A

PROJECT REPORT
ON
JOB SATISFACTION
At

KOTAK MAHINDRA BANK

Project Submitted in partial fulfilment for the award of the degree
of

MASTER OF BUSINESS ADMINISTRATION

Submitted by:

B UMA DEVI
(2281-19-672-064)

ARADHANA SCHOOL OF BUSINESS MANAGEMENT

(Affiliated to Osmania University - Hyderabad)

(2019 – 2021)
 DECLARATION

I hereby declare that the project titled JOB SATISFACTION

done at KOTAK MAHINDRA BANK submitted by me as part of
partial fulfillment for the award of the Masters of Business
Administration, at ARADHANA SCHOOL OF BUSINESS
MANAGEMENT, Osmania University, Hyderabad is a record of
bonafide work done by me.

I also declare that this report as to my knowledge is original

and is not submitted to any other university nor published any time
before.

Signature of the student

B UMA DEVI
(2281-19-672-064)
 ACKNOWLEDGEMENTS

I would like to express my gratitude to all those who helped me in completing my

project titled “CASH AND RECEIVABLE MANAGEMET”.

My sincere thanks to DR. M PRAKASH, PRINCIPAL, ARADHANA

SCHOOL OF BUSINESS MANAGEMENT for providing me an opportunity to
do this project work.

I extend my sincere thanks to my Project guide, Asst. Professor

Mrs. PUSHPALATHA for the kind encouragement and constant support
extended in completion of this project work.

I am greatly indebted to my parents and friends who rendered their whole hearted
operation in the successfully completion of this project.

B UMA DEVI
 ABSTRACT

This project is undertaken JOB SATISFACTION T OF Kotak Mahindra Bank

LTD, HYDERABAD. The study has been conducted by adopting survey method
among the employee in Kotak Mahindra Bank With the help of questionnaire.
The sample of size 100 respondents from the company was chosen for the study.
The scope of the study consist of the importance of the employee satisfaction is to
find out the satisfaction level of the employees. The objective tell about the
necessity of the study. The research methodology consist of design, sample size,
sample techniques, the project work is based on descriptive research, exploratory
research, sampling is used for data collection. The study provides some findings
that were interrupted from the analysis of the collected data. The suggestions were
given which may help the company to improve employee job satisfaction.
 TABLE OF CONTENTS

Title Page No.

Chapter I: Introduction 1-15

Chapter II: Review of Literature 16-23

Chapter III: Research Methodology 24-27

 Objective of the Study
 Limitation of the Study

Chapter IV: Theoretical Framework 28-53

Chapter V: Industry & Company Profile 54-71

Chapter VI: Data Analysis & Interpretation 72-83

Chapter VII: Findings, Suggestions, Conclusion & 84-89

Observations

Bibliography 90-91

Appendices 92-95
 CHAPTER-I
INTRODUCTION

1
 INTRODUCTION

Human resource is considered to be the most valuable asset in any organization. It is

the total of inherent abilities, aptitudes of the employed persons who comprise
executives, supervisors and the rank and file employees. It may be noted here that
human resources should be utilized to the maximum possible extent, in order to
achieve and organizational goals. It is thus the employees’ performance which
ultimately decides and attainment of goals However, his employees’ performance
by motivation and job satisfaction.
Job satisfaction refers to a person’s feeling satisfaction on the job, which acts as a
motivation to work. It is not the self-satisfaction, happiness, But satisfaction on the
job.
The term relates to the total relationship between an individual and the employer for
which he is paid. Satisfaction does mean the simple feeling –state accompanying the
attainment by an impulse of motivation at work. Research workers differently
described the factors contributing to job satisfaction and job dissatisfaction.
Hop pock describes job satisfaction as, “any combination of psychological and
environmental circumstance that cause and person truthfully to say I am satisfied
with my job. Job satisfaction is defined as the “pleasurable emotional state resulting
from the appraisal of one’s’ job satisfaction is defined as “The UN pleasurable
emotional state resulting from the appraisal of one’s’ job values (or) as entailing
disvalues “However, both satisfaction and dissatisfaction were, seen as “a function
of the perceived relationship between on perceives it as offering (or) entailing
JOB SATISFACTION AND WORKBEHAVIOUR
Job satisfaction is an integral part of organisational health and important elements in
industrial
relation. The level of job satisfaction seems to have relation with various
aspects of work
behaviour such as accident, abstention, turnover and productivity.
Research studies have shown that satisfied employee cause fewer accidents.
Also satisfied

2
employees are more regular than unsatisfied employees. Less satisfied employees are
more likely
to quite their jobs than more satisfied employees.
It is generally assumed that satisfied employees are more productive but research
reveals no
relationship between job satisfaction and productivity. Some of the starting
conclusions of the 26
case studies done by their berg etc are:
1) In 14 cases workers with positive attitude were more productive and workers with
attitude
2) In 9 cases there was absolutely no conversation between job satisfaction and
productivity.
After various studies it was concluded that job satisfaction did not
necessarily imply high
performance.
THEORIES ON JOB SATISFACTION:
There are various theories about job satisfaction. Some of them are discussed.
Need Fulfillment Theory: This theory says that a person is satisfied when he gets from
his job what he wants. The more he wants something the more satisfied he would
be
when receives it. To put it differently “Job satisfaction will vary directly with the
extent
to which those needs of an individual which can be satisfied are actually satisfied”.
Victor.H.Vroom views satisfaction in terms of the positively Valued outcomes that
job
provides to a person.
The drawback of fulfilment theory is that satisfaction is a function of not
only what a
person receives but also what he feels he should receive. What may satisfy one
individual
may not satisfy the other due to different in his expectation.
Proceedings of the SIMS Annual Research
Conference, SIMSARC12
3
Equity Theory: - In This theory it is proposed that a person compares what he gets
with
what others are getting. If he feels he is getting what others are also getting, he
feels
satisfied. On the other hand if he feels that he is getting less than others, he is
dissatisfied.
Job satisfaction is thus a function of the degree to which job characteristics
meet the
desires of the reference group.
Equity theory takes into account not only the needs of an individual but also the
opinion
of the reference group to which the individual looks for guidance.
Herzberg’s two factors theory (hygiene theory)
Frederick Herzberg developed the theory called
“Two factor theory”.
The two factors are
1. Hygiene factors
2. Satisfiers
Hygiene factors are those factors whose absence causes dissatisfaction but their
presence in no
way increases satisfaction.
E.g.: pay, Company Policy, Supervision etc.
Satisfiers are those factors whose presence causes satisfaction but their absence does
not cause
dissatisfaction.
E.g.: Achievement, Recognition, Work itself etc.,
Many studies have revealed that the two-factor theory does not actually work. The
same factor
theory may serve ass a satisfier for one but a dissatisfier to another.
In present days of severe competition, Job satisfaction plays an important role in
deciding the
organization strengths. Job satisfaction is an integral part of organizational health and
important
4
elements in industrial relation. In the context of organization strength another
important term is
Proceedings of the SIMS Annual Research
Conference, SIMSARC12
“Labour turnover”. , i.e. the rate of change of workforce, of an organization.
High rates of
Labour turnover means more number of “Dissatisfied Employees “and it does not
well for the
organizations future.
The study well reveals the opinion of the employees towards the “Personnel
policy” of the
organization. The organization can change its policies to suit the needs of the
employees and
aims at improving the working and living conditions of employees, which would
lead to their
improved production and productivity, which in turn leads to improve profits and
survival of
business in present competitive market. The phase Job satisfaction means
the adoption of
measures to promote the physical, social psychological and general well
being of working
population.
To know whether an employee is satisfied or not, the usual method is to conduct a
survey among
the employees asking them about job content, salary, Training & Development,
Performance
Appraisal, Career development policies, Welfare facilities etc. Job
satisfaction level is
determined after giving the weightage to the opinion of the employees.
Human Resource Management is a managerial function to Recruit, select, train
and develop
members for an organisation.HRM is concerned with the people’s dimensions in
organisations.
5
HRM views people as an important source or asset to be used for the benefit of
organisation,
employees and society. No longer is manpower just one of the resource
in industries and
business; it is the most important of all resources. This is because manpower is
that resource
through which management wants to direct and control all other resources
like materials,
machine, money and others. The activities of HRM are- Human Resource Planning,
Jon Analysis
and Design, Recruitment and selection, Orientation and Placement, Training and
Development,
Performance Appraisal and Job Evaluation, Salary and wage administration,
Motivation and
Communication, Welfare, Safety and Health, Industrial Relations etc.
Human Resource Development is a function more concerned with the training and
development
of employees.
Organizations exist for people. They are made of the people, and there effectiveness
depends on
their behaviour and performance of the people constituting them. The
Human Resource
Proceedings of the SIMS Annual Research
Conference, SIMSARC12
Management is a crucial sub-system in the process of management.
Employee in Human
Resource Management is treated not only as economic man but also as social and
psychological
man
JOB SATISFACTION AND WORKBEHAVIOUR
Job satisfaction is an integral part of organisational health and important elements in
industrial

6
relation. The level of job satisfaction seems to have relation with various
aspects of work
behaviour such as accident, abstention, turnover and productivity.
Research studies have shown that satisfied employee cause fewer accidents.
Also satisfied
employees are more regular than unsatisfied employees. Less satisfied employees are
more likely
to quite their jobs than more satisfied employees.
It is generally assumed that satisfied employees are more productive but research
reveals no
relationship between job satisfaction and productivity. Some of the starting
conclusions of the 26
case studies done by their berg etc are:
1) In 14 cases workers with positive attitude were more productive and workers with
attitude
2) In 9 cases there was absolutely no conversation between job satisfaction and
productivity.
After various studies it was concluded that job satisfaction did not
necessarily imply high
performance.
THEORIES ON JOB SATISFACTION:
There are various theories about job satisfaction. Some of them are discussed.
Need Fulfillment Theory: This theory says that a person is satisfied when he gets from
his job what he wants. The more he wants something the more satisfied he would
be
when receives it. To put it differently “Job satisfaction will vary directly with the
extent
to which those needs of an individual which can be satisfied are actually satisfied”.
Victor.H.Vroom views satisfaction in terms of the positively Valued outcomes that
job
provides to a person.
The drawback of fulfilment theory is that satisfaction is a function of not
only what a
7
person receives but also what he feels he should receive. What may satisfy one
individual
may not satisfy the other due to different in his expectation.
Proceedings of the SIMS Annual Research
Conference, SIMSARC12
Equity Theory: - In This theory it is proposed that a person compares what he gets
with
what others are getting. If he feels he is getting what others are also getting, he
feels
satisfied. On the other hand if he feels that he is getting less than others, he is
dissatisfied.
Job satisfaction is thus a function of the degree to which job characteristics
meet the
desires of the reference group.
Equity theory takes into account not only the needs of an individual but also the
opinion
of the reference group to which the individual looks for guidance.
Herzberg’s two factors theory (hygiene theory)
Frederick Herzberg developed the theory called
“Two factor theory”.
The two factors are
1. Hygiene factors
2. Satisfiers
Hygiene factors are those factors whose absence causes dissatisfaction but their
presence in no
way increases satisfaction.
E.g.: pay, Company Policy, Supervision etc.
Satisfiers are those factors whose presence causes satisfaction but their absence does
not cause
dissatisfaction.
E.g.: Achievement, Recognition, Work itself etc.,
Many studies have revealed that the two-factor theory does not actually work. The
same factor
8
theory may serve ass a satisfier for one but a dissatisfier to another.
In present days of severe competition, Job satisfaction plays an important role in
deciding the
organization strengths. Job satisfaction is an integral part of organizational health and
important
elements in industrial relation. In the context of organization strength another
important term is
Proceedings of the SIMS Annual Research
Conference, SIMSARC12
“Labour turnover”. , i.e. the rate of change of workforce, of an organization.
High rates of
Labour turnover means more number of “Dissatisfied Employees “and it does not
well for the
organizations future.
The study well reveals the opinion of the employees towards the “Personnel
policy” of the
organization. The organization can change its policies to suit the needs of the
employees and
aims at improving the working and living conditions of employees, which would
lead to their
improved production and productivity, which in turn leads to improve profits and
survival of
business in present competitive market. The phase Job satisfaction means
the adoption of
measures to promote the physical, social psychological and general well
being of working
population.
To know whether an employee is satisfied or not, the usual method is to conduct a
survey among
the employees asking them about job content, salary, Training & Development,
Performance
Appraisal, Career development policies, Welfare facilities etc. Job
satisfaction level is
9
determined after giving the weightage to the opinion of the employees.
Human Resource Management is a managerial function to Recruit, select, train
and develop
members for an organisation.HRM is concerned with the people’s dimensions in
organisations.
HRM views people as an important source or asset to be used for the benefit of
organisation,
employees and society. No longer is manpower just one of the resource
in industries and
business; it is the most important of all resources. This is because manpower is
that resource
through which management wants to direct and control all other resources
like materials,
machine, money and others. The activities of HRM are- Human Resource Planning,
Jon Analysis
and Design, Recruitment and selection, Orientation and Placement, Training and
Development,
Performance Appraisal and Job Evaluation, Salary and wage administration,
Motivation and
Communication, Welfare, Safety and Health, Industrial Relations etc.
Human Resource Development is a function more concerned with the training and
development
of employees.
Organizations exist for people. They are made of the people, and there effectiveness
depends on
their behaviour and performance of the people constituting them. The
Human Resource
Proceedings of the SIMS Annual Research
Conference, SIMSARC12
Management is a crucial sub-system in the process of management.
Employee in Human
Resource Management is treated not only as economic man but also as social and
psychological
10
man

Employees are key stakeholders in the formation and development of the

organisation’s human and social capital and are a key source of knowledge and
support for the development and implementation of sustainable human resource
management (HRM). In the face of current challenges, the concept of HRM needs to
be redefined, with sustainable HRM being a more appropriate approach to actual
human resource management. Sustainable HRM’s aims is for long-term objectives
and results, with a focus on employee and environmental care, employee participation
and development, external partnership, flexibility, compliance with labor regulations,
cooperation between employees, equity, and equality, all without affecting
profitability. Among the main characteristics of sustainable HRM, the two core
characteristics—employee development and a combination of flexible working time
and new types of workspaces—are particularly important in terms of their impact on
the two main outcomes of sustainable HRM—job satisfaction and job performance.
The labor market is constantly changing, and the role of the employee is incredibly
important. When employees are able to choose their preferred working hours, they
tend to be more motivated and spend a longer period of time without changing jobs.
In recent years, this paradigm shift resulted in an increase in employee autonomy,
interruptions during work schedules to meet employee needs, employee participation
in decision making, workspace modelling, and increasing employee creativity and
productivity. Sustainable HR practices are largely influenced by the level of job
performance and satisfaction; therefore, in-depth knowledge of these factors is
essential in redefining HRM according to current needs. Work flexibility offers
employees a balance between their professional and personal lives, leading to job
satisfaction and high performance and an overall improvement of the organization as
a whole. Work flexibility is very important, and with digital advancements and
improved technology, employees are able to continue their work anywhere they wish,
provided they have an internet connection. Atypical job roles have become
significantly more common, especially characterized today by the restrictions caused
by the coronavirus crisis. Although full-time permanent employment represents most
of today’s workforce, the increasing prevalence of non-standardized forms of
employment has brought structural change to work patterns, most likely resulting in a
11
change to employee job satisfaction levels, providing information that could be
incredibly valuable to us. In Romania, promoting the law of teleworking transformed
labor flexibility into a topic of interest, becoming an increasingly essential condition
required for employment and a motivating factor for Romanian employees.

In such a context, this paper aims to investigate the link between employee
development and worktime and workspace flexibility as relevant characteristics of
sustainable HRM, job satisfaction, and job performance among Romanian employees
in order to identify how to redesign HRM in the face of ‘future work’ challenges.
Furthermore, the paper aims to examine the impact of different types of flexible
contracts, functional, working hours, and workspace flexibility in order to highlight
the relevance of employee development and employee flexibility as important aspects
of sustainable HRM in increasing the overall level of employee job satisfaction.
Could different forms of work flexibility lead to an increase in job satisfaction and job
performance? This is the main question of our research. In attempting to answer to
this question, the empirical analysis will be structured on three levels. On the first
level, we will examine the main characteristics of both job satisfaction and work
flexibility among Romanian employees, highlighting the impact of new forms of
workspace flexibility on job performance, job satisfaction, personal time and space
management, level of comfort, level of organizational performance, level of personal
and professional relationships, level of professional development, and the overall
level of work motivation. First, we will investigate the key differences regarding the
main forms of work flexibility among Romanian employees, focusing particularly on
contractual flexibility, working time flexibility, functional flexibility, and workspace
flexibility. Second, we will identify the main determinants of work flexibility for
Romanian employees and build a composite flexibility indicator using the results
from the multiple correspondence analysis (MCA). Finally, we will investigate both
the potential impact of the composite flexibility indicator and the impact of individual
flexibility forms on the overall level of job satisfaction of Romanian employees using
the binary logistic regression model, revealing its main implications for achieving the
desideratum of sustainable HRM. This paper contributes to the sustainable HRM
literature in several ways. First, it analyses the impact of two important characteristics
of sustainable HRM employee development and worktime and workspace flexibility,
12
grounded in an evidence-based approach on two major outcomes of sustainable HRM
(job satisfaction and job performance), contributing to the diminution of the gap in
scientific knowledge especially at a national level. Second, the paper offers a first
attempt at investigating the impact of the new forms of workspaces on job
performance, job satisfaction, personal time and space management, level of comfort,
level of organizational performance, level of personal and professional relationships,
level of professional development, and the overall level of work motivation. This is
particularly important when taking into account the restrictions regarding social
distancing in the context of the current health crisis. Third, the paper considers a
multi-dimensional approach of work flexibility from the perspective of working time
and workspaces as well as employee development, which is considered to be an
important characteristic of sustainable HRM. Fourth, the paper provides, to our
knowledge, a first composite measure of work flexibility seen from different angles at
an individual level that offers a global view of the main elements of flexibility present
within Romanian organizations. Furthermore, the paper analyzes how this synthetic
measure impacts employee job satisfaction as an important outcome of sustainable
HRM, thus highlighting the way in which the HRM needs to be redesigned. The paper
is organized in the following sections. Section 1 represents the introduction,
highlighting the relevance of the topic and the main aim of our research. Section 2,
the literature review has been organized into four main sub-sections and starts with an
introductory section on sustainable HRM presenting the main conclusions from the
literature regarding job satisfaction, work flexibility, and sustainable HRM and a short
presentation of the particularities of work flexibility in times of crisis. Sections 2.2–
2.4 present the most relevant conclusions from literature regarding the relationship
between work flexibility and job satisfaction, work flexibility and job performance, as
well as work flexibility and a combination of the two. Section 3 is dedicated to the
presentation of survey design, some theoretical considerations, the methodology, and
the data

Section 4 is dedicated to empirical results and it is divided into seven sub-sections.

The first is dedicated to the presentation of a profile of Romanian employees profile,
while the next two present the main characteristics of job satisfaction and work
flexibility among Romanian employees. Analysis of the impact of new forms of
13
workspace flexibility on job satisfaction, job performance, personal time and space
management, level of comfort, level of organizational performance, level of personal
and professional relationships, level of professional development, and the overall
level of work motivation. Section 4.5 presents the main differences among Romanian
employees regarding different forms of work flexibility, and Section 4.6 is dedicated
exclusively to the development of a composite indicator of Romanian employee
flexibility using multiple correspondence analysis. The last sub-section tries to
respond to the following question, “Does flexible working increase job satisfaction?”
to capture the impact of both the flexibility composite indicator and the individual
forms of work flexibility on job satisfaction using the binomial logistic regression
models emphasizing the main implications for achieving sustainable HRM
desideratum. The paper ends with main conclusions and policy implications, which
are considered fundamental in the process of redesigning HRM in the face of “future
work” challenges.

This thesis aims at identifying the impact of work satisfaction on the level of
organizational commitment in the Libyan Telecom Company. The subject of
organizational commitment is one of the most important issues to be addressed when
it comes to the employees of NGOs. The problem of this study lies in the lack of
clarity and awareness in the front of employees about the important of job satisfaction
and its relation on their productivity, performance and their loyalty. Despite the
importance of job satisfaction on organizational commitment, however, many
organizations do not pay sufficient attention to this issue due to the lack of awareness
of the senior management in these organizations of its importance and its impact on
the behavior and performance of workers.

The exploratory research type is used in this research. This approach focused on
finding new solutions or insights to specific problem depending on the study results,
the descriptive study uses to explore accurate information of people, cases, or
situations, and the explanatory study explains the relationship between the variables
of study. The results of study have shown that inadequate applications are among the
main reasons of lack organizational commitment of employees. Satisfaction with
14
work, satisfaction with pay and incentives, satisfaction with opportunities for
growth, progress and career advancement, satisfaction with the style of leadership
and supervision, satisfaction with the work group and social relations between
employees, and satisfaction with work conditions such as safety, healthy and stability,
all these factors have shown very significant impact on the level of organizational
commitment. Therefore the management of any organizations should consider these
factors and giver serious attention to improve their application, due to their positive
impact on the organizational commitment.

Keywords: Libyan Telecom Company, Organizational Commitment, Work

Satisfaction,
Employees Performance, Promoting System The dissertation work our MBA is an
important part of an our curriculum. This study aimed at creating an opportunity for
students to do an in- depth study and analysis of a problem. It would enable me to get
a practical exposure and real time feel of various aspect of me, topic and also to relate
this with concepts and theories studied in the class room.Kotak Mahindra Bank.
Group is one of the leading manufactures of the textile and product under the brand
name Kotak Mahindra Bank based at Hyderabad are facing high level of competition
in the market. I got an opportunity to undertake the project work in one of the topic ”
A Study on employee motivation used on the employee of Kotak Mahindra Bank ,
Hyderabad“. This study help me to understand more about an employee motivation by
Kotak Mahindra Bank and also the workers attitudes towards this one by analyzing
different secondary data.

15
NEED FOR STUDY
Job satisfaction has a positive impact on productivity, presence and performance of
employees. Satisfied workers like to perform more willing and happily, which
increases the productivity.
 Job satisfaction induces employees to remain with the organization.
 The behavior of an employee is improved when he works with satisfaction.
 Job satisfaction is seen more in higher levels of employees with increase in
productivity and performance.
 Job satisfaction is visible in the lower cadre of employees also. The turnover
is increased with satisfied employees and satisfied sales force.
 Market conditions jobs opportunities, length of work tenures, promotional
policies along with satisfied sales force will increase sales.

16
 CHAPTER-II
REVIEW OF LITERATURE

17
Job satisfaction represents a combination of positive or negative feelings that workers have
towards their work. Meanwhile, when a worker employed in a business organization, brings with it the
needs, desires and experiences which determinates expectations that he has dismissed. Job satisfaction
represents the extent to which expectations are and match the real awards. Job satisfaction is closely
linked to that individual's behaviour in the work place (Davis et al.,1985).

Job satisfaction is a worker’s sense of achievement and sucess on the job. It is generally perceived
to be directly linked to productitivty as well as to personal well-being. Job satisfaction implies
doing a job one enjoys, doing it well and being rewarded for one’s efforts. Job satisfaction further
implies enthusiasm and happiness with one’s work. Job satisfaction is the key ingridient that leads to
recognition, income, promotion, and the achevement of other goals that lead to a feeling of fullfillment
(Kaliski,2007).

Job satisfaction can be defined also as the extent to wich a worker is content with the rewards he or she
gets out of his ore her job,particulary in terms of intrinsic motivacion (Statt, 2004).

The term job satisfactions refers to the attituted and feelings people have about their work.
Positive and favorable attitudes towards the job indicate job satisfaction. Negative and unfavorable
attitudes towards thejob indicate job dissatisfaction (Armstrong, 2006).

Job satisfaction is the collection of feeling and beliefs that people have about their current job.
People’s levels of degrees of job satisfaction can range from extreme satisfaction to extreme
dissatisfaction. In addition to having attitudes about their jobs as a whole. People also can have
attitudes about various aspects of their jobs such as the kind of work they do, their coworkers,
supervisors or suborinates and their pay (George etal., 2008).

Job satisfaction is a complex and multifaceted concept wich can mean different things to different
people. Job satisfaction is usually linked with motivation, but the nature of this relationship is not clear.
Satisfaction is not the same as motivaton. Job satisfaction is more of an attitude, an internal state. It
could,for example,be associated with a personal feeling of achievement, either quantitative or
kualitative (Mullins, 2005).

We consider that job satisfaction represents a feeling that appears as a result of the perception that
the jobenables the material and psychological needs (Aziri, 2008).

18
The proponderance of research evidence indicates that there is no strong linkage between
satisfaction and productivity. For example a comprehesive meta-analysis of the research literature
finds only a.17 best- estimate correlation between job satisfaction and productivity . Satisfied workers
will not necessearily be the highest producers. There are many possible moderating variables , the most
important of which seems to be rewards. If people receive rewards they feel are equitable , they will
be satisfies and this is likely to result in greater performance effort. Also, recent research evidence
indicates that satisfaction may not necessarily lead to individual performance improvement but
does lead to departamental and organizational level improvements. Finally there is still
considerable debate weather satisfaction leads to performance or performance leads to
satisfaction (Luthans, 1998).

Employee loyalty is one of the most significant factors that human resource managers in particular
must have in mind. Employee loyalty os usualy measured with the Loyalty Questonaire and can cause
serious negative consequences when not in a high level.

Usualy three typs of employee loyalty are considered: affective loyalty, normative loyalty and
continuity loyalty. Affective loyalty has do with the cases when an employee feels an emotional
connection to the company, normative loyalty is a sort of loyalty that appears in cases when the
employee feels like he ows something to the comapny and continuity loyalty comes as a result of
the fact that the employee does not have an opportunity to find a job somewhere else.

Research conducted by Vanderberg and Lance (1992) during wich they surveyed 100
profesionists in the information services for five months showd a strong relations between job
satisfaction and employee loyalty. Their research proved that the higher the degree of job satisfaction
the higher is the level of employee loyalty. Employee abstenteism causes serious aditional costs
forcompanies, therefore managers are in permanent persue of ways how to decrease and reduce it to
its minimum. Probabbly, the best way o reduvce ameployee abstenteism would be through a increase
in the level of employee satisfaction. The main idea behind this approach is that the higher the
degree of job satisfaction is the lower employee abstenteism should be.

Even though the effects are modest the fact that job satisfaction contributes to decreasing the level
of employee abstenteism remaines. So satisfaction is worth payng attention to , especially since it is
potentially under your control – unlike some of the other causes of abstenteism (e.g. illness,
accidents). But aswe said circumstances caan alter this equation. As a manager you could be
implicitly encouraging absteenteism by inforcing company policies. If people are paid for sick
19
days, and if they must be “used or lost” this is pretty strong encouragement for employees to be
absent. In other words, you’ve helped create a culture of absteenteism that can overcome the
“satisfaction” effect. (Sweney and McFarlin, 2005)

When satisfaction is high, abstenteeism tends to be low; when satisfaction is low, abstenteeism
tends to be high. However as with the other relationships with satisfaction, there are moderating
variables such as the degree to wich people feel their jobs are important. Additionally, it is
important to remember that while highjob satisfaction will not necessarily result in low abenteeism,
low job satisfaction is likely to bring about highabsenteeism.

20
 CHAPTER-III
RESEARCH METHODOLOGY

21
RESEARCH METHODOLOGY
Discuss the research design, research problems, scope and significance of the study,
sources of data, questionnaire, sample design, statistical techniques used and
limitations of the study.
Research design: A research design is an arrangement of conditions for collection
and analysis of data in a manner that aims to combine relevance to the research. It is
the conceptual structure within which research is conducted and it constitutes the
blueprint for the collection, measurement and analysis of data. It includes an outline
of what the researcher will do from within the hypothesis and its operational
implications to the final analysis of data. The research design used for the study is
descriptive design. Descriptive research design includes surveys and fact finding
enquires of different kinds. The major purpose of descriptive research is description
of the state of affairs, as it exists at present.

Data analysis: The primary data and secondary data collected are analyzed and are
shown in the form of bar diagram.

DATA MANAGEMENT
Source of data: The relevant data has been collected from the primary sources and
secondary sources.
Primary Data
The primary data is collected by a questionnaire from the employees. For this purpose
of data collection, the questionnaire was circulated among the employees to collect
information.
Secondary Data
The secondary data is collected by news paper, company journals, magazines,
websites etc.

Questionnaire administration
The survey is intended to secure one or more information from sample of respondents
or informants representative of employees.Though performance management system
is wide concept, only a few aspects were taken into consideration. The type of
questionnaire used in this research is close ended by using convenience sampling
22
technique. A four point scale “strongly agree to strongly disagree” was used for this
purpose.
POPULATION
For the purpose of this study 100 population is used .
SAMPLE SIZE
A sample of 100 respondents was taken using random sampling. The researcher
contacted the executive personally and brief summary of the nature of the study and
details in the questionnaire were narrated to them.

STATISTICAL TOOLS
The researcher has used mainly statistical tools to analysis the data and draw
Interpretation. Bar Analysis In this project bar test was used. This is an analysis of
technique which analyzed the stated data in the project. It analysis the assumed data
and calculated in the study. The bar test is an important test amongst the several tests
of significant developed by statistical. Weighted Average Method Tabulation,
diagram and percentage were also used to make the study more valid, reliable and
understandable.
PERIOD OF STUDY
The present study had been undertaken for period of 45days, in which it had divided
into three stages as such. Stage I is of research problem and collection the literature of
the topic chosen. Stage II is of analysis and interpretations by using different
statistical tools. Stage III is of findings and recommendations.
Study Instrument
The Study Instrument used in the study for data collection is the Questionnaire. It
contains 20 Questions and 1 suggestion if any from the employees.
 What type of scale is needed in the Study?
A Rating Scale is used in the study where the associates rate an object without making
a direct comparison with another object. The choice of the Rating Scale is made
depending on the properties generated by each scale. The scale is a unit -dimensional
scale. It measures only one attribute of an associate at a time. It is a 4-point Rating
Scale with almost 2-3 favorable choices and 1-2

23
Unfavorable choices. The rating scale of most of the questions is a Forced Choice
Rating Scale which requires the associates to select one of the offered alternatives.
But for some questions where a majority of the associates are undecided, the scale is
an Unforced Choice rating Scale which provides the associates with an opportunity to
express No Opinion when they are unable to make a choice.

24
OBJECTIVES OF THE STUDY
Broad Objective
To study the overall job satisfaction of employees in HDFC , Hyderabad branch.
Specific Objectives
 To know the level of job satisfaction among employees in the Organization.
 To examine the factors that influence job satisfaction of employees in the
organization
 To give amicable and practical suggestions to improve job satisfaction of
employees.
 To know the relationship among the employees in the organization

25
LIMITATIONS OF THE STUDY
 The study limited to HDFC , Hyderabad branch.
 The study is limited to 45 days only.
 Employees are not interested to answer the forms, but we convinced them for
answering.
 Employees took many days to fill the questionnaire.
 The Employees name is mentioned in the questionnaire for collection of the
forms. They feel that there may be any (negative) draw back to them if they
gave the information negatively.
 The sample size being restricted to 60 only
 Short time period: The time period for carrying out the research was short as
a result of which many facts have been left unexplored.

 Lack of resources: Lack of time and other resources as it was not possible to
conduct survey at large level.

 Small no. of respondents: Only 20 employees have been chosen which is a

small number, to represent whole of the population.

 Unwillingness of respondents: While collection of the data many consumers

were unwilling to fill the questionnaire. Respondents were having a feeling of
wastage of time for them.

 Small area for research: The area for study was Kaithal, which is quite a
small area to judge job satisfaction level.


26
 CHAPTER – IV
THEORETICAL FRAMEWORK

27
 REVIEW OF LITERATURE
The Job Satisfaction is an important and widely discussed research topic in almost
all the fields. Since the rise of the human relations movement in industry in the
thirties and forties, Job Satisfaction has become a major focus of research. Many
researchers have focussed on Job Satisfaction ever since the revelations made by the
Hawthorne high-lightings, and its importance in effective human relations leading to
Organizational effectiveness.
Review of literature is the most important aspect in any research work. It is a
measure, stating the recent output on a particular area of research and organised in
a helpful sequence to strengthen the present research techniques. The main
objective of the review of literature is to understand the research activities that
have taken place in a particular discipline in general and the area of research in
particular. As the present study is aimed at Job Satisfaction in public libraries of
Andhra Pradesh, all the relevant literature available was reviewed and presented.
The contribution of academicians, information scientists, research scholars and
library professionals on this topic in various dimensions has yielded invaluable
set of research output. The research publications with bearing on the thesis of
present study over a period from 1970 to 2012 are covered and reviewed. This
review provided a finer perspective on the present area of research i.e. Job
Satisfaction in Public Libraries.

Maslow’s hierarchy of needs is one of the prominent motivation theory that laid the
foundation for job satisfaction theory. This theory explains that people seek to satisfy
five specific needs in life – physiological needs, safety needs, social needs, self-
esteem needs, and self-actualization. In this theory it states that the lower needs must
be met before the others can be achieved (Robbins and Coulter, 2007) . This model
served as a good basis from which early researchers could develop job satisfaction
theories. 2.2.2 Herzberg’s Two Factor Theory Herzberg developed one of the earliest
theories relating to job satisfaction in the 1950s. The Two-Factor Theory, also known
as Motivator– Hygiene Theory, emphasizes that there are factors in the workplace that
create satisfaction referred as motivators and those which lead to dissatisfaction if

28
they are not present or hygiene factors (Hackman, Oldham, 1976). There are four
motivators in the theory: achievement, recognition,

responsibility, and advancement. There are five hygiene factors: monetary rewards,
competent supervision, policy and administration, working conditions and peer
relationship. The implication of the theory is that satisfaction and dissatisfaction are
not opposite ends of the same scale and that job satisfaction may merely be an
absence of job dissatisfaction (Robbins and Judge, 2007). Herzberg argues that it is
necessary to have hygiene factors at an acceptable level simply to reach a neutral
feeling about the job. The theory is simple and supports the argument that manager
should take effort on improving hygiene factor from the workplace and also
emphasize on motivation factor to develop the right people on the job. 2.2.3 Affect
Theory The Locke’s Range Affect Theory was developed in 1976, it is considered as
one the most famous job satisfaction models and is used by many researchers. The
main premise of this theory is that satisfaction is determined by a discrepancy
between what one wants in a job and what one has in a job. This theory also states
that how much one values a given facet of work moderates the satisfaction one
achieves when expectations are met. Conversly, dissatisfaction occurs when
expectations are not met.

Veldhoven 2009). These long work hours may be indicative of a strong commitment
by clergy to their congregations and community. Personal dedication, investment in
one‟s job, and commitment increase job satisfaction in clergy and religious order
workers (Wittberg 1993). Anecdotal accounts can certainly verify this commitment,
and it is something clergy have in common with firefighters (Lee & Olshfski 2002).
Uncertainty of job expectations, volume of work, incompatibility of expectations, and
work-family conflict increase emotional exhaustion, and uncertainty of expectations
decreases job satisfaction (Hang-yue, Foley, & Loi 2005). Influence within the church
(Wildhagen, Mueller & Wang 2005) and authority (Miner, Sterland, & Dowson 2006)
also seem to relate to job satisfaction. This sense of control in the workplace also
contributes to job satisfaction in firefighters (Lourel, Abdellaoui, Chevaleyre, Paltrier
& Gana 2008), and autonomy was related to decreased emotional exhaustion in those
doing people work (Daalen, et al. 2009). Nelsen and Everett (1976) suggest the
29
members‟ willingness to be taught is related to job satisfaction, and it has been shown
that a feeling of frustration when teaching contributes to low job satisfaction in
special education teachers (Stempien & Loeb 2002). Mental Health, Religion &
Culture has a special issue dedicated to clergy burnout (January 2007.)

Lewis, Turton and Francis (2007) introduce the issue with a summary of its contents,
which may be a helpful resource. All studies included in the issue use the Maslach
Burnout Inventory, which seems to be a helpful tool. Within this issue, Miner (2007a)
reports that ministers experience stress in their first year related to their relationships
with family and friends, including marital stress, and related to ministry expectations,
conflicts, and loss of people in the church. Miner (2007b) also reports that openness to
change of beliefs may contribute to burnout.

It is suggested that theological students are encouraged not only to explore their
beliefs but also to integrate them before they enter the ministry. Doolittle (2007)
discusses coping strategies and finds that planning, acceptance and positive reframing
relate to increased personal accomplishment while self-blame, disengagement,
distraction and denial relate to increased emotional exhaustion. A higher spirituality
score, however, is also correlated with higher emotional exhaustion and personal
accomplishment, suggesting that clergy satisfaction is complicated and that emotional
exhaustion may not mean dissatisfaction.

Doolittle also finds evidence to support the need for clergy to maintain healthy
boundaries. A study by Randall (2007) suggests that younger clergy experience more
burnout. Family stress certainly contributes to job satisfaction (Hang-yue et al. 2005).
Marital discord and more children are related to decreased job satisfaction (Rogers &
May, 2003). Relocation, which is particularly relevant to United Methodist clergy,
may contribute to marital discord, especially when there are children involved. Wives
feel more stress than their clergy husbands when relocating, dealing especially with
their own and their children‟s sense of loss and loneliness when leaving their social
network (Frame & Shehan, 1994). Clergy generally express excitement about a move
while spouses express concern over the financial burden, changing schools for the
children, and loss of friends as well as lack of support from the clergy spouse. Both
30
clergy and their wives see a need for more and better family-oriented support services
from the denomination, but wives reported this in significantly higher levels (Morris
& Blanton 1995). A study of physicians, who tend to work more than 40 hours per
week as clergy do, also points to family issues relating to job stress (Rovik et al.
2007). Number of children was shown to relate to increased job stress, and spousal
support was shown to relate to decreased job stress. It may be assumed that female
clergy have lower satisfaction than do male clergy due to lower pay and respect and
more family stress.

A gender paradox is found within work satisfaction and clergy, however, and female
clergy are generally as satisfied or more satisfied than are their male counterparts
despite perceiving the system as unjust, receiving less pay, having fewer opportunities
for advancement, and having smaller churches with smaller budgets (McDuff 2001).

While research on emotional exhaustion and burnout among clergy may seem to
abound, other reports suggest that job satisfaction and desirability of the profession
remains high. One study shows clergy are generally satisfied with their profession and
that the perception of “result awareness” and a feeling of performing significant work
contribute to this satisfaction (Zondag 2004). Clergy were even among those
considering their organizations to produce the least amount of stress, along with
hospice workers and pastoral care providers (Csiernik & Adams 2002). Important
resources for clergy may be a support network of friends and colleagues (Daalen et al,
2009), spousal support (Rogers & May, 2003), and encouragement from their
congregations (Wildhagen et al. 2005; McDuff 2001). Increased age has also been
found to be related to increased job satisfaction (Randall 2007; Mitchell 1967),
pointing to a need for resources for younger clergy

This theory examines motives through the perception of what a person believes will
happen based on anticipated rewards and costs. The theory uses three factors which
are expectancy, instrumentality and valence that influence motivation. He argues that
work motivation is determined by individual beliefs regarding effort / performance
relationships and work outcomes. In short, the expectancy theory is the perceived

31
value of a reward for accomplishing a goal. If the person expects the reward to be
good / high, then maximum effort would be given. Likewise if the expected reward is
poor / low, then minimal effort would be shown.

Therefore, when the reward seemed undesirable, it may lead to job dissatisfaction. 2.3
Previous Literature Review of Job Satisfaction Tahir (2000) examined the overall job
satisfaction among RMAF air traffic controller. The aim of the research was to gauge
the level of job satisfaction among military air traffic controller with major objectives
of analyzing the main factors that affect their job satisfaction and to determine the
overall ranking of the factor, in term of importance and contribution to the level of job
satisfaction. This exploratory study was based on analytical framework and model of
Barnowe, Mangione and Quinn (1972). The study used a non experimental and
quantitative design using survey questionnaire of 93 military air traffic controller as
well as interviews with policy makers in the RMAF. The independent variables based
on work environment were relationship with the job, superior-subordinate
relationship, relationship with peer, economic rewards, organization climate and off-
the-job rewards. The demographic characteristics were also used as independent
variable. The dependent variable was overall job satisfaction.

Tahir found that majority (92.4%) of the air traffic controllers were satisfied with their
job. Economic rewards and relationship with peer were significantly related to job
satisfaction. In demographic expects, those controllers who are relatively younger,
lower rank, holding junior appointments, less qualified and newer in service have low
satisfaction level in their relationship with peers. Similarly, older controllers with
higher rank, holding senior appointment with better qualification and longer job
tenure have low satisfaction on economic rewards. He also found poor promotion
prospect has contributed significantly to lower satisfaction among the air traffic
controllers. Based on the results of the study, he suggested that more sports and social
activities could be conducted to improve the peer relationship among the junior
controller. As for the senior controllers, he suggested that RMAF should review the
promotion system to enhance job satisfaction among them.

32
Another study by Ellickson (2002) examined the determinants of job satisfaction of
municipal government of employees in USA. The aim of the research was to enhance
the knowledge of the determinants of job satisfaction among municipal government
employees as this organization has long been neglected in the job satisfaction
literature. This exploratory study was based on environmental factors and personal
characteristics associated with job satisfaction. In the environment factors they
included 11 variables: equipment and resources, physical work space, safe work
environment, training, workload, departmental esprit de corps, pay, benefits,
promotional opportunities, performance appraisal, and supervision.

Whereby, in the personality’s characteristics the demographic information regarding

employee gender, age, and job level to reflect whether respondent is supervisory or
nonsupervisory position. The study used a non experimental and quantitative design
survey questionnaire. The questionnaire was designed to assess employee perceptions
about 11 different aspects of the workplace and 3 personal attributes on overall job
satisfaction. The research participants were asked to respond to survey questions on
workplace using a 5 point Likert-type scale that ranged from 1 = "strongly agree" to 5
= "strongly disagree" or 1 = "very satisfied" to 5 = "very dissatisfied," The measure of
overall job satisfaction was using single item construct on the following question
"What is your level of overall satisfaction with your job?" The data were collected
from 1,227 fulltime municipal employees representing 18 departments and serving an
area population of approximately 200,000 in the mid-west region of the United States,
The survey was conducted in 1999, and the overall response rate was 91 percent. The
reliability of the questionnaire was assessed by Cronbach's alpha, which yielded a
reliability coefficient of .81.

The analysis revealed that 9 out of the 11 environmental variables tested were
statistically significant factors of job satisfaction. The factors on adequate physical
work space and a safe work environment did not reach a level of statistical
significance. The departmental pride clearly emerged as the most powerful
determinant of variation in overall job satisfaction among municipal employees.
Aside from departmental pride, promotional opportunities, pay benefit were among
the model's most important predictors of job satisfaction. The strength of these three
33
factors lends strong support to the importance of extrinsic rewards in the development
of municipal employee job satisfaction. In contrast, only one of three personal
attributes tested emerged as a significant predictor of job satisfaction, although
gender's impact was successfully stated in the null. Price (2002) also looked at the job
satisfaction of registered nurses and the factors that led to satisfaction or
dissatisfaction in the acute adult hospital in USA.

Price’s study had a quantitative, descriptive design and was based on the theoretical
framework of Maslow’s need hierarchy theory. He used a systematic sampling design
to select 175 of the 351 nurses in the same field across the country. The questionnaire
used in Price’s (2002) study to measure nurse satisfaction was the Mueller McCloskey
Nurses Satisfaction Scale (MMSS).

It is a Likert scale ranging from 1 (very dissatisfied) to 5 (very satisfied) and it has
been found to be both valid and reliable with a correlation coefficient of 0.89. The
MMSS had eight subscales that included satisfaction with extrinsic rewards,
scheduling, balance of family and work, co-workers, interaction opportunities,
professional opportunities, praise and recognition, and controls and responsibility.
The results of the study showed that 58% of the participants were generally satisfied
with their job and 42% were either dissatisfied or undecided.

According to the mean scores of the eight subscales on the MMSS, co-workers (3.8)
and extrinsic rewards (3.5) were rated the highest in relation to satisfaction and
professional opportunities (2.6) and control and responsibility (2.7) were rated the
lowest. It was also found that the most satisfied nurses were working part-time,
between 51 and 60 years old, and had been working in post for 7-10 years. The most
dissatisfied nurses were working full-time, between 31 and 40 years old, and had been
working in post for 3-4 years. The results of this study emphasized the relationships
between coworkers and employment benefits as disssatisfiers along with low levels of
perceived autonomy and professional opportunities as satisfiers.

34
Most other factors of dissatisfaction were related to the amount of encouragement,
feedback, and recognition that is received from administration and the nurse’s
opportunities to participate in decision-making. All of these aspects of dissatisfaction
could be changed at the administrative and managerial levels to increase the nurses’
satisfaction. Castillo and Cano (2004) examined the factors explaining job satisfaction
among faculty at the College of Food, Agricultural, and Environmental Sciences at
The Ohio State University, USA. The purpose of the study was to describe the amount
of variance in faculty member’s overall level of job satisfaction explained by
Herzberg, Mausner, Snyderman (1959) job motivator and hygiene factors.
Additionally, the study sought to investigate the suitability of a one-item versus a
multi-item measure of overall job satisfaction. The independent variables were salary,
supervision, policy and administration, peer relationship, work conditions of hygiene
factor and work itself, advancement, achievement, recognition and responsibility of
motivation factor. The dependent variable was overall job satisfaction. The study
used a quantitative survey of 172 members of faculty. The questionnaire consisted of
three parts: the Job Satisfaction Index, Wood (1973) Faculty Satisfaction /
Dissatisfaction Scale, and demographic characteristics. Part I of the instrument
contained the Job Satisfaction Index. The Job Satisfaction Index considered all facets
of the job when measuring job satisfaction, utilizing an 18-item, five-point Likert type
scale, with responses ranging from 1 (strongly disagree) to 5 (strongly agree). Part II
of the questionnaire consisted of Wood (1973)

Faculty Satisfaction/ Dissatisfaction Scale, as modified by the researcher, to measure

the Herzberg et al, motivator-hygiene factors. Wood’s instrument consisted of a 79-
item sixpoint Likert type scale with responses varying from 1 (very dissatisfied) to 6
(very satisfied). Part II also contained a one-item overall job satisfaction measure
which read, “Considering all aspects of my job, my overall level of job satisfaction
is…” Part III of the questionnaire consisted of questions pertaining to the
demographic characteristics. The finding reviewed that the faculty members were
generally satisfied with their jobs. However, female faculty members were less
satisfied than male faculty members. The factor “work itself” was the most motivating
aspect for faculty. The least motivating aspect was “working conditions.” The
demographic characteristics were negligibly related to overall job satisfaction.
35
All of the job motivator and hygiene factors were moderately or substantially related
to overall job satisfaction. The factors “recognition,” “supervision,” and
“relationships” explained the variability among faculty members’ overall level of job
satisfaction. The one-item measure of overall job satisfaction was not different from a
multi-item measure of overall job satisfaction. The findings imply that faculty
members were most satisfied with the content of their job and least satisfied with the
context in which their job was performed. The individual department administrators
should conduct a job analysis for each position and seek innovative ways to enhance
the work faculty members actually perform. Conversely, the environment in which
faculty member’s work is performed should be reviewed to improve the context. A
different study was done by Scott, Swortzel and Taylor (2005) to determine how
demographic factors were related to the level of job satisfaction of Extension agents
in Mississippi. They believed that demographic variables should be considered to
thoroughly understand the possible factors that lead to job satisfaction and
dissatisfaction.

Their study follow a descriptive correlational design based on Hackman and Oldham
(1980) theory that describes a job characteristic which is an attribute of a job that
creates conditions for high work motivation, satisfaction and performance. The study
used questionnaire survey of a modified version of the Job Diagnostic Survey (JDI)
developed by Hackman and Oldham (1980), consists of two sections of job
satisfaction construct, namely personal satisfaction and context satisfaction. The
questions asked in the personal satisfaction construct relates to internal work
motivation, growth satisfaction, and general satisfaction. Whereby, job security, pay,
co-worker relations and supervision were used to measure context satisfaction. The
sub scales of demographic characteristics used in the study were gender, age, race,
marital status, education level, previous position and current position held by
Extension agents.

REVIEWS ON JOB SATISFACTION IN GENERAL

Mira Singh and Pestonjee1 (1990), hypothesized that Job Satisfaction is
influenced by the levels of Occupation, Job involvement and Participation. The
sample for the study consisted of 250 officers and 250 clerical cadres belonging to
36
a Nationalised bank in Western India. The study confirmed the hypothesis and it
was found that Job Satisfaction of the Bank employees was positively affected by
the Occupational level, Job involvement and participation.

Balgir2 (1991) attempted to understand hygiene-motivational factors as postulated

by Hergeberg based on their need priorities that dominate the minds of Indian
Managers while continuing service in their respective Organisations. The results
revealed that Job Satisfaction, Salary, Job Security, better chances of promotion,
happy Personal life, high Position and friendly social circle are some of the
motivating factors in that order which strongly influence Indian Mangers.

Mathew3(1991) tested the relationship between Satisfaction and Organisational

commitment with a Non-recursive model that permitted the simultaneous
examination of the influence of satisfaction on commitment and the influence of
commitment on satisfaction. The study highlighted that the two variables were
reciprocally related but that the influence of satisfaction on commitment was
stronger.
Mehra and Mishra4 (1991) in their study explored the potential moderator effect of
mental health on the Intrinsic Job Satisfaction-Occupational stress relationship. The
study was conducted on 250 blue collar industrial workers of UPTRON India Ltd.
The findings of the study showed that mental health has a moderating effect on the
Intrinsic Job Satisfaction-Occupational stress relationship.

Dhar and Jain5 (1992) carried out an investigation amongst academicians. The
investigation explored the nature of relationship between Job Satisfaction, Job
Involvement, Age and Length of service. An important finding of the study was that
Job Involvement and Job Satisfaction are positive correlates which imply that
involvement in Job increases Job Satisfaction and vice-versa.
Syeed6 (1992), made an endeavour to determine the relationship between employee
Job Satisfaction and Organisational effectiveness. The sample for the study consisted
of 44 supervisors of a public sector undertaking which was randomly drawn from a
single unit of the Company. The main objective of the study was to relate
satisfaction with Organisational effectiveness along with personal attributes such as
37
age, education, pay, length of service etc. the study revealed that Job satisfaction
facets had more explanatory power than the personal attributes of respondents. It was
clear from the study that the Organisation through its human resource development
policies and practices created better environment for employees, resulting in greater
satisfaction which in turn enhanced Organisational effectiveness.
Rama Devi7 (1997) conducted a study on faculty Job Satisfaction and their views
on management of the two universities in Andhra Pradesh. The sample consisting
of 200 teaching faculty and 100 members were selected randomly from each
university and the attempt was made to measure Job Satisfaction of the faculty in
universities of Andhra Pradesh. The study found that the factors such as freedom
in job, scope for self-improvement, income and job security were causing
satisfaction while bureaucratic rules, no recognition for work and routine work
were causing dissatisfaction to them.

Sarri and Judges’8 (2004), article provided greater understanding of the research on
employee’s attitudes and Job Satisfaction. The article identified three gaps between
Human resource practice and the scientific research in the area of employee attitudes
in general and the most focal employee attitude in particular –Job satisfaction: the
causes of employee attitudes, the result of positive or negative job satisfaction and
how to measure and influence employee attitudes. Suggestions for practitioners are
provided on how to close the gaps in knowledge and for evaluating implemented
practices.

38
 CHAPTER-V
INDUSTRY PROFILE
&
COMPANY PROFILE
 INDUSTRY PROFILE

Evolution

Indian Stock Markets are one of the oldest in Asia. Its history dates back to nearly 200
years ago. The earliest records of security dealings in India are meager and obscure. The
East India Company was the dominant institution in those days and business in its loan
securities used to be transacted towards the close of the eighteenth century.
By 1830's business on corporate stocks and shares in Bank and Cotton presses took
place in Bombay. Though the trading list was broader in 1839, there were only half a
dozen brokers recognized by banks and merchants during 1840 and 1850.
The 1850's witnessed a rapid development of commercial enterprise and brokerage
business attracted many men into the field and by 1860 the number of brokers increased
into 60.
In 1860-61 the American Civil War broke out and cotton supply from United States of
Europe was stopped; thus, the 'Share Mania' in India begun. The number of brokers
increased to about 200 to 250. However, at the end of the American Civil War, in 1865,
a disastrous slump began (for example, Bank of Bombay Share which had touched Rs
50 could only be sold at Rs. 87).
At the end of the American Civil War, the brokers who thrived out of Civil War in
1874, found a place in a street (now appropriately called as Dalal Street) where they
would conveniently assemble and transact business. In 1887, they formally established
in Bombay, the "Native Share and Stock Brokers' Association" (which is alternatively
known as " The Stock Exchange "). In 1895, the Stock Exchange acquired a premise in
the same street and it was inaugurated in 1899. Thus, the Stock Exchange at Bombay
was consolidated.
Other leading cities in stock market operations
Ahmadabad gained importance next to Bombay with respect to cotton textile industry.
After 1880, many mills originated from Ahmadabad and rapidly forged ahead. As new
mills were floated, the need for a Stock Exchange at Ahmadabad was realized and in
1894 the brokers formed "The Ahmadabad Share and Stock Brokers' Association".
What the cotton textile industry was to Bombay and Ahmadabad, the jute industry was
to Calcutta. Also tea and coal industries were the other major industrial groups in
Calcutta. After the Share Mania in 1861-65, in the 1870's there was a sharp boom in jute
shares, which was followed by a boom in tea shares in the 1880's and 1890's; and a coal
boom between 1904 and 1908. On June 1908, some leading brokers formed "The
Calcutta Stock Exchange Association".

In the beginning of the twentieth century, the industrial revolution was on the way in
India with the Swadeshi Movement; and with the inauguration of the Tata Iron and
Steel Company Limited in 1907, an important stage in industrial advancement under
Indian enterprise was reached.
Indian cotton and jute textiles, steel, sugar, paper and flour mills and all companies
generally enjoyed phenomenal prosperity, due to the First World War.

In 1920, the then demure city of Madras had the maiden thrill of a stock exchange
functioning in its midst, under the name and style of "The Madras Stock Exchange"
with 100 members. However, when boom faded, the number of members stood reduced
from 100 to 3, by 1923, and so it went out of existence.

In 1935, the stock market activity improved, especially in South India where there was a
rapid increase in the number of textile mills and many plantation companies were
floated. In 1937, a stock exchange was once again organized in Madras - Madras Stock
Exchange Association (Pvt) Limited. (In 1957 the name was changed to Madras Stock
Exchange Limited).
Lahore Stock Exchange was formed in 1934 and it had a brief life. It was merged with
the Punjab Stock Exchange Limited, which was incorporated in 1936.

Indian Stock Exchanges - An Umbrella Growth

The Second World War broke out in 1939. It gave a sharp boom which was followed by
a slump. But, in 1943, the situation changed radically, when India was fully mobilized
as a supply base.

On account of the restrictive controls on cotton, bullion, seeds and other commodities,
those dealing in them found in the stock market as the only outlet for their activities.
They were anxious to join the trade and their number was swelled by numerous others.
Many new associations were constituted for the purpose and Stock Exchanges in all
parts of the country were floated.

The Uttar Pradesh Stock Exchange Limited (1940), Nagpur Stock Exchange Limited
(1940) and Hyderabad Stock Exchange Limited (1944) were incorporated.In Delhi two
stock exchanges - Delhi Stock and Share Brokers' Association Limited and the Delhi
Stocks and Shares Exchange Limited - were floated and later in June 1947,
amalgamated into the Delhi Stock Exchange Association Limited.

Post-independence Scenario
Most of the exchanges suffered almost a total eclipse during depression. Lahore
Exchange was closed during partition of the country and later migrated to Delhi and
merged with Delhi Stock Exchange.

Bangalore Stock Exchange Limited was registered in 1957 and recognized in 1963.
Most of the other exchanges languished till 1957 when they applied to the Central
Government for recognition under the Securities Contracts (Regulation) Act, 1956.
Only Bombay, Calcutta, Madras, Ahmadabad, Delhi, Hyderabad and Indore, the well
established exchanges, were recognized under the Act. Some of the members of the
other Associations were required to be admitted by the recognized stock exchanges on a
concessional basis, but acting on the principle of unitary control, all these pseudo stock
exchanges were refused recognition by the Government of India and they thereupon
ceased to function.

Thus, during early sixties there were eight recogn ized stock exchanges in India
(mentioned above). The number virtually remained unchanged, for nearly two decades.
During eighties, however, many stock exchanges were established: Cochin Stock
Exchange (1980), Uttar Pradesh Stock Exchange Association Limited (at Kanpur,
1982), and Pune Stock Exchange Limited (1982), Ludhiana Stock Exchange
Association Limited (1983), Gauhati Stock Exchange Limited (1984), Kanara Stock
Exchange Limited (at Mangalore, 1985), Magadh Stock Exchange Association (at
Patna, 1986), Jaipur Stock Exchange Limited (1989), Bhubaneswar Stock Exchange
Association Limited (1989), Saurashtra Kutch Stock Exchange Limited (at Rajkot,
1989), Vadodara Stock Exchange Limited (at Baroda, 1990) and recently established
exchanges - Coimbatore and Meerut. Thus, at present, there are totally twenty one
recognized stock exchanges in India excluding the Over The Counter Exchange of India
Limited (OTCEI) and the National Stock Exchange of India Limited (NSEIL).
The Table given below portrays the overall growth pattern of Indian stock markets since
independence. It is quite evident from the Table that Indian stock markets have not only
grown just in number of exchanges, but also in number of listed companies and in
capital of listed companies. The remarkable growth after 1985 can be clearly seen from
the Table, and this was due to the favoring government policies towards security market
industry.

Trading Pattern of the Indian Stock Market

Trading in Indian stock exchanges are limited to listed securities of public limited
companies. They are broadly divided into two categories, namely, specified securities
(forward list) and non-specified securities (cash list). Equity shares of dividend paying,
growth-oriented companies with a paid-up capital of atleast Rs.50 million and a market
capitalization of atleast Rs.100 million and having more than 20,000 shareholders are,
normally, put in the specified group and the balance in non-specified group.
Two types of transactions can be carried out on the Indian stock exchanges: (a) spot
delivery transactions "for delivery and payment within the time or on the date stipulated
when entering into the contract which shall not be more than 14 days following the date
of the contract" : and (b) forward transactions "delivery and payment can be extended
by further period of 14 days each so that the overall period does not exceed 90 days
from the date of the contract". The latter is permitted only in the case of specified
shares. The brokers who carry over the outstanding pay carry over charges (cantango or
backwardation) which are usually determined by the rates of interest prevailing.
A member broker in an Indian stock exchange can act as an agent, buy and sell
securities for his clients on a commission basis and also can act as a trader or dealer as a
principal, buy and sell securities on his own account and risk, in contrast with the
practice prevailing on New York and London Stock Exchanges, where a member can
act as a jobber or a broker only.
The nature of trading on Indian Stock Exchanges are that of age old conventional style
of face-to-face trading with bids and offers being made by open outcry. However, there
is a great amount of effort to modernize the Indian stock exchanges in the very recent
times.

Over The Counter Exchange of India (OTCEI)

The traditional trading mechanism prevailed in the Indian stock markets gave way to
many functional inefficiencies, such as, absence of liquidity, lack of transparency,
unduly long settlement periods and benami transactions, which affected the small
investors to a great extent. To provide improved services to investors, the country's first
 ringless, scripless, electronic stock exchange - OTCEI - was created in 1992 by
country's premier financial institutions - Unit Trust of India, Industrial Credit and
Investment Corporation of India, Industrial Development Bank of India, SBI Capital
Markets, Industrial Finance Corporation of India, General Insurance Corporation and its
subsidiaries and CanBank Financial Services.

Trading at OTCEI is done over the centres spread across the country. Securities traded
on the OTCEI are classified into:

Listed Securities - The shares and debentures of the companies listed on the OTC can
be bought or sold at any OTC counter all over the country and they should not be listed
anywhere else
Permitted Securities - Certain shares and debentures listed on other exchanges and units
of mutual funds are allowed to be traded
Initiated debentures - Any equity holding at least one lakh debentures of a particular
scrip can offer them for trading on the OTC.

OTC has a unique feature of trading compared to other traditional exchanges. That is,
certificates of listed securities and initiated debentures are not traded at OTC. The
original certificate will be safely with the custodian. But, a counter receipt is generated
out at the counter which substitutes the share certificate and is used for all transactions.
In the case of permitted securities, the system is similar to a traditional stock exchange.
The difference is that the delivery and payment procedure will be completed within 14
days.
Compared to the traditional Exchanges, OTC Exchange network has the following
advantages:
• OTCEI has widely dispersed trading mechanism across the country which provides
greater liquidity and lesser risk of intermediary charges.

• Greater transparency and accuracy of prices is obtained due to the screen-based

scripless trading.
• Since the exact price of the transaction is shown on the computer screen, the investor
gets to know the exact price at which s/he is trading.
• Faster settlement and transfer process compared to other exchanges.
• In the case of an OTC issue (new issue), the allotment procedure is completed in a
month and trading commences after a month of the issue closure, whereas it takes a
longer period for the same with respect to other exchanges.
Thus, with the superior trading mechanism coupled with information transparency
investors are gradually becoming aware of the manifold advantages of the OTCEI.

National Stock Exchange (NSE)

With the liberalization of the Indian economy, it was found inevitable to lift the Indian
stock market trading system on par with the international standards. On the basis of the
recommendations of high powered Pherwani Committee, the National Stock Exchange
was incorporated in 1992 by Industrial Development Bank of India, Industrial Credit
and Investment Corporation of India, Industrial Finance Corporation of India, all
Insurance Corporations, selected commercial banks and others.
Trading at NSE can be classified under two broad categories:
Wholesale debt market and
Capital market.
Wholesale debt market operations are similar to money market operations - institutions
and corporate bodies enter into high value transactions in financial instruments such as
government securities, treasury bills, public sector unit bonds,

COMPANY’S PROFILE
Established in 1984, The Kotak Mahindra Group has long been one of
India’s most reputed financial organizations. In Feb 2003, Kotak Mahindra Finance .,
the group’s flagship company was given the license to carry on banking business by the
Reserve Bank of India (RBI).This approval creates banking history since Kotak
Mahindra Finance is the first company in India to convert to a bank. The license
authorizing the bank to carry on banking business has been obtained from the RBI in
tune with Section 22 ofthe Banking Regulation Act 1949.
KMBL was promoted by Mr. Uday.S.Kotak, Kotak and Company and Mr. Sidney
&A.A.Pinto under the name of Kotak Capital Management Finance on 21st Nov 1985
and obtained a Certificate of CommenBank of Business on 11th Feb 1986.

The bank customers have access to entire VISA network of 4500 ATM’S in India and
800000ATM’S worldwide accepted in more than 56000
establishments across India and 10 million worldwide. The customer also has access to
over 800 ATM’s with sharing arrangements with UTI BANK,of these 125 are in the
NCR.
Key group companies and their businesses
Kotak Mahindra Bank
The Kotak Mahindra Group's flagship company, Kotak Mahindra Finance which was
established in 1985, was converted into a bank- Kotak Mahindra Bank in March 2003
becoming the first Indian company to convert into a Bank. Its banking operations offer a
central platform for customer relationships across the group's various businesses. The
bank has presence in Commercial Vehicles, Retail Finance, Corporate
Banking,Treasury and Housing Finance.

Kotak Mahindra Capital Company

Kotak Mahindra Capital Company Limited (KMCC) is India's premier

Investment Bank. KMCC's core business areas include Equity Issuances,Mergers&
Acquisitions, Structured Finance and Advisory Services.

Kotak Securities
KotakSecurities .is one of India's largest brokerage and securities
distribution houses. Over the years, Kotak Securities has been one of the leading
investment broking houses catering to the needs of both institutional and non-
institutional investor categories with presence all over the country through franchisees
and coordinators. KotakSecurities .offers online and offline services based on well-
researched expertise and financial products to
non-institutional investors.

Kotak Mahindra Prime

Kotak Mahindra Prime Limited (KMP) (formerly known as Kotak Mahindra Primus
Limited) has been formed with the objective of financing the retail and wholesale trade
of passenger and multi utility vehicles in India. KMP offers customers retail finance for
both new as well as used cars and wholesale finance to dealers in the automobile trade.
KMP continues to be among the leading car finance companies in India.

Kotak Mahindra Asset Management Company

Kotak Mahindra Asset Management Company Kotak Mahindra Asset
Management Company (KMAMC), a subsidiary of Kotak Mahindra Bank,is the asset
manager for Kotak Mahindra Mutual Fund (KMMF). KMMF manages funds in excess
of Rs 20,800 crore and offers schemes catering to investors with varying risk-return
profiles.It was the first fund house in the country to launch a dedicated gilt scheme
investing only in government securities.
Kotak Mahindra Old Mutual Life Insurance Limited

Kotak Mahindra Old Mutual Life Insurance Limited is a joint venture

betweenKotak Mahindra Bank . and Old Mutual plc. Kotak Life
Insurance helps customers to take important financial decisions at everystage in life by
offering them a wide range of innovative life insurance products, to make them
financially independent.

BOARD OF DIRECTORS
Mr. K.M.Gherda – Executive Chairman
§ Mr. UdayKotak –Executive Vice Chairman and Managing Director
§ Mr. Anand Mahindra –Co Promoter of Kotak Mahindra Bank and
Vice Chairman and Managing Director of Mahindra and Mahindra
§ Mr. Cyril Shroff –Co Promoter
§ Mr. Pradeep N Kotak –Agri Division of Kotak and Company Limited
§ Dr. ShankerAcharya
§ Mr. Shivaji Dam –Managing Director Kotak Mahindra Old Mutual
Life Insurance Limited
§ Mr. C.Jayaram –Executive Director
§ Mr. Dipak Gupta –Executive Director

Product Detail
Kotak Mahindra Bank is one of the prominent subs idiaries of
Kotak Mahindra group. The activities of the company being
parallel to its objective are very wide and cover all the
components of a Bank. The Basic area of Operations is the
Banking bus iness , other products are meant for the regular
revenue generation. Being a Banking hous e, the company is
in regular touch with Banking Accounts , Investment
Services , Convenience Banking and Other Services .
They offer complete solutions that address all your financial requirements,
whether you're an individual or a firm. From everyday banking to long term investments
— their offering covers it all. This wide range of products is delivered to you with a
genuine understanding of your specific need and warm, personalised service.
Kotak Mahindra Bank, it's not about selling you many different products —
it's about working out a holistic, pragmatic solution that addresses your financial needs.
Through their varied products,they commit themselves to becoming “banker” to the
customer rather than being “asset financier” to our Customers.
Banking Accounts
There are three types of banking account:
Savings Account
Current Account
Term Deposit
SAVINGS ACCOUNT
“Choose from our range of Savings Accounts”

Kotak Mahindra has got a variety of options of savings accounts to choose from for its
customers according to their convenience and
requirements .These savings accounts offer attractive returns along with personalized
banking services at three convenient average quarterly balances(AQB)levels of Rs.
10000 (KOTAK EDGE SAVINGS
ACCOUNT),Rs. 20000 (KOTAK PRO SAVINGS ACCOUNT) and at
Rs75000(KOTAK ACE SAVINGS ACCOUNT).The average quarterly
balance levels as well the corresponding services and benefits try to ensure the various
customer needs and requirements.
Thus the three account opening options in savings account are as mentioned
above:
§ EDGE SAVINGS ACCOUNT: Kotak Mahindra Bank´s Edge
Savings Account is a complete financial package customized to suit
individual banking needs. Its constant endeavour is to enable regular
financial transactions through online platform so that most of
payments can be made directly through your account or card.
Features & Benefits Wide ATM access through the Kotak Mahindra Bank Debit
Card One can walk into any KOTAK or HDFC Bank ATMs to withdraw cash or
enquire balance at no extra charge!

Multiple Access Channels Access

An account through phone, mobile phone or internet to get information about account
balance or track transactions. One can even transfer funds through Phone Banking or
Net Banking.
Financial payments facilitated through the savings account
Use the free Payment Gateway to make online payments for utility bills,credit cards,
online trading of shares or even online shopping.

Quick and easy funds transfer

Quick funds transfer to a third party account with another Bank is available across 15
locations through Net Banking. Also get a multi-city cheque book so that money from
account is received by the beneficiary in the fastest possible time.

Free investment account

One can open an investment account, and use the Net Banking facility
topurchase/redeem mutual funds online while directly debiting / crediting your Bank
Account. Besides this you get a consolidated view of all your mutual fund investments
across schemes with updated returns status, latest NAV information and research
reports.

Attractive returns
Earn better returns in your savings account, with our 2-Way Sweep facility that
automatically sweeps out idle funds, above a threshold, from your account into Term
Deposits. These Term Deposits sweep back into your account to meet fund
requirements when your withdrawals exceed the balance available in your account,
thereby providing you maximum Liquidity.
PRO SAVINGS ACCOUNT:
Kotak Mahindra Bank´s Pro Savings Account is an account packed with powerful
features to provide a superior banking experience at a very comfortable balance
requirement. They provide a relationship manager who will specifically take care of
banking and investment needs.
Features & Benefits
Free ATM access all domestic VISA ATM network
Walk into any VISA ATM in India to check balance or withdraw cash
absolutely free. no longer have to worry about locating your Bank or Partner Bank
ATM – Use the first VISA ATM that you spot, for cash withdrawal or balance enquiry
transactions.
Multiple access channels
Access your account through phone, mobile phone or internet to get
information on your account balance or track your transactions. You can even transfer
funds through Phone Banking or Net Banking.

Free investment account

One can open an investment account, and use the Net Banking facility to
purchase/redeem mutual funds online while directly debiting / crediting
bank account. Besides this get a consolidated view of all the mutual fund investments
across schemes with updated returns status, latest NAV information and research
reports.
Financial payments facilitated through the savings account
Use our free Payment Gateway to make online payments for utility bills,credit cards,
online trading of shares or even online shopping.
Quick and easy funds transfer
Quick funds transfer to a third party account with another Bank is available across 15
locations through Net Banking. Also get a multi-city cheque book so that money from
account is received by the beneficiary in the fastest possible time
Attractive returns Earn better returns in your savings account, with our 2-Way Sweep
facility that automatically sweeps out idle funds, above a threshold, from your account
into Term Deposits. These Term Deposits sweep back into your account to meet fund
requirements when your withdrawals exceed the balance available in your account,
thereby providing you maximum Liquidity.
Dedicated relationship manager
You get a one point contact for all your banking related queries and
transactions. Your relationship manager will also help you with financial
planning and sound investment decisions.
Free banking transactions
You can issue demand drafts or send cheques for collection on branch
locations without any charge to your account.
ACE SAVINGS ACOUNT:
Kotak Mahindra Bank's Ace Savings Account has been designed as a
gateway to a world of financial benefits and privileged banking transactions.
The account carries benefits ranging from personal investment advisory services to
concierge services to free banking transactions. Onewill find that this package of
services and privileges is unmatched by any other savings account in the market.
Features & Benefits
Free access at all domestic and international VISA ATMs
No longer have to worry about locating your Bank or Partner Bank ATM - Use the first
VISA ATM that you spot, for free cash withdrawal or balance enquiry transactions. So
walk into any VISA ATM in India or abroad to withdraw cash or for balance enquiry.

Multiple access channels

Access the account anytime through land line, mobile phone or internet to get
information on account balance or track transactions. One can even transfer funds
through Phone Banking or Net Banking.

Financial payments facilitated through the savings account

Use the free Kotak Payment Gateway to make online payments for utility bills, credit
cards, online trading of shares or even online shopping. All this at the click of a mouse!
Quick and easy funds transfer
Transfer funds easily and with speed, to a beneficiary account at another bank. One can
avail of this facility by walking into any of branches or by simple logging on to Net
Banking. Also get a free multi-city cheque book so that money from your account is
transferred to the beneficiary's account at any of branch locations, in the fastest possible
time.

Free banking transactions

One can issue demand drafts or send cheques for collection at all branches for no extra
charge.

Attractive returns
Earn better returns in your savings account, with our 2-Way Sweep facility that
automatically sweeps out idle funds, above a threshold, from your account into Term
Deposits. These Term Deposits sweep back into account to meet fund requirements
when withdrawals exceed the balance available in the account, thereby providing
 maximum liquidity.

Balance Sheet of Kotak Mahindra Bank ------------------- in Rs. Cr. -------------------

Mar 20 Mar 19 Mar 18 Mar 17 Mar 16

12 mths 12 mths 12 mths 12 mths 12 mths

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS
Equity Share Capital 917.19 386.18 385.16 373.30 370.34
Total Share Capital 917.19 386.18 385.16 373.30 370.34
Reserves and Surplus 23,041.87 13,754.91 11,889.93 9,073.65 7,575.59
Total Reserves and Surplus 23,041.87 13,754.91 11,889.93 9,073.65 7,575.59
Employees Stock Options 3.41 3.00 8.53 17.53 34.82

Total ShareHolders Funds 23,962.47 14,144.08 12,283.61 9,464.49 7,980.76

Deposits 138,643.02 74,860.31 59,072.33 51,028.77 38,536.52

Borrowings 20,975.34 12,149.71 12,895.58 20,410.62 16,595.52

Other Liabilities and Provisions 8,678.96 4,857.97 3,333.82 2,789.81 2,553.99

Total Capital and Liabilities 192,259.79 106,012.07 87,585.34 83,693.69 65,666.79

ASSETS
Cash and Balances with Reserve Bank
6,903.43 3,928.30 2,948.23 2,207.90 2,016.49
of India

Balances with Banks Money at Call

3,976.28 2,334.06 3,031.66 1,481.26 618.06
and Short Notice
Investments 51,260.22 30,421.09 25,484.55 28,873.43 21,566.81
Advances 118,665.30 66,160.71 53,027.63 48,468.98 39,079.23
Fixed Assets 1,551.59 1,206.71 1,106.94 464.42 449.97
Other Assets 9,902.97 1,961.21 1,986.33 2,197.69 1,936.23

192,259.79 106,012.07 87,585.34 83,693.69 65,666.79

Total Assets
OTHER ADDITIONAL INFORMATION
Number of Branches 1,333.00 684.00 605.00 437.00 355.00
Number of Employees 31,410.00 18,000.00 16,000.00 13,500.00 12,000.00
Capital Adequacy Ratios (%) 16.00 17.00 19.00 16.00 18.00

KEY PERFORMANCE INDICATORS

Tier 1 (%) 15.00 16.00 18.00 15.00 16.00
Tier 2 (%) 1.00 1.00 1.00 1.00 2.00

ASSETS QUALITY
Gross NPA 2,838.11 1,237.23 1,059.44 758.11 614.19

Gross NPA (%) 2.00 2.00 2.00 1.00 1.00

Net NPA 1,261.96 609.08 573.56 311.41 237.38
Net NPA (%) 1.00 1.00 1.00 1.00 1.00
Net NPA To Advances (%) 1.00 1.00 1.00 1.00 1.00

CONTINGENT LIABILITIES,
COMMITMENTS
Bills for Collection 25,578.12 4,419.99 3,015.60 1,913.48 1,576.66
Contingent Liabilities 231,996.22 63,672.16 43,887.94 40,203.99 38,475.86
 Kotak Mahindra Bank
Profit & Loss account ------------------- in Rs. Cr. -------------------
Mar 20 Mar 19 Mar 18 Mar 17 Mar 16
12 mths 12 mths 12 mths 12 mths 12 mths

INCOME
Interest / Discount on Advances /
12,470.37 7,468.67 6,674.82 6,146.09 4,867.44
Bills
Income from Investments 3,456.01 2,215.85 2,050.04 1,869.83 1,306.35
Interest on Balance with RBI and
92.91 24.06 27.17 24.33 4.07
Other Inter-Bank funds
Others 364.90 11.29 15.08 2.24 2.37

Total Interest Earned 16,384.18 9,719.87 8,767.12 8,042.49 6,180.24

Other Income 2,612.23 2,028.45 1,399.71 1,160.66 977.35

11,748.3 10,166.8
Total Income 18,996.42 9,203.15 7,157.58
2 3

EXPENDITURE
Interest Expended 9,483.81 5,496.13 5,047.07 4,836.82 3,667.75
Payments to and Provisions for
2,816.97 1,466.68 1,172.16 1,075.14 902.36
Employees

Depreciation 287.38 193.00 165.18 132.53 116.76

Operating Expenses (excludes
2,367.17 1,595.05 1,205.27 1,002.06 815.71
Employee Cost & Depreciation)

Total Operating Expenses 5,471.52 3,254.73 2,542.61 2,209.73 1,834.83

Provision Towards Income Tax 1,036.12 895.97 741.78 632.89 493.15
Provision Towards Deferred Tax -2.32 70.95 28.11 -21.58 21.69

Provision Towards Other Taxes 0.14 0.06 0.04 0.03 0.03

Other Provisions and
917.37 164.50 304.70 184.55 55.08
Contingencies

Total Provisions and

1,951.31 1,131.48 1,074.63 795.89 569.95
Contingencies
Total Expenditure 16,906.64 9,882.34 8,664.31 7,842.44 6,072.53
Net Profit / Loss for The Year 2,089.78 1,865.98 1,502.52 1,360.72 1,085.05
Net Profit / Loss After EI &
2,089.78 1,865.98 1,502.52 1,360.72 1,085.05
Prior Year Items
Profit / Loss Brought Forward 5,095.26 4,005.29 3,016.60 2,162.79 1,494.52
Transferred on Amalgamation 1,674.71 0.00 0.00 0.00 0.00

Total Profit / Loss available for

8,859.75 5,871.27 4,519.12 3,523.51 2,579.57
Appropriations
APPROPRIATIONS
Transfer To / From Statutory
522.45 466.50 375.63 340.18 271.27
Reserve
Transfer To / From Special
45.00 28.00 32.00 28.50 25.00
Reserve
Transfer To / From Capital
9.17 5.91 0.40 0.00 0.02
Reserve
Transfer To / From General
0.00 93.30 75.13 68.04 54.26
Reserve
Transfer To / From Investment
-41.52 86.65 -41.10 10.52 14.52
Reserve
Equity Share Dividend 91.84 82.07 63.08 52.38 44.49
Tax On Dividend 18.70 13.58 8.69 7.29 7.22
Balance Carried Over To Balance
8,214.12 5,095.26 4,005.29 3,016.60 2,162.79
Sheet
Total Appropriations 8,859.75 5,871.27 4,519.12 3,523.51 2,579.57

OTHER INFORMATION
EARNINGS PER SHARE
Basic EPS (Rs.) 11.42 24.20 19.62 18.31 14.69
Diluted EPS (Rs.) 11.40 24.14 19.59 18.24 14.61

DIVIDEND PERCENTAGE
Equity Dividend Rate (%) 10.00 18.00 16.00 14.00 12.00
Kotak Mahindra Bank
Key Financial Ratios ------------------- in Rs. Cr. -------------------
聽 Mar 20 Mar 19 Mar 18 Mar 17 Mar 16

Investment Valuation Ratios

Face Value 5.00 5.00 5.00 5.00 5.00
Dividend Per Share 0.50 0.90 0.80 0.70 0.60
Operating Profit Per Share (Rs) 9.36 15.04 17.43 15.11 10.73
Net Operating Profit Per Share
89.32 125.85 113.81 107.72 83.44
(Rs)
Free Reserves Per Share (Rs) -- -- -- -- --

Bonus in Equity Capital 69.93 47.90 48.02 49.55 49.94

Profitability Ratios
Interest Spread 7.86 8.38 9.52 9.82 9.16
Adjusted Cash Margin(%) 62.43 17.52 16.40 16.22 16.79
Net Profit Margin 12.75 19.19 17.13 16.91 17.55
Return on Long Term Fund(%) 92.20 58.89 59.62 72.07 66.29
Return on Net Worth(%) 8.72 13.19 12.24 14.40 13.65
Adjusted Return on Net Worth(%) 48.30 13.19 12.24 14.40 13.65

Return on Assets Excluding

130.61 183.09 159.35 126.53 107.28
Revaluations
Return on Assets Including
130.61 183.09 159.35 126.53 107.28
Revaluations

Management Efficiency Ratios

Interest Income / Total Funds 10.99 10.04 10.24 10.77 10.61
Net Interest Income / Total Funds 4.63 4.36 4.34 4.29 4.31
Non Interest Income / Total Funds 1.75 2.10 1.63 1.55 1.68
Interest Expended / Total Funds 6.36 5.68 5.89 6.48 6.30

Operating Expense / Total Funds 3.48 3.16 2.78 2.78 2.95

Profit Before Provisions / Total
2.71 3.10 3.01 2.89 2.84
Funds
Net Profit / Total Funds 1.40 1.93 1.75 1.82 1.86
Loans Turnover 0.18 0.16 0.17 0.18 0.18

Total Income / Capital

12.74 12.14 11.87 12.32 12.29
Employed(%)
Interest Expended / Capital
6.36 5.68 5.89 6.48 6.30
Employed(%)

Total Assets Turnover Ratios 0.11 0.10 0.10 0.11 0.11

Asset Turnover Ratio 0.12 0.10 0.11 0.11 0.11

Profit And Loss Account Ratios

Interest Expended / Interest
57.88 56.55 57.57 60.14 59.35
Earned
Other Income / Total Income 13.75 17.27 13.77 12.61 13.65

Operating Expense / Total Income 27.29 26.06 23.38 22.57 24.00

Selling Distribution Cost
-- -- -- -- --
Composition

Balance Sheet Ratios

Capital Adequacy Ratio 16.34 17.17 18.83 16.05 17.52
Advances / Loans Funds(%) 96.23 83.23 73.95 76.59 81.32

Debt Coverage Ratios

Credit Deposit Ratio 86.57 88.99 92.18 97.75 100.90
Investment Deposit Ratio 38.26 41.74 49.37 56.32 57.06

Cash Deposit Ratio 5.07 5.13 4.68 4.72 6.08

Total Debt to Owners Fund 6.66 6.15 5.86 7.56 6.94
Financial Charges Coverage Ratio 1.46 1.58 1.54 1.47 1.48
Financial Charges Coverage Ratio
1.25 1.37 1.33 1.31 1.33
Post Tax

Leverage Ratios
Current Ratio 0.07 0.02 0.03 0.04 0.05
Quick Ratio 15.61 14.83 17.39 18.95 16.85
Cash Flow Indicator Ratios
Dividend Payout Ratio Net Profit 4.39 4.39 4.19 3.84 4.10

Dividend Payout Ratio Cash

3.86 3.98 3.78 3.50 3.70
Profit
Earning Retention Ratio 99.21 95.61 95.81 96.16 95.90
Cash Earning Retention Ratio 99.23 96.02 96.22 96.50 96.30
AdjustedCash Flow Times 11.69 36.36 35.42 34.17 32.07
KMB
Cash Flow ------------------- in Rs. Cr. -------------------
Mar 20 Mar 19 Mar 18 Mar 17 Mar 16
12 mths 12 mths 12 mths 12 mths 12 mths
Net Profit/Loss Before
2,089.78 1,865.98 1,502.52 1,360.72 1,085.05
Extraordinary Items And Tax
Net CashFlow From Operating - -
6,133.72 5,121.93 9,001.63
Activities 1,405.46 3,922.92
Net Cash Used In Investing - -
-6,363.01 -549.06 -841.95
Activities 4,112.53 1,478.16
Net Cash Used From Financing -
-1,463.91 -726.93 3,938.23 4,928.44
Activities 6,161.84
Net Inc/Dec In Cash And Cash
-1,693.19 282.47 2,290.73 1,054.61 163.57
Equivalents
Cash And Cash Equivalents Begin 12,572.9
5,979.89 3,689.16 2,634.55 2,470.98
of Year 1
Cash And Cash Equivalents End 10,879.7
6,262.36 5,979.89 3,689.16 2,634.55
Of Year 2
 CHAPTER-VI
DATA ANALYSIS
&
INTERPRETATION
 ANALYSIS AND INTERPRETATION OF DATA
1. Age
Age No of responses % of responses
20-30 50 50%
30-40 30 30%
40-50 10 10%
50-60 10 10%
Total 100 100

CHART-1
60%

50%
50%

40%

30%
30%
Age

20%

10% 10%
10%

0%
20-30 30-40 40-50 50-60

Interpretation:
The above data emphasis that 50% of the sample/respondents are between the age of
20-30. It can be understood that most of the employees are young people.
 2. Gender
Gender No of responses % of responses
Male 60 60%
Female 40 40%
Total 100 100

CHART-2
70%

60%
60%

50%

40%
40%

30% Gender

20%

10%

0%
Male Female

Interpretation:
The above data emphasis that 60% are male and 40% are Female. It can be understood
that most of the employees are Male. .
3. Education
Age No of responses % of responses
UG 40 40%
PG 40 40%
Others 20 20%

Total 100 100

CHART-3
45%
40% 40%
40%

35%

30%

25%
20%
20% Education

15%

10%

5%

0%
UG PG Others

Interpretation:
The above data emphasis that 40% are Under Graduate, 40% are Post Graduate and
20% are others. It can be understood that most of the employees are UG & PG.
 4. Occupation
Age No of responses % of responses
Executive 40 40%
Sr. Executive 30 30%
Manager 30 30%

Total 100 100

CHART-4
45%
40%
40%

35%
30% 30%
30%

25%

20% Occupation

15%

10%

5%

0%
Executive Sr. Executive Manager

Interpretation:
The above data emphasis that 40% are Executive, 40%, 30% are Sr. Executive and
30% are Manager . It can be understood that most of the employees are Executive
 5. Marital Status
Marital No of responses % of responses
Married 40 40%
Un-Married 60 60%
Total 100 100

CHART-5
70%

60%
60%

50%

40%
40%

30% Maritial Status

20%

10%

0%
Married Un-Married

Interpretation:
The above data emphasis that 60% are Un-Married and 40% are Married. It can be
understood that most of the employees are Un-Married.
1. Interpersonal Relationship
Response about the support from the HR department
SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Highly satisfied 36 36
2 Satisfied 58 58
3 Neutral 6 6
4 Dissatisfied 0 0
5 Highly Dissatisfied 0 0
Total 100 100
(Table No. 1)

70
58
60

50

40 36
Datenr…
30

20

10 6
0 0
0
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied

(Graph No. 1)

INTERPRETATION
The table shows that 58% of the respondents are satisfied with the support they are
getting from the HR department.
2. Management is interested in Job Satisfaction for the employees

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 54 54
2 Agree 40 40
3 Neutral 6 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
(Table No. 2)

(Chart.2)

INTERPRETATION
The table shows that 54% of the respondents are strongly agreeing that the management
is interested in Job Satisfaction for the employees.
3 Good relations with the co-workers.

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 30 30
2 Agree 54 54
3 Neutral 16 16
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
(Table No. 3)

Good relations with co-workers

60% 54%

50%

40%
30%
30%

20% 16%

10%
0% 0%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

Graph No. 3

INTERPRETATION
The table shows 54% of the respondents agree that they have good relations with co-
worker.
4 Support from the co-worker is helpful
SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 24 24
2 Agree 58 58
3 Neutral 0 0
4 Disagree 12 12
5 Strongly Disagree 6 6
Total 100 100
Table No. 4

Support from the co-worker is helpful to get motivated

70%
58%
60%

50%

40%

30% 24%
20%
12%
10% 6%
0%
0%
Strongly Agree Agree Netural Disagree Strongly Disagree

Graph No. 4

INTERPRETATION
The table shows 58% of the respondents agree that the support from the co-worker is
helpful to get motivated.
5 Career development opportunities are helpful to get job

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 20 20
2 Agree 52 52
3 Neutral 4 4
4 Disagree 8 8
5 Strongly Disagree 16 16
Total 100 100
Table No.5

60%
52%
50%

40%

30%
20%
20% 16%

10% 8%
4%

0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Graph No. 5

INTERPRETATION
The table shows 52% of the respondents agree that the career development
opportunities are helpful to get job
6 .The type of incentives satisfaction you more

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Yes 54 54
2 No 46 46
Total 100 100
Table No. 6

Incentive Satisfaction
56

54

52

50
Incentive Satisfaction
48

46

44

42
Yes No

Graph No. 6

INTERPRETATION
The table shows that 54% of the respondents are expressing that 46% financial and non
financial incentives.
7 Satisfaction with the present incentives scheme

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Highly satisfied 36 36
2 Satisfied 58 58
3 Neutral 6 6
4 Dissatisfied 0 0
5 Highly satisfied 0 0
Total 100 100
Table No. 7

Satisfaction with the present incentives provided by

the organization

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Highly Satisfied Netural Dissatisfied highly
Satisfied Dissatisfied

Graph No. 8

INTERPRETATION
The table shows that 58% of the respondents are satisfied with the present incentive
scheme of the organization.
8 Periodical increase in salary

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 24 24
2 Agree 46 46
3 Neutral 6 6
4 Disagree 18 18
5 Strongly Disagree 6 6
Total 100 100
Table No. 8

Periodical increase in salary

50% 46%
45%
40%
35%
30%
24%
25% Series1
18%
20%
15%
10% 6% 6%
5%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

Graph No. 8

INTERPRETATION
The table shows 46% of employees agree that there is a periodical increase in the salary.
9 Incentives and other benefits will influence your performance

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Yes 64 64
2 No 24 24
Total 100 100
Table No. 9

Benefits Performance
70

60

50

40
Benefits Performance
30

20

10

0
Category 1 Category 2

Graph No. 9

INTERPRETATION
The table shows 64% of the respondents responded that incentives and other benefits
will influence their performance
 10. The company recognizing and acknowledging employee’s work

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 36 36
2 Agree 58 58
3 Neutral 6 6
4 Disagree 0 0
5 Strongly Disagree 0 0
Total 100 100
Table No.10

Eagerness of the company in acknowledging the

work of employees

70%
58%
60%
50%
40% 36%

30%
20%
10% 6%
0% 0%
0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

Graph No. 10

INTERPRETATION
From the study, 58% of employees agreed that the company is eager in recognizing and
acknowledging their work, 36% strongly agreed and only 6% showed neutral response.
11 Effective performance Job Satisfaction.

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 20 20
2 Agree 46 46
3 Neutral 16 16
4 Disagree 12 12
5 Strongly Disagree 6 6
Total 100 100
Table No. 11

Graph No. 11

INTERPRETATION
The table shows 46% of the respondents agree to effective performance Job Satisfaction
existing in the company.
12 Effective Feed back of Job Satisfaction policy are helpful to get motivated.

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 18 18
2 Agree 46 46
3 Neutral 12 12
4 Disagree 3 3
5 Strongly Disagree 18 18
Total 100 100
Table NO.12

Graph No 12

INTERPRETATION
The table shows 46% of the respondents agree that the Job Satisfactionactivities are
helpful to get motivated.
13 Effective promotional opportunities in present job,

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Strongly Agree 18 18
2 Agree 52 52
3 Neutral 18 18
4 Disagree 6 6
5 Strongly Disagree 6 6
Total 100 100
Table No. 13

Effective promotional opportunities in present job

60%
52%
50%

40%

30%
18% 18%
20%

10% 6% 6%

0%
Strongly Agree Netural Disagree Strongly
Agree Disagree

Graph No. 13

INTERPRETATION
The table shows 52% of the respondents agree with effective promotional opportunities
in their present job.
14Management involves you in decision making which are connected to your
department.

SL NO NUMBER OF
PARTICULAR RESPONDENTS PERCENTAGE
1 Yes 94 94
2 No 0 0
3 Occasionally 6 6
Total 100 100
Table No. 14

0% 6%

94%

Yes No Occasionally

Graph No. 14

INTERPRETATION
The table shows 94% of the respondents agree that they the Management involve them
in decision making which are connected to your department.
 15. Your suggestion agreed in your company

Response Respondents % of Respondents

Strongly Agree 20 20

Agree 30 30

Neutral 10 10

Disagree 10 10

Strongly Disagree 30 30

Total 100 100%

% Percentage
35

30

25

20

15 % Percentage

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Analysis:
From the above table, 20% of employees Agreed their suggestions are agreed,
30% of employees Disagreed, 10% of employees sometimes agreed our suggestions
of the company.
Interpretation:

This shows that the majority of the employees suggestions are agreed by
the company.
 16. Satisfied with the company rules?
Response Respondents % of Respondents

Strongly Agree 60 60

Agree 10 10

Neutral 10 10

Disagree 10 10

Strongly Disagree 10 10

Total 100 100%

% Percentage
70

60

50

40

30 % Percentage

20

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Analysis:
From the above table, 60% of employees have highly satisfy the personal
development, 10% of employees dissatisfy, 10% of employees highly Dissatisfy with
the personal development.

Interpretation:

This shows that the majority of the employees are highly satisfied with the
company’s rule.
 17. Superior reaction towards the complaints
Response Respondents % of Respondents

Strongly Agree 20 20%

Agree 30 30%

Neutral 16 16%

Disagree 9 9%

Strongly Disagree 25 25%

Total 100 100%

% Percentage
35

30

25

20

15 % Percentage

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Interpretation:
From the above table, 20% of employees very much concern, 16%

of employees indifference with superior reaction.

Interpretation:
This shows that the majority of the employees are happy with the superior
reaction toward complaints.
18. Do you belief in culture, ethics followed by the company?

Response Respondents % of Respondents

Strongly Agree 30 30%

Agree 35 35%

Neutral 14 14%

Disagree 14 14%

Strongly Disagree 7 7%

Total 100 100

% Percentage
40

35

30

25

20
% Percentage
15

10

0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Analysis:
From the above table, 30% of employees belief good culture, ethics follow of
company, 35% of employees agree, 14/% if employees natural, 14% of
employees disagree, 7% of employees strongly disagree of company good
culture and ethics.
Interpretation:
This shows that the majority of the employees are satisfied with the
company’s culture and ethics.
 19. Your over all opinion of the company?

Response Respondents % of Respondents

Strongly Agree 35 35%

Agree 45 45%

Neutral 6 6%

Disagree 3 3%

Strongly Disagree 11 11%

Total 100 100%

% Percentage
50
45
40
35
30
25
20 % Percentage

15
10
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Analysis:
From the above table, 35% of employees excellent of the company, 45% of
employee’s good opinion of the company, 6% of employees Average opinion of the
company, 3% of the employees bad opinion, none of employees have bad opinion
about the company.

Interpretation:
This shows that the majority of the employees satisfied with the over all
Opinion for the company.
20. Your work unit always well planned ?

Response Respondents % of Respondents

Strongly Agree 45 45

Agree 25 25

Neutral 10 10

Disagree 15 15

Strongly Disagree 5 5

Total 100 100

% Percentage
50
45
40
35
30
25
20 % Percentage

15
10
5
0
Strongly Agree Neutral Disagree Strongly
Agree Disagree

Analysis:
From the above table, 45 of employees always planned, 25% of employees
in most occasions well planned, 10% of employees sometimes planned for the
company.
Interpretation:
This shows that the employees are always well planned .

85
 CHAPTER-VII
FINDINGS, SUGGESTIONS AND
CONCLUSION

86
 FINDINGS

 The table shows that 58% of the respondents are satisfied with the support they
are getting from the HR department.
 The table shows that 54% of the respondents are strongly agreeing that the
management is interested in Job Satisfaction for the employees.
 The table shows 54% of the respondents agree that they have good relations with
co-worker.
 The table shows 58% of the respondents agree that the support from the co-worker
is helpful to get motivated.
 The table shows 52% of the respondents agree that the career development
opportunities are helpful to get job
 The table shows that 54% of the respondents are expressing that 46% financial
and non financial incentives.
 The table shows that 58% of the respondents are satisfied with the present
incentive scheme of the organization.
 The table shows 46% of employees agree that there is a periodical increase in the
salary.
 The table shows 64% of the respondents responded that incentives and other
benefits will influence their performance

 From the study, 58% of employees agreed that the company is eager in
recognizing and acknowledging their work, 36% strongly agreed and only 6%
showed neutral response.

87
 SUGGESTIONS

 Employees have to be given proper guidance and have to be encouraged by

the management.
 Organization need to provide appropriate balance of work.
 Organization need to provide training opportunities to employees.
 Organization need to provide career advancement opportunities to employees.
 Organization need to provide appropriate resources in work environment.
 Organization should facilitate an opportunity in taking employees expectations
into consideration.
 To recognize the employees by management for their achievements.
 Management need to adopt motivational aspects to satisfy maximum
employees.

88
 CONCLUSIONS

 The organization has to facilitate the employees with better challenging work
so that they can retain them in their organization.

 By careful planning and implementation of motivational and personality

development programs the organization can retain valuable employees.

 In organization every recruiter and manager should be concerned with

retention from the start of any recruiting program.

 Hiring top-performing and enthusiastic employees requires a certain knack.

But keeping those employees in an art.

 Making the new employee aware that the intention is to keep them as long as
possible encourages the employee in committing to long term goals and
planning within the organization.

 Finally, I would like to conclude that all my suggestions would bring positive
result both to management and to the employees, if the management put in
practice. Every company should know the problem of the employees, so that
employees feel positive towards the organization.

89
BIBLIOGRAPHY

90
 BIBLIOGRAPHY

WEBSITES:-

 www.citehr.com
 www.google.com
 www.futuregroup.com
 www.ask.com

BOOKS

1. Kothari C.R., Research Methodology, New Delhi; New Age

InternationalPublication, second edition.

2. Ashwathapa K., Human Resource Management (third edition), Tata Mc Graw Hill

Publication Company Ltd. Page no. 81-136,171,179,267,284.

3. Chhabra. , T. N. Human Resource Management, Dhanpat Rai $Co (P) Ltd.

India,ninth

Edition.

4. MonnapaArun., Human Resource Management, Tata Mc Graw Hill Publication

Company Ltd.

91
 QUESTIONNAIRE

1. Name :
2. Age : 20 – 30 [ ] 31-40 [ ] 41-50 [ ]
above [ ]
3. Gender : Male [ ] Female [ ]
4. Education : UG [ ] PG [ ]
5. Occupation : Executive [ ] Sr. Executive [ ] Manager [ ]
6. Marital Status : Married [ ] Un-Married [ ]

1. Interpersonal Relationship
Response about the support from the HR department

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly Dissatisfied

2. Management is interested in Job Satisfaction for the employees

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

3 Good relations with the co-workers.

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

92
4 Support from the co-worker is helpful

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

5 Career development opportunities are helpful to get job

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

6 .The type of incentives satisfaction you more

PARTICULAR
Yes
No

7 Satisfaction with the present incentives scheme

PARTICULAR

Highly satisfied
Satisfied
Neutral
Dissatisfied
Highly satisfied

8 Periodical increase in salary

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

93
9 Incentives and other benefits will influence your performance

PARTICULAR

Yes
No
10. The company recognizing and acknowledging employee’s work

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

11 Effective performance Job Satisfaction.

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

12 Effective Feed back of Job Satisfaction policy are helpful to get motivated.

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree
Total

13 Effective promotional opportunities in present job,

PARTICULAR

Strongly Agree
Agree
Neutral
Disagree
Strongly Disagree

94
14. Management involves you in decision making which are connected to your
department.

PARTICULAR

Yes
No
Occasionally

15. Your suggestion agreed in your company

Response

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

16. Satisfied with the company rules?

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree
Total

95
17. Superior reaction towards the complaints

Response

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree
Total

18. Do you belief in culture, ethics followed by the company?

Response

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

19. Your overall opinion of the company?

Response

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

96
20. Your work unit always well planned ?

Response

Strongly Agree

Agree

Neutral

Disagree

Strongly Disagree

97