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ACKNOWLEDGEMENT
We would like to express our sincere gratitude to all the people who have
contributed towards the successful completion of our project.
We would like to extend our heartfelt thanks to Mr. Deepak Kumar
Chauhan,Senior Investment Manager of HDFC Bank for giving us his
valuable time and support to interact with the employees of the company and
providing us with the right platform to carry out our research smoothly.
Last but not the least, we would like to express our sincere gratitude to our
Organizational Behavior faculty, Mrs. Anupama Raina, for nurturing a
congenial yet competitive environment in the class which motivates all
students to work in the best of their abilities. We are grateful to her for
providing us with right guidance and expertise that has led to the timely
completion of the project.
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COMPANY PROFILE
The Housing Development Finance Corporation Limited (HDFC) was amongst the
first to receive an 'in principle' approval from the Reserve Bank of India (RBI) to
set up a bank in the private sector, as part of the RBI's liberalisation of the Indian
Banking Industry in 1994. The bank was incorporated in August 1994 in the name
of 'HDFC Bank Limited', with its registered office in Mumbai, India. HDFC Bank
commenced operations as a Scheduled Commercial Bank in January 1995.
HDFC Bank began operations in 1995 with a simple mission: to be a "World-
class Indian Bank". They realised that only a single-minded focus on product
quality and service excellence would help them get there. Today, they are proud to
say that they are well on our way towards that goal.
It is extremely gratifying that their efforts towards providing customer convenience
have been appreciated both nationally and internationally.
HDFC bank has been showered with a number of awards, consisting ofThe Best
Employer Award in 2007-2008.
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ABOUT THE SUBJECT
Organizational studies, organizational behavior, and organizational theory is
the systematic study and careful application of knowledge about how people - as
individuals and as groups - act within organization..
Organizational studies encompasses the study of organizations from multiple
viewpoints, methods, and levels of analysis.
Whenever people interact in organizations, many factors come into play. Modern
organizational studies attempt to understand and model these factors. Like all
modernist social sciences, organizational studies seeks to control,predict, and
explain.
A HISTORY OF THE SUBJECT
The Greek philosopher Plato wrote about the essence of leadership. Aristotle
addressed the topic of persuasive communication. The writings of 16th century
Italian philosopherNiccol Machiavelli laid the foundation for contemporary work
on organizational power and politics. In 1776, Adam Smith advocated a new form
of organizational structure based on the division of labour. One hundred years
later, German sociologist Max Weber wrote about rational organizations and
initiated discussion of charismatic leadership. Soon after, Frederick Winslow
Taylor introduced the systematic use of goal setting and rewards to motivate
employees. In the 1920s, Australian-born Harvard professor Elton Mayo and his
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colleagues conducted productivity studies at Western Electric's Hawthorne plant in
the United States.
After the First World War, the focus of organizational studies shifted to analysis of
how human factors and psychology affected organizations, a transformation
propelled by the identification of the Hawthorne Effect. This Human Relations
Movement focused on teams, motivation, and the actualization of the goals of
individuals within organizations. Prominent early scholars included Chester
Barnard, Henri Fayol, Mary Parker Follett, Frederick Herzberg, Abraham Maslow,
David McClelland, and Victor Vroom.
MAIN CONTRIBUTORS TO THE FIELD
Frederick Winslow Taylor(1856-1915):
Taylor was the first person who attempted to study human behavior at work using
a systematic approach. Taylor studied human characteristics, social environment,
task, physical environment, capacity, speed, durability, cost and their interaction
with each other. His overall objective was to reduce and/or remove human
variability. Taylor worked to achieve his goal of making work behaviors stable and
predictable so that maximum output could be achieved. He relied strongly upon
monetary incentive systems, believing that humans are primarily motivated by
money. He faced some strong criticism, including being accused of telling
managers to treat workers as machines without minds, but his work was very
productive and laid many foundation principles for modern management study.
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Elton Mayo:
Elton Mayo, an Australian national, headed the Hawthorne Studies at Harvard. In
his classic writing in 1931, Human Problems of an Industrial Civilization, he
advised managers to deal with emotional needs of employees at work.
Mary Parker Follett:
Mary Parker Follett was a pioneer management consultant in the industrial world.
As a writer, she provided analyses on workers as having complex combinations of
attitude, beliefs, and needs. She told managers to motivate employees on their job
performance, a "pull" rather than a "push" strategy.
Douglas McGregor:
Douglas McGregor proposed two theories/assumptions, which are very nearly the
opposite of each other, about human nature based on his experience as a
management consultant. His first theory was Theory X, which is pessimistic and
negative; and according to McGregor it is how managers traditionally perceive
their workers. Then, in order to help managers replace that theory/assumption, he
gave Theory Y which takes a more modern and positive approach. He believed
that managers could achieve more if managers start perceiving their employees as
self-energized, committed, responsible and creative beings. By means of his
Theory Y, he in fact challenged the traditional theorists to adopt a developmental
approach to their employees. He also wrote a book The Human Side of Enterprise
in 1960; this book has become a foundation for the modern view of employees at
work.
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CURRENT SCENARIO:
Organizational behaviour is currently a growing field. Organizational studies
departments generally form part of business schools, although many universities
also have industrial psychology and industrial economics programs.
The field is highly influential in the business world with practitioners like Peter
Drucker and Peter Senge, who turned the academic research into business
practices. Organizational behaviour is becoming more important in the global
economy as people with diverse backgrounds and cultural values have to worktogether effectively and efficiently. It is also under increasing criticism as a field
for its ethnocentric and pro-capitalist assumptions
During last 20 years organizational behavior study and practice has developed and
expanded through creating integrations with other domains:
Anthropology became an interesting prism to understanding firms ascommunities, by introducing concepts like Organizational culture,
'organizational rituals' and 'symbolic acts' enabling new ways to understand
organizations as communities.
Leadership Understanding the crucial role of leadership at various level of
an organization in the process of change management.
Ethics and their importance as pillars of any vision and one of the most
important driving forces in an organization.
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ORGANIZATIONAL CULTURE
Organizational culture is a concept in the field of Organizational studies and
management which describes the attitudes, experiences, beliefs and values of an
organization. It has been defined as "the specific collection of values and norms
that are shared by people and groups in an organization and that control the way
they interact with each other and with stakeholders outside the organization
Strong culture is said to exist where staff respond to stimulus because of their
alignment to organizational values.
Conversely, there is weak culture where there is little alignment with
organizational values and control must be exercised through extensive procedures
and bureaucracy.
Where culture is strongpeople do things because they believe it is the right thing
to dothere is a risk of another phenomenon, Groupthink. "Groupthink" was
described by Irving L. Janis. He defined it as "...a quick and easy way to refer to a
mode of thinking that people engage when they are deeply involved in a cohesive
ingroup, when members' strivings for unanimity override their motivation to
realistically appraise alternatives of action." This is a state where people, even if
they have different ideas, do not challenge organizational thinking, and therefore
there is a reduced capacity for innovative thoughts. This could occur, for example,where there is heavy reliance on a central charismatic figure in the organization, or
where there is an evangelical belief in the organizations values, or also in groups
where a friendly climate is at the base of their identity (avoidance of conflict). In
fact groupthink is very common, it happens all the time, in almost every group.
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Members that are defiant are often turned down or seen as a negative influence by
the rest of the group, because they bring conflict.
Innovative organizations need individuals who are prepared to challenge the status
quobe it groupthink or bureaucracy, and also need procedures to implement new
ideas effectively.
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ORGANIZATIONAL EFFECTIVENESS
Organizational effectiveness is the concept of how effective an organization is in
achieving the outcomes the organization intends to produce. The idea of
organizational effectiveness is especially important fornon-profit organizations as
most people who donate money to non-profit organizations and charities are
interested in knowing whether the organization is effective in accomplishing its
goals.
An organization's effectiveness is also dependent on its communicative
competence and ethics. The relationship between these three is simultaneous.
Ethics is a foundation found within organizational effectiveness. An organization
must exemplify respect, honesty, integrity and equity to allow communicative
competence with the participating members. Along with ethics and communicative
competence, members in that particular group can finally achieve their intended
goals.
Organizational effectiveness is an abstract concept and is basically impossible to
measure. Instead of measuring organizational effectiveness, the organization
determines proxy measures which will be used to represent effectiveness. Proxy
measures used may include such things as number of people served, types and
sizes of population segments served, and the demand within those segments for the
services the organization supplies.
For instance, a non-profit organization which supplies meals to house bound
people may collect statistics such as the number of meals cooked and served, the
number of volunteers delivering meals, the turnover and retention rates of
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volunteers, the demographics of the people served, the turnover and retention of
consumers, the number of requests for meals turned down due to lack of capacity
(amount of food, capacity of meal preparation facilities, and number of delivery
volunteers), and amount of wastage. Since the organization has as its goal the
preparation of meals and the delivery of those meals to house bound people, it
measures its organizational effectiveness by trying to determine what actual
activities the people in the organization do in order to generate the outcomes the
organization wants to create.
Activities such as fundraising or volunteer training are important because they
provide the support needed for the organization to deliver its services but they are
not the outcomes per se. These other activities are overhead activities which assist
the organization in achieving its desired outcomes.
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EMPLOYEE ENGAGEMENT
Employee engagement is a concept that is generally viewed as managing
discretionary effort, that is, when employees have choices, they will act in a way
that furthers theirorganization's interests. An engaged employee is a person who is
fully involved in, and enthusiastic about, his or herwork.
Engaged employees care about the future of the company and are willing to invest
the discretionary effort. Engaged employees feel a strong emotional bond to the
organization that employs them.
FACTORS AFFECTING EMPLOYEE ENGAGEMENT:
Employee perceptions of job importance.
Employee clarity of job expectations. "If expectations are not clear and basic
materials and equipment not provided, negative emotions such as boredom
or resentment may result, and the employee may then become focused on
surviving more than thinking about how he can help the organization
succeed."
Career advancement/improvement opportunities. "Plant supervisors and
managers indicated that many plant improvements were being made outside
the suggestion system, where employees initiated changes in order to reap
the bonuses generated by the subsequent cost savings."
Regular feedback and dialogue with superiors. "Feedback is the key to
giving employees a sense of where theyre going, but many organizations
are remarkably bad at giving it. "'What I really wanted to hear was 'Thanks.
You did a good job.' But all my boss did was hand me a check.'
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Quality of working relationships with peers, superiors, and subordinates.
"...if employees' relationship with their managers is fractured, then no
amount of perks will persuade the employees to perform at top levels.
Employee engagement is a direct reflection of how employees feel about
their relationship with the boss."
Perceptions of the ethos and values of the organization.
Effective Internal Employee Communications - which convey a clear
description of "what's going on". "'If you accept that employees want to be
involved in what they are doing then this trend is clear (from small
businesses to large global organizations). The effect of poor internal
communications is seen as its most destructive in global organizations which
suffer from employee annexation - where the head office in one country is
buoyant (since they are closest to the action, know what is going on, and are
heavily engaged) but its annexes (who are furthest away from the action and
know little about what is happening) are dis-engaged. In the worst case,
employee annexation can be very destructive when the head office attributes
the annex's low engagement to its poor performance... when its poor
performance is really due to its poor communications.
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OBJECTIVES OF THE STUDY
The objective of the study is the purpose for which the study is conducted and it
is undertaken. The objective decides the procedure and the path which will be
taken for the study. The objective is the base on which the foundation of the
study is built. The objective should be decided with utmost concentration and
due consideration.
The objective of our study is:
To analyze the organizational culture in HDFC Bank
To analyze the employee engagement in HDFC Bank
To analyze organizational effectiveness in HDFC Bank
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METHODOLOGY OF THE STUDY
Methodology refers to more than a simple set of methods; rather it refers to the
rationale and the philosophical assumptions that underlie a particular study.
This is why scholarly literature often includes a section on the methodology of
the researchers.
For the purpose of this study, the type of research undertaken was primary
research, which comprised of collecting information through questionnaires
from the selected sample. Primary research is more detailed and it involves
getting close information from the sample directly.
PROCEDURE OF THE STUDY:
The study was conducted by getting questionnaires filled by HDFC Bank
employees. Then the data collected was tabulated and various tools like SPSS
and Microsoft Excel were used for the quantification of the data collected.
INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:
The employees of HDFC Bank, who were selected as a part of the
sample, were told to fill the questionnaires with legitimate details in
the questionnaire. The sample individuals were also requested to give
the true and fair picture of the organization and the working
environment of the organization, as this would help us in getting a
fair picture of the organization and help us get the true findings from
the study.
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DATA COLLECTED, QUANTIFICATION
AND INFERENCE
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QUESTIONNAIRE1EMPLOYEE ENGAGEMENTQUESTION -- 1
Does your work group plan together and coordinate its efforts?
Frequency Percent Valid Percent Cumulative Percent
indifferent 1 10.0 10.0 10.0
Agree 8 80.0 80.0 90.0
strongly agree 1 10.0 10.0 100.0
Total 10 100.0 100.0
INFERENCE: From the above findings of the question, the inference that can be drawn is
that most of the employees think or consider that there is planning and coordination among the
various workgroup of the organization. 80% of the total sample agree that there is planning and
coordination among the various workgroups in an organization.
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QUESTION-- 2
Does your work group make good decisions and solve problems well?
Frequency Percent Valid Percent Cumulative Percent
Indifferent 1 10.0 10.0 10.0
Agree 6 60.0 60.0 70.0
strongly agree 3 30.0 30.0 100.0
Total 10 100.0 100.0
INFERENCE: The inference drawn is that a majority of the employees feel that their
workgroup makes good decisions and solves problems well. but there is no one who is against
this statement.
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QUESTION -- 3
Is information about important events and situations shared within your workgroup?
Frequency Percent Valid Percent Cumulative Percent
Valid disagree 1 10.0 10.0 10.0
indifferent 2 20.0 20.0 30.0
Agree 3 30.0 30.0 60.0
strongly agree 4 40.0 40.0 100.0
Total 10 100.0 100.0
INFERENCE: The findings of this question show us that information in the organization isshared in the organization to an extent. 40% strongly agree. 30% agree, and there is also a major
part(30%) of the employees who disagree or are indifferent.
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QUESTION -- 4
Does your workgroup feel responsible for meeting its objectives successfully?
Frequency Percent Valid Percent Cumulative Percent
Valid indifferent 2 20.0 20.0 20.0
disagree 6 60.0 60.0 80.0
strongly disagree 2 20.0 20.0 100.0
Total 10 100.0 100.0
INFERENCE: The inference that can be drawn is that the workgroup does not feel
responsible about achieving its objectives successfully, but there is also a combined chunk of
employees(40%), who think that the workgroups do feel responsible to meet the objectives
successfully.
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