shares of CBOP.The merged entity will have a strong
deposit base of around Rs. 1,22,000crore and net advances of around Rs. 89,000 crore. The
balance sheet size of the combined entity would be over Rs. 1,63,000crore. The
amalgamation added significant value to HDFC Bank in terms of increased branch network,
geographic reach, and customer base, and a bigger pool of skilled manpower.In a milestone
transaction in the Indian banking industry, Times Bank Limited (another new private sector
bank promoted by Bennett, Coleman & Co. / Times Group) was merged with HDFC Bank
Ltd., effective February 26, 2000. This was the first merger of two private banks in the New
Generation Private Sector Banks. As per the scheme of amalgamation approved by the
shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank
received 1 share of HDFC Bank for every 5.75 shares of Times Bank.

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

33
Business Focus

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

Wholesale Banking Services

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

Retail Banking Services

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

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

34
Treasury

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

Distribution Network

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

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

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

1977 by Ravi Maurya and Hasmukhbhai Parekh, is an IndianNBFC, focusing on home
mortgages. HDFC's distribution network spans 243 outlets that include 49 offices of HDFC's
distribution company, HDFC Sales Private Limited. In addition, HDFC covers over 90
locations through its outreach programmes. HDFC's marketing efforts continue to be
concentrated on developing a stronger distribution network. Home loans are also Sharcket
through HDFC Sales, HDFC Bank Limited and other third party Direct Selling Agents
(DSA).To cater to non-resident Indians, HDFC has an office in London and Dubai and
service associates in Kuwait, Oman, Qatar, Sharjah, Abu Dhabi, Al Khobar, Jeddah and
Riyadh in Saudi Arabia.

35
BOARD OF DIRECTORS:

Director Name Designation

C M Vasudev Non-Executive Chairman

AdityaPuri Managing Director

Harish Engineer Executive Director

PareshSukthankar Executive Director

Anami N Roy Director

AshimSamanta Director

Bobby Parikh Director

ParthoDatta Director

RenuKarnad Director

PanditPalande Director

Sanjay Dongre Company Secretary

36
AWARDS:

2011

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

2010

Business India Mr. Adityapuri MD, HDFC Bank

Businessman of the
Year Award for
2010.

37
Business world Most Tech-savvy Bank
Best Bank Awards
2010
Outlook Money Best Bank
NDTV Profit
Awards 2010
Forbes Asia Feb. 50 Companies in Asia Pacific
GQ India's Man of Mr. AdityaPuri, MD, HDFC Bank
the Year
(Business)
UTI MF-CNBC Best Performing Bank
TV18 Financial
Advisor Awards
2010
Wall Street Journal  Our Bank among India's 10 Most Admired Companies
survey of Asia's
Best 200  Rated 3rd Best in terms of Financial Reputation
Companies 2010
Business Standard Mr. AdityaPuri, MD, HDFC Bank
Best Banker
Award

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

38
CHAPTER-IV

39
 Table 4.1

1. Your organization provides opportunities for growth and security.

OPTIONS NO OF RESPONSES

Strongly agree 46

Agree 50

Disagree 04

Strongly disagree 0

Chart 4.1

60
50
Strongly
40 agree
30 Agree
20 Disagree

10 Strongly
disagree
0
NO OF RESPONSES

Interpretation:

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

40
 Table 4.2

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

OPTIONS NO OF RESPONSES

Strongly agree
18

Agree 52
Neutral 18
Strongly disagree 12

Chart 4.2

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

Interpretation:

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

41
 Table 4.3

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

OPTIONS NO OF RESPONSES

Strongly agree 38

Agree 46

Disagree 14

Strongly disagree 0

Chart 4.3

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

Interpretation:

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

42
 Table 4.4

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

OPTIONS NO OF RESPONSES

Strongly agree 22

Agree 62

Disagree 12

Strongly Disagree 0

Chart 4.4

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

Interpretation:

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

43
 Table 4.5

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

OPTIONS NO OF RESPONSES

Yes 42

No 40

Can’t say 18

Chart 4.5

45
40
35
30
25
yes
20
No
15
10 Can’t say
5
0

Interpretation:

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

44
 Table 4.6

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

OPTIONS NO OF RESPONSES

Very true 28

Somewhat true 60

Not true 12

Not at all true 0

Chart 4.6

80
60 Very true
Some what true
40 Not true
Not at all true
20
0
NO OF RESPONSES

Interpretation:

The survey revealed that most of the employees are somewhat true about the training
facilities of HDFC BANK LTD that enhance their skill competencies and some
employees are very true and not true.

45
 Table 4.7

How would you describe relations at your workplace with your superiors?

OPTIONS NO OF RESPONSES

Very good 44

Good 52

Bad 0

Chart 4.7

Interpretation:

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

46
 Table 4.8

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

OPTIONS NO OF RESPONSES

Very good 44

Good 40

Satisfactory 16

Bad 0

Chart 4.8

50

40

30 Very good
Good
20 Satisfactory
10 Bad

0
NO OF RESPONSES

Interpretation:

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

47
 Table 4.9

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

\OPTIONS NO OF RESPONSES

Strongly agree 16

Agree 48

Can’t say 18

disagree 18

Chart 4.9

60
50
40
Strongly agree
30 Agree
20 Can’t say
Disagree
10
0
NO OF RESPONSES

Interpretation:

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

48
 Table 4.10

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

OPTIONS NO OF RESPONSES

Yes I work a part of team 70

No I work on my own 18

I work as an individual 12

Chart 4.10

80
70
60 Yes I work a part of
50 team
40 No I work on my own
30
I work as an individual
20
10
0
NO OF RESPONSES

Interpretation:

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

49
 Table 4.11

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

OPTIONS NO OF RESPONSES

Often 64

Sometimes 26

Rarely 10

Never 0

Chart 4.11

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

Interpretation:

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

50
 Table 4.12

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

OPTIONS NO OF RESPONSES

Never 62

Few times in a year 20

Once in a month 18

Once in a week 0

Chart 4.12

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

Interpretation:

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

51
 Table 4.13

12. To what extent your organization provides scope for the employee’s Development?

OPTIONS NO OF RESPONSES

To great extent 18

To some extent 50

Satisfactory 20

Not satisfied 12

Chart 4.13

60
50
40 To great extent

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

Interpretation:

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

52
 Table 4.14

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

OPTIONS NO OF RESPONSES

Strongly agree 18

Agree 50

Neutral 22

Disagree 10

Chart 4.14

60

50

40
Strongly agree
30
Agree
Neutral
20
Disagree
10

0
NO OF RESPONSES

Interpretation:

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

53
 Table 4.15

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

OPTIONS NO OF RESPONSES

To great extent 50

To some extent 28

Satisfactory 22

Not satisfactory 0

Chart 4.15

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

Interpretation:

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

54
 Table 4.16

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

OPTIONS NO OF RESPONSES

By doing hard work 26

With patience 18

Understanding others 12

Balancing both personal work 44

&official work

Chart 4.16

50
By doing hard work
40
With patience
30
Understanding
20 others

10 Balancing both
personal work &of-
0 ficial work
NO OF RESPONSES

Interpretation:

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

55
 Table 4.17

16. How often do you go home in time?

OPTIONS NO OF RESPONSES

Occasionally 38

Daily 44

Rarely 18

Never 0

Chart 4.17

50
45
40
35
30
Occasionally
25
Daily
20 Rarely
15 Never
10
5
0
NO OF RESPONSES

Interpretation:

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

56
 Table 4.18

17. How often your official commitments obstruct your personal and family works.

OPTIONS NO OF RESPONSES

Always 12

Often 32

Rarely 46

Never 10

Chart 4.18

50

40

30 Always
Often
20 Rarely
Never
10

0
NO OF RESPONSES

Interpretation:

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

57
 Table 4.19

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

OPTIONS NO OF RESPONSES

Always 12

Often 16

Rarely 44

Never 28

Chart 4.19

50
45
40
35
30
Always
25
Often
20
Rarely
15
Never
10
5
0
NO OF RESPONSES

Interpretation:

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

58
 Table 4.20

20. The suggestion scheme in your organization is.

OPTIONS NO OF RESPONSES

Very Effective 20

Good 56

Ineffective 24

Chart 4.20

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

Interpretation:

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

59
CHAPTER-V

60
 FINDINGS

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

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

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

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

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

6. The survey revealed that most of the employees are somewhat true about the training
facilities of HDFC BANK LTD that enhance their skill competencies and some
employees are very true and not true.

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

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

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

61
10. The survey revealed that most of the employees work as a part of team and where some
employees work on their own and individual.

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

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

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

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

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

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

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

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

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

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

62
 SUGGESTIONS

THESE SUGGESTIONS CAN BE IMPLIED FOR BETTER ORGANIZATION.

1. Work should be distributed among employees uniformly.

2. Job rotation.

3. Objective appraise

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

5. more motivational classes on the attitudinal of the employee towards a job

6. man power system needs to be more effective

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

employees

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

effective towards work

63
 CONCLUSIONS

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

following conclusions are derived.

Organizations should focus on the benefits that are aimed to word self-improvement

of the employees.

Organizations need to maintain the appropriate balance of work.

Opportunity for career growth should improve.

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

needs.

Teamwork in the organization is very good.

Organizations should focus on the training sessions in order to motivate the

employees.

Organizations need to provide scope for employee development.

There is no discrimination at work place.

The relationship with my superiorat the workplace is good.

On the whole the quality of work life is good.

64
 BIBLIOGRAPHY

Books:

● P.Subbarao “Personnel and Human Resource Management” Himalaya

Publishers.Page number-403-406

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

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

Journals:

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

no 197-212.

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

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

NEWS PAPERS:

Business lines

Economic Times

WEB SITE:

● www.heromotors

● www.google.com

● www.humanresource.uce.edu

65
 QUESTIONNAIRE

1. Your organization provides opportunity for growth and security?

(a) Strongly agree (b) Agree

(c) Disagree (d) strongly disagree

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

performance?

(a) Strongly agree (b) Agree

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

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

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly disagree

4. Your job allows you to use your abilities?

(a) Strongly agree (b) Agree

(c) Disagree (d) Strongly disagree

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

(a)Yes (b) No (c) Can’t say

66
6. Training facilities of your organization enhance your skills competencies?

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

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

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

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

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

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

(a) Strongly Agree (b) Agree

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

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

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

(c) I work as an individual

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

(a) Often (b) Sometimes

(c) Rarely (d) Never.

67
12. How often do you carry office work to your home as part of your job?

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

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

(e) More than once in week.

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

development?

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

(c) Satisfactory (d) Not satisfied.

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

work place?

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

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

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

(c) Satisfactory (d) Not satisfactory.

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

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

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

17. How often do you go home in time?

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

68
18. How often your official commitments obstruct your personal and family works?

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

69