Shruti Project Panjab National Bank
Shruti Project Panjab National Bank
ON
(HUMAN RESOURCES)
SESSION:(2016-2018)
The need to increase productivity and efficiency in the work place or any organization has to
increasing academic interest in the area of motivation over the years. Scholars have been
keenly interested in knowing what factors are responsible for stimulating the will to work. Thus
motivation has become an issue of concern for both scholars and practitioners of personnel
management.
Every organization either in the private or public sector is goal oriented and all efforts are
geared towards the successful attainment of those goals and objective. Therefore, for any
organization to record any degree of meaningful success in the pursuit of its goals and
aspirations, it must have the ability to create values (motivation) enough to compensate for
the burdens imposed upon the staff. Such value or motivators can come in the form of good
training policies, facilities or incentives such as fringe benefit, promotion, status symbol etc so
as to satisfy the needs of the staff for enhanced performance (Obisi, 1996).
It has been shown, argued and proven that unless individual staff is motivated to make
sufficient use of the potentials found in them during the employment process they may not
achieve the level of performance that is desired from them. For a staff to be motivated, he or
she has to perceive that his or her needs and wants are being met. Thus the satisfaction of staff
certainly contribute but can even act in such a way that the realization of such goals and
objectives could be completely destroyed. This underlines the importance of staff satisfaction
to the organization.
Motivation is said to be the core of human resources. The management of men and
women are a challenging task. No two persons have the same qualities, feelings and behavior.
The nature of man is very complex. It is not easy to take care of human beings with such
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Without motivation, organization would not last long. Human resources must be activated,
trained, developed and above all motivated in order to realize individual and organizational
goals. An individual who has ability, skill and knowledge would do much without motivation.
However, an individual with skills, knowledge and ability with added motivation is a sure way
to success. The performance of a worker does not depend largely on his ability, intelligence,
skills and knowledge but on the motivation which he has. If we do not motivate a worker, he
It is generally acclaimed that incentive such as good pay, good condition of service,
provision of accommodation, opportunity for staff training etc. motivate employees in order to
increase their productive capacity. In view of the above, therefore, incentives are regarded as
the major factors which motivate employees to exhibit better performance. However, it is not
a matter of course to motivate an individual staff because the success of any motivational
effect solely depends on the extent to which the motivation meets the needs of the individual
employee.
Finally, the test for management of either private or public organizations therefore is to
determine the valued needs and motivators that will make an employee react according to the
banking industry using the Punjab National Bank, Bareilly as a case study will therefore from
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INTRODUCTION
The word motivation is derived from a Latin word mover, meaning to move. In its
simplest term, the term may be defined as the state or condition of being induced to do
something. Essentially, motivation involves individual needs and the extent to which they are
met by the organization or the extent to which worker perceive that his or her needs are met
by the organization.
dependent variable relationship that explains the direction, skill and understanding of the task
and constraints operating in the environment. Motivation also refers to the underlying
psychological state that impels or causes behavior. A motive generally is a need, want or desire
which operates within the individual which makes him to exhibit certain behavior.
Glueck, defines motivation as the process or factors that influence people to act. He went
further to state that psychologists view motivation as the process and channeling of behavior
into a specific course. He also sees it as a general term applying to the entire class of desires,
Victor Vroom sees motivation as a process governing choices made by persons or lower
Motivation is the process of creating organizational conditions which will impel staff to
attain company goals. According to Morns motivation represents an unsatisfied need which
creates a state of tension or disequilibrium, causing the individual to move in a goal directed
pattern towards restoring a state of equilibrium by satisfying the need. Lillis, defines
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motivation as the stimulating of any emotion or desire operating upon ones will and
Modification Inner
State
This model implies that individual have desired needs within them that leads to the
order to assess whether the behaviour is producing the desired goals or if there is the for
modification.
From the above, one observes that motivation is something that originates from the
inner state of an individual. Motivation can also arise from the socio-economic environment.
This implies that factors within the socio-economic environment trigger off a desire to achieve
environment gives the individual set of value preferences from which the goals to which his
desires are expressed and the individual gives to the social environment by conforming to its
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OBJECTIVE/IMPORTANCE OF MOTIVATION
Motivation is simplest the will to achieve. It was discovered that since organization are made up
of people, it was not enough to get the right kind of job. That is in itself not enough to facilitate
effectiveness because man is a behavioural animal propelled by his behaviour and as such his
complex and therefore not a simple matter. Man in organization exit in a system where there
are interactions and interdependencies of interaction and in the context of all this, man needs
to be motivated. People need to be tuned and stimulated before they will put in their best.
fulfillment for each staff in such a way that will encourage him to put in his best towards the
opportunities to achieve and satisfy unfulfilled needs. Within the individual staff there exist
some desire which needs fulfillment. To fulfill these unsatisfied needs and desire become
forces that initiate or incite action. When a staff sees an opportunity to achieve what is
important to him, he gets attracted to that opportunity. The perceived opportunity is referred
to as incentive.
accomplishment while motivation on the other hand is the core stone that provides incentive
for the staffs to work hard which intimately brings about productivity thus making the
anticipation of the organization a reality. How do you identify through the extent a motivated
person? A motivated person can be identified through the extent of his commitment to the
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According to Abbegleen a motivated person could be identified through the following:
He is ready to spend the rest of his working life in the organization to which belongs.
One with expressing satisfaction and contentment with the internal working of the
One who is likely to have no intra-organizational conflict with those up, below and
He that is ready to willing contribute his effort towards the success of the
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STEPS/TECHNIQUES FOR MOTIVATE EMPLOYEES
There are two kinds of motivation: positive and negative motivation. If people work
due to fear and reasons of punishment and reprimand, it is negative motivation. On the other
hand, if people work willingly and without coercion, it is positive motivation. Motivation can
also be internal or intrinsic, external or extrinsic. The feeling of being recognized, praised for a
job well done and participation in whatever we do can be called internal or intrinsic motivation
while external or extrinsic motivation concerns such motivations like money, retirement
According to Michael there are four steps to be followed in motivating the staff. They
are:
Motivation is not a straight-jacketed affair. Organizations must make sure that the areas
they are applying motivation is actually where it is needed. Certain staffs may want their
organizations to help them to further their education which will enhance their career while
some may want something else. Organizations must take care of these varying expectations
The next step would be to understand those tools which would actually motivate the
people. There are items or tools which may motivate the executives more than the
Tools and items selected as motivators must be applied at the right time for it to be
useful. Bonus during celebration is ideal. Staff vacation during children vacation period
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(4) Getting Feedback:
The feedback of what we are doing to motivate people must be obtained to enable
organization make for re-examination and find out usefulness of what they are doing.
There are various incentives and techniques which organization can use in
motivating their staffs. These techniques or incentives may be divided into two, namely
financial Incentives, some individuals are ready and willing to define motivation as
money. Most people are motivated by money. Under financial motivation may come
such things as compensation; business, leave allowances, other financial benefits and
a reward which gives inner joy to the individual but cannot be measured and quantified in
terms of money. Non-financial motivation include job security, more responsibility and
authority, sense of belonging and recognition, job enrichment, job loading, pride, praise,
prestige and status. Others are participation and delegation, acceptance, communality and
competition better quality of work life both on and off the job, opportunity for growth and
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THEORIES OF MOTIVATION
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While motivator factors increased employee satisfaction and motivation, the absence of these
factors didnt necessarily cause dissatisfaction. Likewise, the presence of hygiene factors didnt
appear to increase satisfaction and motivation but their absence caused an increase in
dissatisfaction.
The Hierarchy of Needs theory was coined by psychologist Abraham Maslow in his 1943 paper
A Theory of Human Motivation.
The crux of the theory is that individuals most basic needs must be met before they become
motivated to achieve higher level needs.
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The hierarchy is made up of 5 levels:
1. Physiological these needs must be met in order for a person to survive, such as food, water
and shelter.
2. Safety including personal and financial security and health and wellbeing.
3. Love/belonging the need for friendships, relationships and family.
4. Esteem the need to feel confident and be respected by others.
5. Self-actualization the desire to achieve everything you possibly can and become the most
that you can be.
According to the hierarchy of needs, you must be in good health, safe and secure with
meaningful relationships and confidence before you are able to be the most that you can be.
3. Hawthorne Effect
The Hawthorne Effect was first described by Henry A. Landsberger in 1950 who noticed a
tendency for some people to work harder and perform better when they were being observed by
researchers.
The Hawthorne Effect is named after a series of social experiments on the influence of physical
conditions on productivity at Western Electrics factory at Hawthorne, Chicago in the 1920s and
30s.
The researchers changed a number of physical conditions over the course of the experiments
including lighting, working hours and breaks. In all cases, employee productivity increased when
a change was made. The researchers concluded that employees became motivated to work harder
as a response to the attention being paid to them, rather than the actual physical changes
themselves.
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4. Expectancy Theory
Expectancy Theory proposes that people will choose how to behave depending on the outcomes
they expect as a result of their behaviour. In other words, we decide what to do based on what we
expect the outcome to be. At work, it might be that we work longer hours because we expect a
pay rise.
However, Expectancy Theory also suggests that the process by which we decide our behaviours
is also influenced by how likely we perceive those rewards to be. In this instance, workers may
be more likely to work harder if they had been promised a pay rise (and thus perceived that
outcome as very likely) than if they had only assumed they might get one (and perceived the
outcome as possible but not likely).
1. Expectancy the belief that your effort will result in your desired goal. This is based on your
past experience, your self confidence and how difficult you think the goal is to achieve.
2. Instrumentality the belief that you will receive a reward if you meet performance
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expectations.
3. Valence the value you place on the reward.
Therefore, according to Expectancy Theory, people are most motivated if they believe that they
will receive a desired reward if they hit an achievable target. They are least motivated if they
dont want the reward or they dont believe that their efforts will result in the reward.
Attribution Theory explains how we attach meaning to our own, and other peoples, behaviour.
There are a number of theories about attribution.
Bernard Weiners Three-Dimensional theory of attribution assumes that people try to determine
why we do what we do. According to Weiner, the reasons we attribute to our behaviour can
influence how we behave in the future.
For example, a student who fails an exam could attribute their failure to a number of factors and
its this attribution that will affect their motivation in the future.
Weiner theorised that specific attributions (e.g. bad luck, not studying hard enough) were less
important than the characteristics of that attribution. According to Weiner, there are three main
characteristics of attributions that can affect future motivation.
1. Stability how stable is the attribution? For example, if the student believes they failed the
exam because they werent smart enough, this is a stable factor. An unstable factor is less
permanent, such as being ill.
According to Weiner, stable attributions for successful achievements, such as passing exams, can
lead to positive expectations, and thus higher motivation, for success in the future.
However, in negative situations, such as failing the exam, stable attributions can lead to lower
expectations in the future.
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2. Locus of control was the event caused by an internal or an external factor?
For example, if the student believes its their own fault they failed the exam, because they are
innately not smart enough (an internal cause), they may be less motivated in the future. If they
believed an external factor was to blame, such as poor teaching, they may not experience such a
drop in motivation.
3. Controllability how controllable was the situation? If an individual believes they could
have performed better, they may be less motivated to try again in the future than someone who
believes they failed because of factors outside of their control.
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STATEMENT OF THE RESEARCH PROBLEM
Personnel management, motivation and productivity are areas that have occupied the
With the rise of new ideas of management and motivation, one expects to see that these
ideas are applied and the employees motivated to maximum productivity. However, the
opposite has always seemed to be the case. One notices in many public and private
organizations the non-chalet and sluggish attitude to work by the employees, and wonders
Punjab National Bank is not an exception to the above problem. Employees of the
organization only perform their duties as much as will enable them to keep their jobs. Despite
the fact that the organization is meeting the needs for which it is created the employee seem
not to be happy and have not utilized their full potential and skills. It is against this backdrop
that this study examines the impact of employee motivation on the organization.
The need for the study arises from the realization that the pivotal asset of any organization is
the employees. Without them the very survival of the organization could be impossibility. Such
an important asset needs to be motivated to make them contribute their best to move the
organization forward. Thus, a study of this nature is a step in the right direction.
The study possesses some academic value and could be of interest to both researchers and
the topic and a guide for further study. To managers of organizations and the banking industry,
the study will help identify motivational factors of employees, their problems and suggestions
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SCOPE OF THE STUDY
Employee motivation is important for the bank to achieve the desired goals on, time,
The motivation of each employee will lead to better performance and in turn satisfies
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About Banking Industry
The Banking sector in India has always been one of the most preferred destination for
employment .In this decade, this sector has emerged as a sunrise sector in the Indian economy
Banking sector index has grown at a compounded annual rate of over 51 percent since the year
2001. The Banking Industry is recruiting in a big way. In the next five years, bank will have to
recruit almost 7.5 lakh people Now, bank have diversify their activities and getting into new
products and services that include opportunities in credit card, consumer finance, wealth
management, life and general insurance, investment banking, mutual funds, pension funds
regulation, stock broking services, custodian services and private equity etc. Further, most of
the leading Indian banks are going global, setting up offices in foreign countries themselves or
Through their subsidiaries. The expansion of the banking sector and its convergence with the
other financial sectors such as insurance, NBFCs and Capital market, retirement of the existing
employees and financial inclusion have created more number of opportunities in the banking
Information System and Customer Relations Management are a few areas where specialization
is expected.
Comercial Banks
Reserve Bank of
Co-Operative Banks
India
Development
Banks
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Reserve Bank of India
Reserve Bank of India is the Central Bank of our country. It was established on 1st April 1935
under the RBI Act of 1934.It hold the apex position in the banking structure. RBI performs
It has given wide powers to supervise and control the banking structure. It occupies the pivotal
position in the monetary and banking structure of the country. In many countries central bank
Commercial Banks
Commercial banks is an institution that accepts deposit, makes business loans and offer related
services to various like accepting deposits and lending loan and advances to general customer
These institutions run to make profit. They cater to the financial requirements of industries and
various sectors like agriculture, and rural development, etc. it is a profit making institution
Commercial
Banks
Public sector
banks
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Public sector banks
It includes SBI, seven (7) associate banks and nineteen (19) nationalized banks. Altogether there
are 27 public sector banks .The public sector accounts for 90 percent of total banking business
in India and State Bank of India is the largest commercial bank in terms of volume of all
commercial banks.
Private sector banks are those whose equity is held by private shareholders. For example ICICI,
HDFC etc. private sector bank plays a major role in the development of Indian of indian banking
industry.
Foreign Banks
Foreign banks are those banks, which have their head offices abroad. CITI bank. HSBC, standard
These are state sponsored regional rural oriented banks. They provide credit for agricultural
and rural development. The main objective of RRB is to develop rural economy. Their borrower
includes small and marginal farmers. Agricultural labourers, artisans etc. NABARD holds the
Co-operative Bank
Co-operative bank was set up by passing a co-operative act in 1904. They are organized and
managed on the principal of co-operation and mutual help. The main objective credit Societies
act.1904. However, gave the real impetus to the movement. The Cooperative credit societies
Act. 1904 was amended in 1912, with a view to broad basing it to enable organization of non-
credit societies.
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Three tier structures exist in the cooperative banking
A bank is said to be a scheduled bank when it has a paid up capital and reserves as per the
prescription of RBI and included in the second schedule of RBI Act 1934. Non-scheduled bank
are those commercial banks. Which are not included in the second schedule of RBI Act 1934.
A development bank is a financial institution, which provides a long term funds to the industries
for development purpose. This organization includes banks like IDBI,ICICI, and IFCI etc. state
level SFCs SIDCs etc. it also includes investment institutions like UTI, LIC, and GIC etc.
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ABOUT PUNJAB NATIONAL BANK
HISTORY
Punjab under British especially after annexation in 1849 witnessed a period of rapid
development giving rise to a new educated class fired with a desire for freedom from the yoke
of slavery. Amongst the cherished desires of this new class was also an overriding ambition to
start a Swadeshi Bank with Indian Capital and management representing all sections of the
Indian community. The idea was first mooted by Rai Mool Rai of Arya Samaj who, as reported
by Lala Lajpat Rai, had Long cherished the idea that Indians should have a national bank of their
own. He felt keenly the fact that the Indian capital was being used to run English banks and
companies, the profits accruing from which went entirely to the Britishers whilst Indians had to
At the instance of Rai Mool Raj, Lala Lajpat Rai sent round a circular to selected friends
insisting
on an Indian Joint Stock Bank as the first special step in constructive Swadeshi. Lala Harkrishan
Lal who had returned from England with ideas regarding commerce and industry, was eager to
PNB was born on May 19, 1894. The founding board was drawn from different parts of India
professing different faiths and a varied back ground with, however, the common objective of
providing country with a truly national bank which would further the economic interest of the
country.
The Bank opened for business on 12 April, 1895. The first Board of 7Directors comprised of
Sardar Dayal Singh Majithia, who was also the founder of Dayal Singh College and the Tribune;
Lala Lalchand one of the founderof DAV College and President of its Management Society; Kali
Prosann Roy, eminent Bengali pleader who was also the Chairman of the Reception committee
of the Indian National Congress at its Lahore session in 1990; Lala Harkishan Lal who became
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widely known as the first industrialist of Punjab; EC Jessawala, a well known Parsi merchant and
partner of Jamshedji & Co. of Lahore; Lala Prabhu Dayal, a leading Rais, merchant and
philanthropist of Multan; Bakshi Jaishi Ram, an eminent Civil Lawyer of Lahor; and Lala
Dholan
Dass, a great banker, merchant and Rais of Amritsar. Thus a Bengali, Parsi, a Skhi and a few
Hindu joined hands in a purely national and cosmopolitan spirit to found this Bank which
opened its doors to the public on12th of April 1895. They went about it with a Missionary Zeal.
Sh. Dayal Singh Majithia was the first Chairman, Lala Harkishan Lal, first secretary to the Board
and Shri Bulaki Ram Shastri Barrister at Lahore, was appointed Manager.
A Maiden Dividend of 4% was declared after only 7 months of operation. Lala Lajpat Rai was
the
first to open an account with the bank this was housed in the building opposite the Arya
Samaj Mandir in Anarkali in Lahore. His Younger brother joined the bank as a Manager.
Authorised total capital of Bank was Rs. 2 lakhs, the working capital was Rs. 20,000. It had total
staff strength of nine and the total monthly salary amounted to Rs. 320.
The first branch outside Lahore was opened in Rawalpindi in 1900.The Bank made slow, but
steady progress in the first decade of its existence. Lala Lajpat Rai joined the Board of Directors
soon after. In 1913, the banking industry in India was hit by a severe crisis following the failure
of Peoples Banks of India founded by Lala Harikishan Lal. As many as 78 banks failed during
this
crisis. Punjab National Banks survived. Mr. J H Maynard, the Financial Commissioner, Punjab,
remarked.Your Bank survivedno doubt due to good management. It spoke volumes for
The years 1926 to 1936 were turbulent and loss ridden once for the banking industry the world
over. The 1929 Wall Street crash plunged the world into a severe economic crisis.
It was during this period that the Jalianwala Bagh Committee account was opened in the Bank,
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which in the decade that followed, was operated by Mahatma Gandhi and Pandit Jawaharlal
Nehru.
Since inception in 1895, PNB has always been a Peoples bank serving million of people
throughout the country and also had the proud distinction of serving great national leaders like
Sarvshri Jawahar Lal Nehru, Gobind Ballabh Pant, Lal Bahadur Shastri, Rafi Ahmed Kidwai,
Smt.
It is ranked as one of Indias top service brands. PNB has remained fully committed to its
guiding principles of sound and prudent banking. Apart from offering banking products, the
bank has also entered the credit card, debit card; bullion business; life and non-life insurance;
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MISSION &VISION
VISION;
To position PNB as the Most Preferred Bank for customers, the Best Place to Work In for
employees and a Benchmark of Excellence for the industry
MISSON;
Creating Value for all its customer, Investors and employees for being the first choice for all
stakeholders
ORGANISATION STRUCTURE
The bank has its corporate office at New Delhi and 75 circle officer and 6785 branches. The
delegation of power is decentralized up to the branch level for quick decision making. The top-
down approach at PNB can be classified as follows;
HEAD OFFICE
FGM OFFICES(13)
CIRCLE OFFICES(75)
BRANCHES(6785)ATM's(8382)
ORGANISATION STRUCTURE
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PUNJAB NATIONAL BANKS POLICIES THAT ENHANCES
EMPLOYEE MOTIVATION
PNB Navodaya
For synergizing Banks Business Vision with Human Capital goals, a number of key challenges
have been identified and H R strategies are being formulated for addressing the same. One such
For addressing this important issue, it has been felt that on boarding and Mentoring is an
PNB launched the on boarding &Mentoring Program titled PNB Navodaya. PNB Navodaya
will
facilitate the new employee to acquire the necessary knowledge skills and behaviour to become
effective organizational member. The program will also help to channelize these employees
energies towards Banks development with a view to transform them into brand ambassadors
Mentoring Process of PNB Navodaya will initially include newly recruited Management
Trainees and Technical Officer; the program shall be rolled over for all PNB parivar members
The Navodaya Mentorship Program has now extended to all newly recruited employees
in clerical cadre, all newly promoted officers up to Scale IV, 1st time Branch Head and to
ZM/CH/ Divisional Head has been given discretion to assign Mentor to the Management
available.
The mentor once assigned to mentee need not normally be changed even on transfer
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to other place as the bonding once established between the Mentor-Mentee should not
be disturbed.
Personal meeting of Mentor-Mentee has now been made optional for Mentors-
Mentees posted far away from each other. However they have to interact at regular
in 2 months.
Bonuses motivate employees to raise their performance to meet the bank goals.
Employee bonus schemes are generally a positive strategy and can provide real motivation of
bank employees.
Bonus scheme motivate employees and employees must feel that their individual
It has been decided to pay Bonus to eligible member of the bank staff for the
accounting year commencing from 1st April to 31st March @ 8.33% of salary/ wages as defined
S A P MEETING
S A P stands for Staff Awareness Program. In this program a meeting of staff members is held in
the end of the month during which they are made aware of the upcoming schemes of Punjab
National Bank.
PNB SAMADHAN
PNB SAMADHAN is now proposed to cover all work related and personal problems faced by
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serving staff members which have a bearing on their work. This , however, does not include
grievances relating to issues of non-promotion, disciplinary action, APAR, transfer/ posting for
PNB launched some welfare schemes for motivate their employees like
In order to recognize the long service put in by the employees, the Bank has a Scheme
memento in the form of an article like Wrist watch, Silver Salver or any other article of
the employees choice of the value not exceeding Rs. 4000/=. The Scheme also
the branch/ office during which light refreshment is also to be served towards which
and the student should consistently succeed in the examination every year until
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For award/ officer staff, the reimbursement will be for Graduation/ Post
Scheme.
Those who study for Chartered Accountancy, shell be eligible for reimbursement of
actual fee paid to the Institute of Chartered Accountants of India. Reimbursement shell be
made in two stages one after the completion/ qualifying the intermediate and final on
completion and qualifying for becoming Chartered Accountant within overall limit.
the amount has been restricted to Rs. 7000/- P.A. for one child for an employee.
Child means any child of award/ officer staff including permanent part time employees
The student should be a regular student and not for correspondence course or postal
Circle Office, to be constituted by the Circle Head. However , the sanctioning authority
in respect of employees working in Head Office Divisions &Zonal Audit Offices would
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continue to remain the same.
This scheme is being operated with a view that books and journals etc. of interest and
use to candidate who appear in CAIIB examination and internal promotion tests and
books in General Knowledge, Current Affairs and Management are readily available to
All the employees of the bank can avail of the facility of the Part-Time Medical
Consultants who render free medical consultancy to the staff members and their
families at the places fixed by bank during specific hours, on the working days.
The part-time medical consultants are also provided some medical equipment like
ECG machine etc. and medicines for distribution to staff members and their families at
banks clinics.
At present the facilities of Part- Time Medical Consultants are available at the
3. RSC, Belapur.
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5. At all Regional Headquarters
The bank is providing the canteen facilities to the employees at all the offices of the
Cash subsidy at the rate of Rs. 100/- per employee per month at branches/ offices
Free electricity/ kerosene oil/ fuel expenses for running the canteen.
service of bank
In order to provide immediate financial assistance to the family of the employee who
dies while in the service, the Bank provides the following ex- gratia amount w.e.f.
1. 4.1998 provided the employees have served the bank at least for a period of 5 years.
Holiday Homes may be made available to all categories of permanent employees of the
bank and their families, subject to the following rules:
1. Family for the purpose would have the same meaning as defined under the
2. extant Bipartite Settlement for the workmen staff and PNB (Officers) Service
able to make on-line request for booking of Holiday Homes as the facility has
since been incorporated in HRMS. However, VIP rooms have been kept out of
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the purview of booking through HRMS. The request of employees for booking of
Circular.
4. The navigation is based on the extant guidelines which provide that the
months in advance from the proposed date and full amount of prescribed
5. The members of the staff, workmen as well as officers, shell not be allowed to
Other Benefits
Punjab National Bank provide other benefits to their employees like Incentives, good
provision for medical care, scheme for providing financial assistance to the employees
having mentally retarded children, payment of house rent allowance & city
Banks Training College/ Centers shall prepare their Quarterly Training Plans keeping in the
view
the Training Policy, requirement & training gaps in Circles/ offices allotted to them.
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Every Circle/ Division at HO shall identify the training needs/ knowledge gaps in the
Circle /Division at the beginning of the year and shell communicate it to the concerned
RSC/ZTC
so that Training College may design & schedule their training programmes for the year
Simultaneously, the Circles/ Divisions shall also identify and prepare a list of such
officers,
Whom they want to impart subject specific specialized training from outside Institutions during
the year, and shall send the list to Learning & Knowledge Management Centre, HO, Delhi
All the Circle Heads/ Divisional Heads and H. O. shall ensure that:
Trained staff is utilized in the area where training has been received. Especially, staff
who have received intensive/ Advanced Training on a subject are utilized in their
Training objectives
To develop specialized cadres in various areas like Credit, foreign Exchange, IT,
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To prepare the employees for future by ensuring training and development
Training Areas
The training system in the bank shall address the task of skill up gradation of employees in the
following areas:
Functional Skills Credit appraisal & NPA Management, Asset Liability Management,
Credit Risk Management, Risk Based Internal Audit, Foreign Exchange, Treasury
Management, Computer based Skill including IT & CBS, Lending to Priority Sector,
Behavioural Skills- Attitudinal Change, Leadership and Team work, Soft Skills,
Customer
Training Need Identification is a continuous process and is presently carried out through
assessment by nominating authority, feedback of the employee in the PAF system and business
requirement. Provisions are to be incorporated in HRMS, wherein the employee can specify his/
her training requirement. Head Office/ Circle specific training needs shall be assessed at the
time of Advisory Committee meeting of training colleges/ centers. All these shall be used to
enable training colleges/ centers prepare their Quarterly Training Plan as per need analysis.
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CAREER TRAINING
During the career development process of an employee right from the time of recruitment to
his/ her transition from one scale to another, he/she shall receive minimum of two mandatory
programmes for each cadre broken in two parts : Mandatory and Specialized Training. The
HO Divisions and Circle Offices shall maintain and update complete records of the training
Leave Fare Concession is a fringe benefit given to the permanent employees of the Bank.
This benefit helps the employees to travel and see new places. Travel enables one to see new
People, new customs and new pattern of culture and thus widens his/her scope of knowledge.
Regulation-44 of PNB Officers Service Regulation, 1979 provides the facility of Leave
Travel Concession to officers and Regulation 42(1)(i) deals with Transfer Traveling allowance.
These two Regulations read with Regulation 41(1) pertaining to Mode of Travel and Expenses
on Travel give a total overview of the extant guideline within which the claim of an officer
An employee can avail the Leave Fare Concession for himself/ herself and also for
his
For the purpose of LFC, the expression family of an employee shall mean the
The term wholly dependent child/ parent shall mean such member of the family
having no income or a monthly income not exceeding Rs. 10000/- month. If the
35
income of one of the parents exceeds Rs. 10000/-p.m. or aggregate income of
both the parents exceeds Rs. 10000p.m. both the parents shall not be considered
For the inclusion of wholly dependent parents under the definition of family where it
Concerns a female employee for the purpose of LFC, the following terms shall apply:
The parents of the female employee should ordinarily be residing with her.
The female employee should be the only earning members in that family. If
there are other members earning and they are married daughters, Bank may
consider on merits the claim of the employee for inclusion of the parents.
law under the definition of family-but not both - provided that the parents
Leave Encashment is allowed as per employee selection brackets of block he can encash
15 days salary along with max 4000 km fare of AC 2 tire train or if he choose 4 yr block he
can encash 30 days salary along with 8000 km fare of AC 2 tire train.
36
COMPLEXITY OF MOTIVATION AND IMPLICATION FOR MANAGER
organization (or the work place). Motivation is complex and individualized as what motivates
one person may be different from what motivates another person. What motivates generally
are wide ranging e.g. Salary, job security, less restrictive working condition, sympathy,
your performance, appreciation and recognition for work done no matter how significant or
insignificant the work may be. Thus the question that is often been raised by managers are:
Why do people do what they do? What can be done to encourage people? What are the
possible ways to encourage efficient and effective performance by staff? These and many
other questions which are related to the above might appear to be simple but at closer look,
the truth is that the answers do not come easily as expected. Why?
No one single answer would suffice in explaining why the answer to these questions is not
easy. First, this is an area that deals with human behaviour within an organizational setting.
Human being we know is a complex animal. An enquiry into their behaviour and reasons for
certain action or indications would certainly also prove us with complex, varied and at times
conflicting answer. Secondly and closely related to the above are individual differences. Factors
responsible for the motivation of individuals may differ from person to person. Thirdly
motivational factors are also difficult to determine because of the unending nature of individual
wants. The recognition of a particular need and attempt to satisfy it, one would think would
greatly motivate the worker but most often than not, the output realized do not allude to this
because once one need is met, other emerge. Fourthly basic need take effect as motivators on
37
Review of literature
A literature review is a discussion of the published information in a particular subject area. While
it can be a summary of sources on a certain subject, more often it takes a critical, evaluative
approach, showing the relationships between the various writings and how they relate to the
work. A literature review is a simple summary of an unrelated group of articles. A good literature
review will look at the research that has been done and synthesize or pull together those elements
that are similar or most pertinent to the theme. The investigator has selected some researches on
topic of investigation which are presented in following sections.
38
Antecedent Author Year Consequences
2.1 Analysis of employee A result of the study ,the
motivation in baking Tomer S. et 2016 most important factor
sector. al, motivation employee are
respectively equitable
wage and promotion.
39
Methodology
Methodology refers to systematic planning of method which is applied for collecting data,
techniques applied in the analysis, comprising of the principles, practices and procedures for the
and repeatable.
A research study should always be systematic, strictly adhering to definite plan structure and
strategy
Urban area of Bareilly city was purposively selected as the locale of the study.
The selection of sample is an integral, essential and central part of every research and its success
depends upon the right selection of the sample. Sampling is an essential part of all the scientific
40
procedure. All experiments are nevertheless samples from a large universe of possible
experimental situations.
Selection of Subjects
The target groups of the study were Motivation of banks employees. The selection of the
sampling method..
41
3.3 Procedure of the study
Phase 1 Phase 2
Phase 1
Employees. For this a close ended questionnaire was designed to obtain the relevant
information.
42
Phase 2
Comprised of:
Practice - To assess practices of Banks employees. Develop and use of educative tool to impart
Knowledge motivational policies of PNB Bank to enhance attitude and practices of Bank
Employees.
A tool serves as an important purpose in empirical research for collecting the data. A meaningful
and applicable research need valid, reliable, economic and usable tool to meet the requirements
of the study.
1. Assessment tool
For the assessment of knowledge, attitude and practice of PNB Bank self prepared closed ended
follows:-
i. General information
43
ii. Specific information.
Construction of self prepared questionnaire: - The following steps were followed for
Planning of the questionnaire- the questionnaires were planned to fulfill the objective of
the study. The researcher included questions of knowledge, attitude and practices.
Collection of items- the available literature concerning the problem was thoroughly studied
to construct and from the items for the tool. The researcher studied the relevant study
material in the field, reports available from internet, news paper and news channel. Related
study material helped the researcher by providing a foundation on which the tools could be
constructed.
Framing statements and preparation of 1st draft- the researcher kept in mind all the
instruction and basics rules of the construction of questionnaire. The first drafts of
questionnaire were prepared. The first draft of self prepared questionnaire was sent to subject
experts. The expert gave their suggestions, which made the items on the tool more accurate
Pilot study-pilot study was conducted on 10 PNB Employees of Bareilly. The main purpose
of the pilot study was to assess that the questions incorporated in tool can be answered within
the time. In this layout the researcher also observed and enquired subjects about the language
and clarity of items on the basis of evaluation of test scores, questions were improved and
modified.
Final draft-all the problems like ambiguities, language errors faced by the respondents was
modified and changes were incorporated to put the question into final shape so that it
44
2. Educative tool
Educative tool is planned to meet the purpose of the study. It comprised of the following:
Bank Employees through handouts were distributed among them. Subjects were
informed, counseled for the same with the help of handouts were distributed among them.
Areas covered:
Motivation
Job Satisfaction.
Collection of information for educative tool- relevant information was collected and it
Editing-the suggestion was incorporated which helped to make the educative tool more
Final draft-final draft of educative tool was prepared which helped the researcher to
Banking sector.
The data was collected during the study with the help of Likert Scale. Likert Scale was
designed to measure attitudes of bank employees. It has 5 point (strongly agree, agree, Neutral,
disagree, and strongly disagree) for measure the attitudes of bank employees at different level.
45
Data analysis & interpretation
Interpretation of results of collected data is very essential. Interpretation and analysis of results
may be called as the heart of the research. The process of interpretation is essentially a way of
starting what results show, what they mean, what is their significance, what is the answer of
original problems.
Interpretation of results may be understood as the main part of the body of the research. It
may be considered as the wheels of the whole research machinery without which data and other
material have no specific function to perform. It involves the breaking down of existing complex
factors in simple and putting the parts together in new arrangement for purpose of interpretation.
Interpretation and critical examination of results of data and analysis of data which
means the study of tabulated material is done in order to determine facts of meanings.
46
(Section A)
Gender
Female
32%
Male
68%
Figure 5.1.1
The present study was conducted on banks employees, majority of them (68%) were male and
32% of them were female.
47
2. Distribution of Sample According to their Age.
Age
AGE 51-Abeove
24%
AGE 20-30
44%
AGE 41-50
16%
AGE 31-40
16%
Figure 5.1.2
The bank employees chosen for the study were of the age group 20 to above 51 years. Figure
5.1.2 shows that majority of banks employees (44%) were in the age group 20 to30 year s,
(24%) of banks employees were in the age 51 to above years and only16% of banks
48
3. Distribution of Sample According to their job specification.
Job specification
Job Specification
Clearing
Representation Job Specification
0% Cashier
16%
Job Specification
Custumer care staff
16%
Job Specification
Manager
68%
Job Specification
Marketer
0%
Figure 5.1.3
The bank employees were chosen for the study according their posts. Figure 5.1.3 shows that
majority of bank employees (68%) were Managers, (16%) of bank employees were Cashier and
49
4. Distribution of sample according to their Educational Qualification.
Highest
Educational Highest Education Qualification
Qulification
Highest Educational Highest Educational
Primary
Qulification Qulification
School
Professional SSCE/GCE
0%
16% 0%
Highest Educational
Qulification Ph.D
0% Highest Educational
Qulification
Graguation
36%
Highest Educational
Qulification
Postgraguation
48%
Figure 5.1.4
Figure 5.1.4 shows that the majority of the banks employees (48%) were post graduate, 36% of
50
5. Distribution of sample according to their service duration.
40%
44%
0% 16%
Figure 5.1.5
The bank employees were chosen for the study according their job duration. Figure 4.1.5 shows
that majority of bank employees (44%) were in the job duration 1-5 year s, (40%) of banks
employees were in the job duration of more than 15 years and (16%) of bank employees were
51
(Section-B)
It is evident from figure 5.2.1 that 52% bank employees agree that top management is interested
in motivating the employees, 44% bank employees strongly agree that top management is
interested in motivating the employees and only 4% employees respond neutrally at top
management is interested in motivating the employees, Disagree (None), Strongly disagree
(None).
60%
50%
40%
30%
Series1
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
"Top Management is interested in motivating the employees".
Figure 5.2.1
52
Reasonable periodical increase in salary
It is evident from figure 5.2.2 that 76% bank employees agree that reasonable periodical increase
in their salary, 8% bank employees respond neutrally at reasonable periodical increase in their
salary and only 4% employees strongly agree that reasonable periodical increase in their salary,
12% employees Disagree that reasonable periodical increase in their salary, strongly disagree
(None).
80%
70%
60%
50%
40%
Series1
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree disagree
Reasonable periodical increase in salary.
Figure 5.2.2
53
Job Security
It is evident from figure 5.2.3 that 32% bank employees are strongly agreeing with job security.
68% bank employees agree with job security, Neutral (None), Disagree (None), strongly
disagree (None).
70%
60%
50%
40%
Series1
30%
20%
10%
0%
Strongly Agree Neutral Disagree Strongly
Agree Agree
Job Security
Figure 5.2.3
54
Good Relationship with other staff members.
It is evident from figure 5.2.4 that 48% bank employees are strongly agree that they have good
relationship with other staff members, 52% bank employees only agree that they have good
relationship with other staff members , Neutral (None), Disagree (None), strongly disagree
(None).
60%
50%
40%
30%
Series1
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly Agree
Good Relationship with other staff members
Figure 5.2.4
55
Support from the staff members is helpful to get motivate.
It is evident from figure 4.2.7 that 20% bank employees are strongly agree that support of staff
members is helpful to get motivate, 72% bank employees agree that support of staff members is
helpful to get motivate, only 8% bank employees Neutrally respond, Disagree (None), strongly
disagree (None).
80%
70%
60%
50%
40%
Series1
30%
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Support from the other staff members is helpfulto get motivate.
Figure 5.2.7
56
Effective promotional opportunities in the organization.
It is evident from figure 5.2.6 that 60% bank employees are strongly agree that bank provides
them effective promotional opportunities, 40% bank employees only agree that bank provides
them effective promotional opportunities , Neutral (None), Disagree (None), strongly disagree
(None).
70%
60%
50%
40%
Series1
30%
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly Agree
Effective promotional opportunities.
Figure 5.2.6
57
Effective performance appraisal system.
It is evident from figure 5.2.6 that 8% bank employees are strongly agree that bank have
effective performance appraisal system, 88% bank employees agree that bank have effective
performance appraisal system ,only 4% bank employees Neutrally respond at performance
appraisal system, Disagree (None), strongly disagree (None).
90%
80%
70%
60%
50%
Series1
40%
30%
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly Agree
Effective performance appraisal system
Figure 5.2.5
58
Organization recognize and acknowledge your work.
It is evident from figure 5.2.8 that 12% bank employees are strongly agree that bank recognize
and acknowledge their work , 88% bank employees agree that bank recognize and acknowledge
their work, Neutral (None), Disagree (None), strongly disagree (None).
90%
80%
70%
60%
50%
Series1
40%
30%
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Organization recognize and acknowledge your work.
Figure 5.2.8
59
Organizational policies motivates for achieving its aim and objectives.
It is evident from figure 5.2.9 that 16% bank employees are strongly agree that organizational
policies motivates for achieving its aim and objectives , 76% bank employees agree that bank
policies motivates employees for achieving its aim and objectives, only 8% employees were
Neutrally respond that organizational policies motivates for achieving its aim and objectives ,
Disagree (None), strongly disagree (None).
80%
70%
60%
50%
40%
Series1
30%
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Organizationnal policies motivates for achieving its aim & Objectives
Figure 5.2.9
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Incentives and other benefits will influence your performance.
It is evident from figure 5.2.10 that 24% bank employees are strongly agree that, Incentives and
other benefits will influence their performance 52% bank employees agree that Incentives and
other benefits will influence their performance and 24% employees were Neutrally respond that
Incentives and other benefits will influence their performance, Disagree (None), strongly
disagree (None).
60%
50%
40%
30%
Series1
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Incentives and other benefites will influence your performance.
Figure 5.2.10
61
Top Management involve in decision making which are connected to employees
department.
It is evident from figure 5.2.11 that 28% bank employees strongly agree that, top management
involve them in decision making which are connected to their department, 60% bank employees
agree that and top management involve them in decision making which are connected to their
department, 12% employees were Neutrally respond that management involve them in decision
making which are connected to their department,, Disagree (None), strongly disagree (None).
70%
60%
50%
40%
30% Series1
20%
10%
0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Top Management involve you in decision making which are connected to your
department
Figure 5.2.11
62
Employees level of satisfaction with the working culture of the organization.
It is evident from figure 5.2.12 that 16% bank employees strongly satisfied with the working
culture of the organization, 64% bank employees satisfied with the working culture of the
organization and 12% employees were average respond on the working culture of the
organization , Dissatisfied (None), strongly dissatisfied (None).
70%
60%
50%
40%
30% Series1
20%
10%
0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
Rate your level of satisfaction with the working culture of the
organization.
Figure 5.2.12
63
Provision of medical care for staff in the organization.
It is evident from figure 5.2.13 that 20% bank employees strongly satisfied with the provision of
medical care for staff in the organization, 60% bank employees satisfied with the provision of
medical care for staff in the organization and 20% employees were average respond on the
provision of medical care for staff in the organization , Dissatisfied (None), strongly dissatisfied
(None).
70%
60%
50%
40%
30% Series1
20%
10%
0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
How would you assess the provision of medical care for staff in the
organization.
Figure 5.2.13
64
Provision for housing for staff in the organization.
It is evident from figure 5.2.14 that 20% bank employees strongly satisfied with the provision
for housing for staff in the organization, 64% bank employees satisfied with the provision for
housing for staff in the organization and 16% employees were average respond on the provision
for housing for staff in the organization , Dissatisfied (None), strongly dissatisfied (None).
70%
60%
50%
40%
30% Series1
20%
10%
0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
How would you assess the provision for housing for staff in the
organization?
Figure 5.2.14
65
Employees satisfaction level on workers motivation in the organization
It is evident from figure 5.2.15 that 8% bank employees strongly satisfied with the workers
motivation in the organization, 84% bank employees satisfied with workers motivation in the
organization and 16% employees were average respond on workers motivation in the
organization, Dissatisfied (None), strongly dissatisfied (None).
90%
80%
70%
60%
50%
40% Series1
30%
20%
10%
0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
What is your rating of workers motivation in the organization?
Figure 5.2.15
66
FINDINGS
Most of the employees are satisfied with their job but few employees are not completely
satisfied with their job although their salary is good enough.
Employees are getting value to their work.
Most of the employees agree that the organization have fulfilled their promises, regarding
Promotion.
Some employees think that they are not on their actual path.
There is positive comparison between peers regarding targets.
Employee often feel overwork.
67
CONCLUSIONS
It was the good learning session for me during the Research of Employee Motivation in the
Punjab National Bank in Bareilly. While doing the research, I learnt a lot about banking
operation. Employee Motivation is very big concept as it includes various factors associated with
job satisfaction of employees.
68
RECOMMENDATION
In the organization most of the employees are satisfied with all facilities provided by the
organization but there are some employees also who are not completely satisfied with the
organization schemes. Management should try to convert unsatisfied employees in to satisfied
employees. Because if employees is not completely satisfied than the employees are not able to
give their hundred percent to his/her work. Employees are the assets of the organization not
liabilities.
So to motivate the employees management can take into consideration some proper suggestions
given by the employees. It will help to increase the motivation and ultimately the productivity of
employees.
69
LIMITATIONS OF THE STUDY
The study was confined to the employees in the offices only and the employees at the
various branches of the bank were not considered.
The confidentiality of certain facts and figures subjected the research to a few limitations.
The study is confined to Punjab National Bank motivation programs only and not that of
the industry as a whole.
The study was limited to the 25 employees only so cannot generalized.
The time factor also is a limitation for effectiveness of the study.
The study is limited to the geographical boundaries of Bareilly.
70
BIBLIOGRAPHY
Adak and Hancer et al, (2002), Job security, worthiness of the job, wages system,
promotion facilities.
71