Final Bob Report

7/31/2019 Final Bob Report

http://slidepdf.com/reader/full/final-bob-report 1/82



Rajasthan Technical University Page 2




DECLARATION

I, hereby declare that the project report on " Analysis of Study of Employee Engagement Practices In

Banking Industry " is my original work as a part of the summer training undertaken at HR department

of Bank of Baroda, Jaipur region May-June 2011.

All the information contained in the report has been obtained from the data available and

searching through internet and books which provided in depth knowledge about the topic

undertaken.

I also declare that all the data presented is true to best of my knowledge which is fully and

specifically acknowledged.

Signature: _____________

Name: KhushbuZindal

Date:




ACKNOWLEDGEMENT

“Appreciation can make a day, even change a life. Your willingness to put it into words is all that is necessary”.

It is a pleasure to record our thanks and gratitude to persons and organizations whose

generous help and support enabled us to complete this project within the stipulated time

period.

We would like to thank Mr. Ajay Deroliya faculty of FMS, MAIET has given us the

opportunity to work on this project and for him active guidance and support from time to

time during the project.

I would like to thank in particular the Mr. N. V. Parmar ( Chief Manager, HRM, Regional office)

Mr. Ashok Yadav (Senior Manager, HRM, Regional office), and Ms Uma Yadav (Officer, HRM) for

their constructive suggestions and painstaking efforts in brining out this project in an excellent manner.

They gave me time from their busy schedule & under whose guidance this project has been

successfully completed.

I would also like to thank all the people who directly or indirectly helped me in my project work.

We are also highly grateful to our friends and family members for their invaluable moral support .

Khushbu Zindal




PREFACE

Summer Training constitutes an important part of a good practice oriented management course. Inkeeping with the syllabus of MBA, each student has to undergo 6 weeks practical training in a

commercial organization or industry. So in order to fulfill this requirement, I under went this training at

BANK OF BARODA.

Practical training is necessary to learn as to how theoretical knowledge can be put into practice in real

life situations. I went to the training knowing fairly well some basic principles of management and this

training has indeed helped me to understand the vast difference between theory as well as practice.

During my summer training, I learned how the day to day problems are tackled by the executives; how

an industrial unit is run, etc. i.e. I saw the actual working of an organization which left me awestruck.

The overall knowledge gained by me will be reflected in the training report itself.

In today s globalize world where cut -throat competition is prevailing in the market theoretical

knowledge is not sufficient so the practical knowledge has become very essential for an individual who

would help him/her for bright future and career activities.

My project is an attempt to gain better understanding about “ Analysisof Study of Employee Engagement Practices In Banking Industry ” of employees in Bank of Baroda.




TABLE OF CONTENTS

S.No. Contents Page No.

1.Industry profileOrganisational Structure

6-910

2. Company profile Organisation history& Introduction Bank vision statement Bank mission statement Branches & offices Awards HR role in banking BOB HR objective HR business model HRnes in bank & its various modules

11-151617182223-2424

2528-30

2. Introduction-Employee Engagement Practices Concept of Employee Engagement Definition Origin studies Strategies to increase EE Aspects Benefits to the org. Literature rewiew

31-33343536-3839-4243-44

4546-47

3. Research methodology 48-49

4. Empirical analysis 50-69

5. Key findings 70

6. Conclusion 71

7. Recommendations & suggestions 72-73

8.Bibliography 74

9. References 75

10. Appendix Questionnaire

76-81




BANKING INDUSTRY-AN OVERVIEW

Meaning of Bank

“An organization, usually a corporation, chartered by a state or federalgovernment, which does most or

all of the following: receives demand deposits and time deposits, honorsinstruments drawn on them,

and paysinterest on them, makes loans, and invests in securities; collects checks, drafts, and not; and

issues drafts and cashier's checks .”

The Banking Industry was once a simple and reliable business that took deposits from investors at a

lower interest rate and loaned it out to borrowers at a higher rate.

Through technology development, banking services have become available 24 hours a day, 365 days a

week, through ATMs, at online banking, and in electronically enabled exchanges where everything

from stocks to currency futures contracts can be traded.

Banking in India has a long and elaborate history of more than 200 years. The beginning of this

industry can be traced back to1786, when the country’s first bank, Bank of Bengal, was

established.But the industry changed rapidly and drastically, after the nationalization of banks

in 1969.

Industry estimates indicate that out of 274 commercial banks operating in the country, 223

banks are in the public sector and 51 are in the private sector . These private sector banks include

24 foreign banks that have begun their operations here. The specialized banking institutions that

include cooperatives, rural banks, etc. form a part of the nationalized banks category.

Banks in India can be categorized into non-scheduled banks and scheduled banks. Scheduled banksconstitute of commercial banks and co-operative banks. There are about 67,000 branches of Scheduled

banks spread across India. During the first phase of financial reforms, there was a nationalization of 14

major banks in 1969. This crucial step led to a shift from Class banking to Mass banking. Since then

the growth of the banking industry in India has been a continuous process.

http://www.investorwords.com/3504/organization.html


http://www.investorwords.com/1140/corporation.html

http://www.investorwords.com/1895/Federal.html

http://www.investorwords.com/1398/demand_deposit.html

http://www.investorwords.com/4977/time_deposit.html

http://www.businessdictionary.com/definition/honor.html

http://www.investorwords.com/3626/pay.html

http://www.investorwords.com/2858/loan.html

http://www.investorwords.com/2598/invest.html

http://www.investorwords.com/5954/securities.html

http://www.businessdictionary.com/definition/check.html

http://www.investorwords.com/1576/draft.html

http://www.investorwords.com/2651/issue.html

http://www.investorwords.com/771/cashiers_check.html



http://www.investorwords.com/2651/issue.html

http://www.investorwords.com/1576/draft.html

http://www.businessdictionary.com/definition/check.html

http://www.investorwords.com/5954/securities.html

http://www.investorwords.com/2598/invest.html

http://www.investorwords.com/2858/loan.html





http://www.investorwords.com/4977/time_deposit.html

http://www.investorwords.com/1398/demand_deposit.html



http://www.investorwords.com/1140/corporation.html





As far as the present scenario is concerned the banking industry is in a transition phase. The Public

Sector Banks (PSBs), which are the foundation of the Indian Banking system account for more than 78

per cent of total banking industry assets. Unfortunately they are burdened with excessive Non

Performing assets (NPAs), massive manpower and Lack of adaptation and also due to lack of new

ideas of younger generation.

On the other hand the Private Sector Banks in India are witnessing immense progress. They are

leaders in Internet banking, mobile banking, phone banking, ATMs. On the other hand the Public

Sector Banks are still facing the problem of unhappy employees. There has been a decrease of 20

percent in the employee strength of the public sector in the wake of the Voluntary Retirement Schemes

(VRS). As far as foreign banks are concerned they are likely to succeed in India.

The transformation of the Indian banking sector

As you are aware, the financial sector reforms in the country were initiated in the beginning of the

1990s. The reforms have brought about a sea change in the profile of the banking sector. Our

implementation of the reforms process has had several unique features. Our financial sector reforms

were undertaken early in the reform cycle. Notably, the reforms process was not driven by any banking

crisis, nor was it the outcome of any external support package. Besides, the design of the reforms was

crafted through domestic expertise, taking on board the international experiences in this respect. The

reforms were carefully sequenced with respect to the instruments to be used and the objectives tobeachieved. Thus, prudential norms and supervisory strengthening were introduced early in the reform

cycle, followed by interest-rate deregulation and a gradual lowering of statutory pre-emptions. The

morecomplex aspects of legal and accounting measures were ushered in subsequently when the basic

tenets of the reforms were already in place.

The public sector banks continue to be a dominant part of the banking system. As on March 31, 2008,

the PSBs accounted for 69.9 per cent of the aggregate assets and 72.7 per cent of the aggregateadvances of the Scheduled commercial banking system. A unique feature of the reform of the public

sector bankswas the process of their financial restructuring. The banks were recapitalised by the

government to meet prudential norms through recapitalisation bonds. The mechanism of hiving off bad

loans to a separate government asset management company was not considered appropriate in view of

the moral hazard.




The subsequent divestment of equity and offer to private shareholders was undertaken through a public

offer and not by sale to strategic investors. Consequently, all the public sector banks, which issued

shares to private shareholders, have been listed on the exchanges and are subject to the same disclosure

and market discipline standards as other listed entities. To address the problem of distressed assets, a

mechanism has been developed to allow sale of these assets to Asset Reconstruction Companies whichoperate as independent commercial entities.

As regard the prudential regulatory framework for the banking system, we have come a long way from

the administered interest rate regime to deregulated interest rates, from the system of Health Codes for

an eight-fold, judgmental loan classification to the prudential asset classification based on objective

criteria, from the concept of simple statutory minimum capital and capital-deposit ratio to the risk-

sensitive capital adequacy norms – initially under Basel I framework and now under the Basel II

regime.

There is much greater focus now on improving the corporate governance set up through “fit and

proper” criteria, on encouraging integrated risk management systems in the banks and on promoting

market disciplinethrough more transparent disclosure standards. The policy endeavor has all along

been to benchmark our regulatory norms with the international best practices, of course, keeping in

view the domestic imperatives and the country context. The consultative approach of the RBI in

formulating the prudential regulations has been the hallmark of the current regulatory regime whichenables taking account of a wide diversity of views on the issues at hand.

The implementation of reforms has had an all round salutary impact on the financial health of the

banking system, as evidenced by the significant improvements in a number of prudential parameters.

Letme briefly highlight the improvements in a few salient financial indicators of the banking system.

The average capital adequacy ratio for the scheduled commercial banks, which was around two per

cent in 1997, had increased to 13.08 per cent as on March 31, 2008. The improvement in the

capitaladequacy ratio has come about despite significant growth in the aggregate asset of the banking

system.This level of capital ratio in the Indian banking system compares quite well with the banking

system inmany other countries – though the capital adequacy of some of the banks in the developed




countries hasremained under considerable strain in the recent past in the aftermath of the sub-prime

crisis.

In regard to the asset quality also, the gross NPAs of the scheduled commercial banks, whichwere as

high as 15.7 per cent at end-March 1997, declined significantly to 2.4 per cent as at end-March2008.The net NPAs of these banks during the same period declined from 8.1 per cent to 1.08 per cent.These

figures too compare favourably with the international trends and have been driven by theimprovements

in loan loss provisioning by the banks as also by the improved recovery climate enabled

by the legislative environment. What is noteworthy is that the NPA ratios have recorded

remarkableimprovements despite progressive tightening of the asset classification norms by the RBI

over the years .







BANK OF BARODA

ORGANISATION HISTORY & INTRODUCTION

Bank of Baroda is the third largest bank in India, after the State Bank of India and the Punjab National

Bank and ahead of ICICI Bank. BOB has total assets in excess of Rs. 2.27 lakhcrores, or Rs. 2,274

billion, a network of over 3,000 branches and offices, and about 1,100 ATMs. IT plans to open 400

new branches in the coming year. It offers a wide range of banking products and financial services to

corporate and retail customers through a variety of delivery channels and through its specialised

subsidiaries and affiliates in the areas of investment banking, credit cards and asset management. Its

total business was Rs. 4,402 billion as of June 30.

As of August 2010, the bank has 78 branches abroad and by the end of FY11 this number should climb

to 90. In 2010, BOB opened a branch in Auckland, New Zealand, and its tenth branch in the United

Kingdom. The bank also plans to open five branches in Africa. Besides branches, BoB plans to open

three outlets in the Persian Gulf region that will consist of ATMs with a couple of people.

http://en.wikipedia.org/wiki/State_Bank_of_India

http://en.wikipedia.org/wiki/Punjab_National_Bank


http://en.wikipedia.org/wiki/ICICI_Bank

http://en.wikipedia.org/wiki/Lakh



http://en.wikipedia.org/wiki/ICICI_Bank



http://en.wikipedia.org/wiki/State_Bank_of_India




The Maharajah of Baroda, Sir SayajiraoGaekwad III, founded the bank on 20 July 1908 in the princely

state of Baroda, in Gujarat. The bank, along with 13 other major commercial banks of India, was

nationalised on 19 July 1969, by the government of India.

INTERNATIONAL PRESENCE

In its international expansion, the Bank of Baroda followed the Indian diaspora, especially that of the

Gujaratis. It has significant international presence with a network of 72 offices in 25 countries, six

subsidiaries, and four representative offices.

Among the Bank of Baroda s 42 overseas branches are ones in the world s major financial centers

(e.g., New York, London, Dubai, Hong Kong (which it has upgraded recently), Brussels and

Singapore) , as well as a number in other countries. The bank is engaged in retail banking via 17

branches of subsidiaries in Botswana, Guyana, Kenya, Tanzania, and Uganda. The Bank of Baroda

also has a joint-venture bank in Zambia with nine branches. The Bank of Baroda maintains

representative offices in Malaysia, China, Thailand, and Australia. It plans to upgrade its offices in

China and Malaysia shortly to a branch and joint-venture, respectively.

The Bank of Baroda has received permission or in principle approval from host country regulators to

open new offices in Trinidad and Tobago and Ghana, where it seeks to establish joint ventures or

subsidiaries. The bank has received Reserve Bank of India approval to open offices in The Maldives, and New Zealand. It is seeking approval for operations in Bahrain, South Africa, Kuwait,

Mozambique, and Qatar and is establishing offices in Canada, New Zealand, Sri Lanka, Bahrain, Saudi

Arabia, and Russia. It also has plans to extend its existing operations in the United Kingdom, the

United Arab Emirates, and Botswana. The slogan of bank of baroda is "India's International Bank".

HISTORY

1908-1959

1908: Maharaja SayajiraoGaekwad III set up Bank of Baroda (BOB).

1910: BoB established its first branch in Ahmedabad.

1953: BoB established a branch in Mombasa and another in Kampala.

http://en.wikipedia.org/wiki/Sayajirao_Gaekwad_III

http://en.wikipedia.org/wiki/Princely_state


http://en.wikipedia.org/wiki/Baroda_State

http://en.wikipedia.org/wiki/Gujarat

http://en.wikipedia.org/wiki/Government_of_India


http://en.wikipedia.org/wiki/New_York

http://en.wikipedia.org/wiki/London

http://en.wikipedia.org/wiki/Dubai

http://en.wikipedia.org/wiki/Hong_Kong

http://en.wikipedia.org/wiki/Brussels

http://en.wikipedia.org/wiki/Singapore

http://en.wikipedia.org/wiki/Botswana

http://en.wikipedia.org/wiki/Guyana

http://en.wikipedia.org/wiki/Kenya

http://en.wikipedia.org/wiki/Tanzania

http://en.wikipedia.org/wiki/Uganda

http://en.wikipedia.org/wiki/Zambia

http://en.wikipedia.org/wiki/Malaysia

http://en.wikipedia.org/wiki/China

http://en.wikipedia.org/wiki/Thailand

http://en.wikipedia.org/wiki/Australia



http://en.wikipedia.org/wiki/Trinidad_and_Tobago

http://en.wikipedia.org/wiki/Ghana

http://en.wikipedia.org/wiki/Reserve_Bank_of_India

http://en.wikipedia.org/wiki/Maldives

http://en.wikipedia.org/wiki/New_Zealand

http://en.wikipedia.org/wiki/Bahrain

http://en.wikipedia.org/wiki/South_Africa

http://en.wikipedia.org/wiki/Kuwait

http://en.wikipedia.org/wiki/Mozambique

http://en.wikipedia.org/wiki/Qatar

http://en.wikipedia.org/wiki/Canada


http://en.wikipedia.org/wiki/Sri_Lanka


http://en.wikipedia.org/wiki/Saudi_Arabia


http://en.wikipedia.org/wiki/Russia

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/United_Arab_Emirates


http://en.wikipedia.org/wiki/Maharaja_Sayajirao_Gaekwad_III



http://en.wikipedia.org/wiki/Ahmedabad

http://en.wikipedia.org/wiki/Mombasa

http://en.wikipedia.org/wiki/Kampala

http://en.wikipedia.org/wiki/Kampala

http://en.wikipedia.org/wiki/Mombasa

http://en.wikipedia.org/wiki/Ahmedabad



http://en.wikipedia.org/wiki/United_Arab_Emirates

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/Russia




http://en.wikipedia.org/wiki/Sri_Lanka


http://en.wikipedia.org/wiki/Canada

http://en.wikipedia.org/wiki/Qatar

http://en.wikipedia.org/wiki/Mozambique

http://en.wikipedia.org/wiki/Kuwait

http://en.wikipedia.org/wiki/South_Africa



http://en.wikipedia.org/wiki/Maldives


http://en.wikipedia.org/wiki/Ghana

http://en.wikipedia.org/wiki/Trinidad_and_Tobago



http://en.wikipedia.org/wiki/Australia

http://en.wikipedia.org/wiki/Thailand



http://en.wikipedia.org/wiki/Zambia


http://en.wikipedia.org/wiki/Tanzania

http://en.wikipedia.org/wiki/Kenya



http://en.wikipedia.org/wiki/Singapore





http://en.wikipedia.org/wiki/New_York


http://en.wikipedia.org/wiki/Government_of_India


http://en.wikipedia.org/wiki/Baroda_State



http://en.wikipedia.org/wiki/Sayajirao_Gaekwad_III




1954: BoB opened a branch in Nairobi.

1956: BoB opened a branch in Dar-es-Salaam.

1957: BoB established a branch in London.

1959: BoB acquired Hind Bank .

1960s

1961: BoB merged in New Citizen Bank of India . This merger helped it increase its branch

network in Maharashtra.

BOB also opened a branch in Fiji.

1962: BoB opened a branch in Mauritius.

1963: BoB acquired Surat Banking Corporation in Surat, Gujarat.

1964: BoB acquired two banks, Umbergaon People’s Bank in southern Gujarat and Tamil

Nadu Central Bank in Tamil Nadu state.

1964: BoB lost its branch in Narayanjanj (East Pakistan) due to the Indo-Pakistan war. It is

unclear when BOB had opened the branch.

1965: BoB opened a branch in Guyana.

1967: The Tanzanian government nationalized BoB s three branches there and transferred their

operations to the Tanzanian government-owned National Banking Corporation.

1969: The government of India nationalized 14 top banks, including BoB. BoB incorporated its operations in Uganda as a 51% subsidiary, with the government owning

the rest.

1970s

1972: BoB acquired The Bank of India s operations in Uganda.

1974: BoB opened a branch each in Dubai and Abu Dhabi.

1975: BoB acquired the majority shareholding and management control of Bareilly

Corporation Bank (est. 1928) and Nainital Bank (est. in 1954), both in Uttar Pradesh. Since

then, Nainital Bank has expanded to Uttarakhand State.

http://en.wikipedia.org/wiki/Nairobi

http://en.wikipedia.org/wiki/Dar-es-Salaam


http://en.wikipedia.org/wiki/Maharashtra

http://en.wikipedia.org/wiki/Fiji

http://en.wikipedia.org/wiki/Mauritius

http://en.wikipedia.org/wiki/Surat



http://en.wikipedia.org/wiki/Tamil_Nadu



http://en.wikipedia.org/wiki/Bank_of_India



http://en.wikipedia.org/wiki/Abu_Dhabi

http://en.wikipedia.org/wiki/Uttar_Pradesh

http://en.wikipedia.org/wiki/Uttarakhand

http://en.wikipedia.org/wiki/Uttarakhand

http://en.wikipedia.org/wiki/Uttar_Pradesh

http://en.wikipedia.org/wiki/Abu_Dhabi





http://en.wikipedia.org/wiki/Tamil_Nadu



http://en.wikipedia.org/wiki/Surat


http://en.wikipedia.org/wiki/Fiji

http://en.wikipedia.org/wiki/Maharashtra


http://en.wikipedia.org/wiki/Dar-es-Salaam

http://en.wikipedia.org/wiki/Nairobi




1976: BoB opened a branch in Oman and another in Brussels. The Brussels branch was aimed

at Indian firms from Mumbai (Bombay) engaged in diamond cutting and jewellery having

business in Antwerp, a major center for diamond cutting.

1978: BoB opened a branch in New York and another in the Seychelles.

1979: BoB opened a branch in Nassau, the Bahamas.

1977: BoB Opened a branch in imphal

1980s

BoB opened a branch in Bahrain and a representative office in Sydney, Australia.

BoB, Union Bank of India and Indian Bank established IUB International Finance, a licensed

deposit taker, in Hong Kong. Each of the three banks took an equal share.

1985: BoB (20%), Bank of India (20%), Central Bank of India (20%) and ZIMCO (Zambian

government; 40%) established Indo-Zambia Bank (Lusaka). BoB also opened an Offshore

Banking Unit (OBU) in Bahrain.

1988: BoB acquired Traders Bank , which had a branch network in Delhi.

1990s

1990: BoB opened an OBU in Mauritius, but closed its representative office in Sydney.

1991: BoB took over the London branches of Union Bank of India and Punjab & Sind Bank

(P&S). P&S s branch had been established before 1970 and Union Bank s after 1980. The

Reserve Bank of India ordered the takeover of the two following the banks' involvement in the

Sethia fraud in 1987 and subsequent losses.

1992 BoB incorporated its operations in Kenya into a local subsidiary with a small tranche of

shares quoted on the Nairobi Stock Exchange.

1993: BoB closed its OBU in Bahrain.

1996: BoB Bank entered the capital market in December with an Initial Public Offering (IPO) .

The Government of India is still the largest shareholder, owning 66% of the bank's equity.

1997: BoB opened a branch in Durban.

1998: BoB bought out its partners in IUB International Finance in Hong Kong. Apparently this

was a response to regulatory changes following Hong Kong s reversion to the People s

http://en.wikipedia.org/wiki/Oman


http://en.wikipedia.org/wiki/Mumbai

http://en.wikipedia.org/wiki/Bombay

http://en.wikipedia.org/wiki/Antwerp

http://en.wikipedia.org/wiki/Diamond_cutting

http://en.wikipedia.org/wiki/Seychelles

http://en.wikipedia.org/wiki/Sydney

http://en.wikipedia.org/wiki/Union_Bank_of_India

http://en.wikipedia.org/wiki/Indian_Bank



http://en.wikipedia.org/wiki/Central_Bank_of_India



http://en.wikipedia.org/wiki/Punjab_%26_Sind_Bank


http://en.wikipedia.org/wiki/Initial_Public_Offering

http://en.wikipedia.org/wiki/IPO

http://en.wikipedia.org/wiki/Durban

http://en.wikipedia.org/wiki/Durban

http://en.wikipedia.org/wiki/IPO

http://en.wikipedia.org/wiki/Initial_Public_Offering


http://en.wikipedia.org/wiki/Punjab_%26_Sind_Bank



http://en.wikipedia.org/wiki/Central_Bank_of_India



http://en.wikipedia.org/wiki/Indian_Bank


http://en.wikipedia.org/wiki/Sydney

http://en.wikipedia.org/wiki/Seychelles

http://en.wikipedia.org/wiki/Diamond_cutting

http://en.wikipedia.org/wiki/Antwerp

http://en.wikipedia.org/wiki/Bombay

http://en.wikipedia.org/wiki/Mumbai


http://en.wikipedia.org/wiki/Oman






2009: The Bank of Baroda registered with the Reserve Bank of New Zealand, enabling it to

trade as a bank in New Zealand (2009/09/01)

2010s

2010: Malaysia awarded a commercial banking license to a locally incorporated bank to be

jointly owned by Bank of Baroda, Indian Overseas Bank and Andhra Bank. The new bank,

India BIA Bank (Malaysia), will reside in Kuala Lumpur, which has a large population of

Indians. Andhra Bank will hold a 25% stake in the joint-venture, BoB will own 40% and IOB

the remaining 35%.

BANK OF BARODA-VISION STATEMENT 2011

The Bank aspires to regain the leadership spot in the

public sector banking space by 2009-10, deploying the

most modern technology and pursuing global best

practices for affording world-class banking experience

and best values to its customers.

To double its global business size next 2-3 years and take

it to Rs.4 lacscrore by 2010.

To regain the leadership spot among the public sector banks in India. To acquire at least 2 million customers every year.

To double the retail assets and fee based income.

To bring at least 300 to 400 of the top 1000 corporate in the Bank s loan book.

To transform the top 500 branches into the best-of-the-breed sales and services centers through

improve ambience, processes, people and technology.

To pursue best global practices for delivering best values to the customers.

http://en.wikipedia.org/wiki/Reserve_Bank_of_New_Zealand


http://en.wikipedia.org/wiki/Indian_Overseas_Bank

http://en.wikipedia.org/wiki/Andhra_Bank

http://en.wikipedia.org/wiki/Andhra_Bank

http://en.wikipedia.org/wiki/Indian_Overseas_Bank


http://en.wikipedia.org/wiki/Reserve_Bank_of_New_Zealand




BANK OF BARODA-MISSION STATEMENT 2011

" To be a top ranking National Bank of International Standards committed to augmenting stake

holders' value through concern, care and competence”




BRANCHES AND OFFICES :

Branch Network

Area No. of Branches

Metro 675

Urban 580

Semi-Urban 721

Rural 1127

Extension Counters 26

Total (Indian) 3129

Foreign (Overseas) 70

Total (Global) 3199

Controlling Offices

Zonal Offices 10

Regional Offices 43

PRODUCTS AND SERVICES:

Given below is the list of services offered by the Bank of Baroda:-

Retail Banking Rural / Agri Banking Wholesale Banking SME Banking Wealth Management Demat Product Enquiry Internet Banking NRI Remittances Baroda e-trading Interest Rates Deposit Products




Loan Products ATM / Debit cards

International Services

NRI Services FGN Currency Credits ECB (External Communication Borrowings) FCNR (B) Loans Offshore Banking Finance in Export and Import Correspondent Banking Facility

International Treasury

Concentration (%): Domestic Branch Network

Rest of India, 21.42

UP & Uttaranchal, 21.96

South, 11Rajasthan, 11.81

Maharashtra, 11.29

Gujarat, 22.52






Logo of Bank of Baroda

The new logo is a unique representation of a universal symbol. It

comprises dual „B letterforms that hold the rays of the rising sun. It

called as the “ THE BARODA SUN”.

The sun is an excellent representation of what the bank stands for. It isthe single most powerful source of light and energy – its far reaching

rays dispel darkness to illuminate everything they touch. Bank of

Baroda seek to be the source that will help all our stakeholders to

realize their goals. To our customers, we seek to be a one-stop, reliable partner who will help them

address different financial needs.

We also recognize that the bank is characterized by diversity. Network of branches spans geographical

and cultural boundaries and rural-urban divides. Customers come from a wide spectrum of industries

and backgrounds. The Baroda Sun is a fitting face for its brand because it is a universal symbol of

dynamism and optimism – it is meaningful for many audiences and easily decoded by all.

Bank's new corporate brand identity is much more than a cosmetic change. It is a signal that people

recognize and are prepared for new business paradigms in a globalized world. At the same time, people

will always stay in touch with bank's heritage and enduring relationships on which the bank is founded.

By adopting a symbol as simple and powerful as the Baroda Sun is, communicate both the things to thepublic.






Second Rank as „Best Nationalized Bank in „India s best Bank Survey 2009 -10 by Financial

Express Group.

Rank 34 [up from Rank 39 last year] - India s Most Valuable Brand 2009 (Brand Finance, UK).

Rank 33 [up from Rank 36 last year] – ET 500 2009.

Rank 4 [up from Rank 17 last year] – Business Today KPMG Survey 2009.

These awards should encourage and energize every Barodian to work harder and smarter

towards Business Excellence.

HR ROLE IN BANKING

The bankers are increasingly aware of the importance of technology for

their operation. Banks are adopting and adapting to technological tools to

further their business . This new technology is transforming the skill

structure in banking. What, then, exactly is the impact of technology on

the human resources employed in banking? How should an HR Manager

in a bank respond to this fast-changing scenario?

These new and enhanced skills would require new knowledge and

behavioral adjustments in respect of existing human resources. How should a HR Manager in a bank

respond to this fast-changing scenario? In this context, the training system will emerge as an important

tool of intervention. The training system in the banking industry has a strong structural base. However,

in the past, the training activities have been more ritualistic due to absence of a strategic link between

training and human resources development.

Today, it is important that the training function is made an effective organizational intervention by

establishing a clear policy of training and development within the framework of total human resource

development. The training establishments need to be actively involved in the total training process

starting from the identification of training needs, evaluation of training effectiveness and the benefits

of training to the end-users, viz., the internal and external customers.




The core function of HRD in the banking industry is to facilitate performance improvement, measured

not only in terms of financial indicators of operational efficiency, but also in terms of the quality of

financial services provided. Factors like skills, attitudes and knowledge of the human capital play a

crucial role in determining the competitiveness of the financial sector. The quality of human resources

indicates the ability of banks to deliver value to customers. Capital and technology are replicable butnot the human capital which needs to be valued as a highly valuable resource for achieving that

competitive edge. The primary emphasis needs to be on integrating human resource management

strategies with the business strategy. HRM strategies include managing change, creating commitment,

achieving flexibility and improving teamwork.

HR OBJECTIVESOF BANK OF BARODA

To initiate & institutionalize globally competitive HR practices in the Bank in our pursuit

tobecome a Bank of international standards and to become an employer of preferred choice.

To put in place relevant HRD strategies and use modern methodologies to undertake

organizational renewal; identify and nurture talent, bring about marked changes in the mindset

of employees at all levels so as to enhance HR Quality.

To create a performance-driven culture and an exciting workplace for the employees.

To create a pool of entrepreneurial managers and business leaders for future.

To inculcate a strong and effective sales and service culture across levels in the organization in

order to generate strong stakeholder affiliation.

To create a learning organization for employee's intellectual growth and creativity

To re-skill the workforce to operate in digitally enabled modern core banking environment.






HR Initiatives in Bank of Baroda

HR blueprints for business driven HR reforms

Broad level approved strategy paper outlining various organizations wide HR reforms/

interventions.

HR steering committee

Broad level HR committee for piloting HR initiatives and reforms. The committee comprise of

Directors and leading professionals as experts from outside the bank.

Khoj

Organization wide talent identification and development program for officers and clerks (through

scientific process of identification and selection, employee with high potential to be deployed in

key business areas. Such employees to be provided with suitable grooming and career growth

opportunities).

Sampark

SOS (Save Our Souls) employee help line (employee in distress can directly approach the CMD

for immediate relief).

Paramarsh

Employees Counseling Centre (Counseling centers for providing psychological assistance and

guidance to overcome their stress, complexities and conflicts in order to lead a better life. This is

totally confidential between the employee and the counselor. First such center set up at Mumbai

where services of professional Clinical Psychologist are available.

Baroda Financial Rewards For Business Leaders

Weighted Index based Model (with pre-defined weightages for different business KRAs ) forbalanced assessment of efforts of Business Leaders (Branch Heads, Regional Heads, Deputy

Regional Heads and Zonal Heads)Rewards in Cash for achievement of business KRAs.




Mep-Tikshna

Management Education Program for Executives (GM, DGM, AGM, Chief Managers) in

association with top B-Schools like IIM-Ahemedabad and Management Development Institute,

Gurgaon. The specially designed program is aimed at development of strategic business

leaders for the future. So far, 213 executives have undergone the programme.

HR Policy For Overseas Selection & Development

Scientific and process orientation in the new revamped policy for selection and deployment of

officers at the Bank s overseas territories.

HR Resourcing Policy

New HR Resourcing Policy formulate to take care of various recruitment needs of the bank

consequent upon abolition of the erstwhile Banking Services Recruitment Board.

Performance Appraisal System for Clerical and Sub-Staff

With the objective of bringing an organization wide performance culture in the organization,

hitherto uncovered employees in the Clerical and Sub-Staff cadre brought in under a new

performance appraisal system.

Massive Recruitment of Specialist officers and also graduates from B-Schools through

campus recruitment

To take care of the Bank s requirement in different specialized areas like IT, Treasury, HR,

Marketing & Sales, Credit, International Business etc ( Around 500 officers being recruited ).

A New Induction cum Grooming Programme for Young Officers

With the objective of developing future managers and leaders and for deployment in key areas, a

revamped Officers Induction cum Grooming Programme is launched.

Fast Track Career Growth Opportunities for Executives and Officers

In order to provide fast track growth opportunities to aspiring Executives and Officers,






Various modules of HRnes

Core HRMs, Manpower planning, roster, pay fixation, conformation, seniority, disciplinary action,

industrial relation, and grievance, employee survey, self service, manager self service, intimation/

permission, transfer, separation, recruitment, promotion, selection alerts, payroll.

PASAS (Performance Appraisal System for Award Staff)

Objectives for PASAS are as under:-

To promote a performance oriented culture.

To identify good performers.

To identify talent amongst employees.

To improve upon strength and areas of improvement.

To identify training needs.

To match job roles of employees with aptitude of individuals during job rotation exercise.

To identify employees for proper placement.

Effective utilization of aptitude and potential.

The following staffs are covered under “PASAS": -

1. All clerical staff (including those having combined designations and also all those drawing any

special pay).

2. All full time subordinate staff (including staff having combined designation or drawing any special

pay).

Performance appraisal process: -

The performance appraisal shall be 3- tired:-

1. Self appraisal by individual employee (this is optional).

2. First review by Reviewing Authority (RA).

3. Second and final review by Final Reviewing Authority (FRA).




EPMs - (EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM FOR ALL OFFICERS)

The new system recognize that performance is not something only to be assessed, but needs to be plan

and managed well, hence this in the nomenclature itself. A deliberate shift is therefore being made

from an employee performance review (EPR) system to an employee performance system. The newsystem needs each officer primarily responsible for his / her performance in a way which enables him

/her to improve upon his / her performance on a continuous basis.

Objectives of EPMS:

Provide Role Clarity

Measure Performance against KRAs

Identify exceptional aptitude/ potential/ talents

Identify Training/ Developmental needs

Increased Communication between RA/Reviewer

From being an organizational/ supervisor driven activity to making it self driven activity.

Introducing and In.stitutionalizing concept of personal Planning.

Letting the employee judge his performance first-self scoring.

Linking Individual performance to Unit performance-i.e. performance of

branch/Region/Zone/Bank.

Giving feedback and formulating development plan

Final Objective-CONTINUOUS IMPROVEMENT

.

Aggressively canvassing non- fund based business so as to improve the share of fee based

income

Maintaining a fine balance the size (top line) and the strength (bottom line) of the Balance-

sheet by managing net interest margin (NIM), Risk profile of the bank and improving the cost-

Income Ratio.

Enhancing the image of the bank as a customer centric organization.




Objectives Centralize data base for decision making.

Provides employee self service.

Automation of various manual process.

Reduction of cost (cost effective) by stream lining repetitive jobs. Plugging/ arresting revenue leakages.

Uniform application of HR rules/ guidelines/ policies.

Objective of this topic

To analyse the level of commitment and involvement an employee has towards their

organization.

To identify strong feelings of employee engagement towards organization.

Objective of this Reseach

The research aims of this project are to clarify the construct of EE. Specifically,

The development of a scale to measure EE;

To establish if EE is unidimensional or multidimensional as a construct;

To establish reliability and validity of the scale, testing as to whether engagement shows

discriminant validity withrespect to job satisfaction, job involvement, intrinsic motivation,

affective commitment,organisational citizenship behaviours and in- role behaviours;

To clarify predictors of employee engagement.

An examination of the impact of individual differences are also explored.







EMPLOYEE ENGAGEMENT

Alone we can do so little; together we can do so much .

Helen Keller Introduction

Every successful organization especially service oriented organizations like banks; thinks that people

are as valuable as their performance. The earlier concept of motivation “employee satisfaction” has

become less relevant now-a- days and new concept is emerging i.e. “engagement” is directly linked to

productivity.

Employee Engagement is about motivating the employees to do their best return to the institution/

organization. It is also called work engagement or worker engagement, is a business management

concept. An “engaged employee” is one who is fully involved in, and enthusiastic about, his or her

work, and thus will act in a way that furthers their organizations interests/ goals.

Employees who are engaged experiences intellectual and emotional connectivity with the organization

and its value and fully share the vision and mission of the organization. .

Engagement is characterized by employee being committed to the organization, believing in what itstands for and being prepared to go above and beyond what is expected to them to deliver outstanding

service to customer. employee engagement is more psychological contract than a physical one. It is

some thing employee has to offer.

Engaged employee feel inspired by their work, they are customer focused in their approach, they care

about the future of the organization and are prepared to invest their own effort to see that the

organization succeed. In other words engaged employee thinks, feels and is proactive in relation toachieving organizational goals for customer, colleague and other stakeholders.

Engaged employees believe they can positively impact quality of their organization products,

positively affect their customer service, positively impact quality in their job or branch and feel strong

emotional bond to the organization that employees them.




Empirical studies demonstrated that engaged employees are more productive, more profitable, more

customer focused.

Engaged employees believing the perception that:-

They have the power to make decisions. Having sufficient knowledge and information to do the job effectively. Such high performance will get rewards for him/her self.

Definitions

According to DereckStockely

The extent that an employee believes in the mission, purpose and values of an organization and

demonstrates that commitment through their actions as an employee and their attitude towards

the employer and customers. Employee engagement is high when the statements and

conversations held reflect a natural enthusiasm for the company, its employees and the products

or services provided.

According to Schmidt et alAn engaged employee involvement with, commitment to, and satisfaction with work.

According to Robinson

Engaged employees care abut the future of the company/institution and are willing to invest the

discretionary effort and feel a strong emotional band to the organization that employs them.

According to work foundation

Engaged employee are emotional and intellectual commitment to their organization and its

success and experience a compelling purpose and meaning in their work and give of their

discrete effort to advance the organization objective.




According to the best companies

Engagement can be defined as an employee s drive to use all their ingenuity and resources for

the benefit of the company/ institutions.

Origin of employee engagement

Engagement at work was conceptualized by William A. Kahn (1990) as the „harnessing of

organizational members selves to their work roles. In engagement, people employ and express

themselves physically, cognitively, and emotionally during role performances. The second related

construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi

(1975, 1990).

Csikzentmihalyi (1975) defines flow as the „holistic sensation that people feel when they act with totalinvolvement. Flow is the state in which there is little distinction between the self and environment.

When individuals are in Flow State little conscious control is necessary for their actions. It is the level

of commitment of and involvement an employee has towards their organizational and its values. An

engaged employee is aware of business context and works with colleague to improve performance

within the job for the benefit of the organization. The organization must work to develop and nurture

engagement, which requires a two-way relationship between employer and employee.

Engagement is most closely associated with the existing construction of job involvement (Brown 1996)

and flow (Csikszentmihalyi 1990). Job involvement is defined as “the degree to which the job situation

is central to the person and his or her identity (Lawler & Hall 1970). (Kanungo 1982) maintained that

job invol vement is a „Cognitive or belief state of Psychological identification . Job involvement is

thought to depend on both need saliency and the potential of a job to satisfy these needs. Thus, job

involvement results from a cognitive judgment about the needs satisfying abilities of the job. Finally

engagement may be thought as an antecedent to job involvement in that individuals who experience

deep engagement in their roles should come to identify with their jobs.

HR practitioners believe that the engagement challenge has a lot to do with how employees feel about

the work experience and how he or she is treated in the organization. It has a lot to do with emotions

which are fundamentally related to drive bottom line success in a company. There will always be

people who never give their best efforts no matter how hard HR and line managers try to engage them

http://en.wikipedia.org/w/index.php?title=William_A._Kahn&action=edit&redlink=1

http://en.wikipedia.org/w/index.php?title=William_A._Kahn&action=edit&redlink=1




but for the most part employees want to commit to companies because doing so satisfies a powerful

and a basic need in connect with and contribute to something significant.

Studies by Consultants

Engaged employees care about the future of the company and are willing to invest the discretionary

effort.

Emotional attachment

Only 29% of employees are actively engaged in their jobs. These employees work with passion and

feel a profound connection to their company. People that are actively engaged help move the

organization forward. 88% of highly engaged employees believe they can positively impact quality of their organization's products, compared with only 38% of the disengaged. 72% of highly engaged

employees believe they can positively affect customer service versus 27% of the disengaged. 68% of

highly engaged employees believe they can positively impact costs in their job or unit, compared with

just 19% of the disengaged. Engaged employees feel a strong emotional bond to the organization that

employs them. This is associated with people demonstrating willingness to recommend the

organization to others and commit time and effort to help the organization succeed. It suggests that

people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being

part of a larger process) rather than simply focusing on extrinsic factors (e.g. pay, reward) .s

Involvement

Eileen Appelbaum and her colleague studied 15 steel mills, 17 apparel manufacturers and 10 electronic

instrument and imaging equipment producers. Their purpose was to compare traditional production

http://en.wikipedia.org/wiki/Corporation

http://en.wikipedia.org/wiki/Customer_service

http://en.wikipedia.org/wiki/Personal_growth

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Reward

http://en.wikipedia.org/wiki/Steel_mill

http://en.wikipedia.org/wiki/Steel_mill

http://en.wikipedia.org/wiki/Reward

http://en.wikipedia.org/wiki/Salary

http://en.wikipedia.org/wiki/Personal_growth


http://en.wikipedia.org/wiki/Corporation




systems with flexible high performance production systems involving teams, training and incentive pay

systems. In all three industries, the plants utilizing high involvement practices showed superior

performance. In addition, workers in the high involvement plants showed more positive attitudes

including trust, organizational commitment and intrinsic enjoyment of the work. The concept has

gained popularity as various studies have demonstrated links with productivity. It is often linked to thenotion of employee voice and empowerment.

Commitment

It has been routinely found that employee engagement

scores account for as much as half of the variance in customer satisfaction scores. This translates into

millions of dollars for companies if they can improve their scores. Studies have statistically

demonstrated that engaged employees are more productive, more profitable, more customer focused,

safer, and less likely to leave their employer. Employees with the highest level of commitmentp erform

20% better and are 87% less likely to leave the organization, which indicates that engagement is linked

to organizational performance. For example, at the beverage company of Molson Coors, it was found

that engaged employees were five times less likely than non engaged employees to have a safety

incident and seven times less likely to have a lost time safety incident. In fact, the average cost of a

safety incident for an engaged employee was $63, compared with an average of $392 for a non

engaged employee. Consequently, through strengthening employee engagement, the company saved$1,721,760 in safety costs in 2002. In addition, savings were found in salesperformance teams through

engagement. In 2005, for example, low engagement teams were seen falling behind engaged teams,

with a difference in performance-related costs of low versus high engagement teams totaling

$2,104,823.3.

http://en.wikipedia.org/wiki/Trust_(social_sciences)

http://en.wikipedia.org/wiki/Productivity

http://en.wikipedia.org/wiki/Empowerment

http://en.wikipedia.org/wiki/Commitment

http://en.wikipedia.org/wiki/MolsonCoors

http://en.wikipedia.org/wiki/United_States_dollar

http://en.wikipedia.org/wiki/United_States_dollar

http://en.wikipedia.org/wiki/MolsonCoors

http://en.wikipedia.org/wiki/Commitment

http://en.wikipedia.org/wiki/Empowerment


http://en.wikipedia.org/wiki/Trust_(social_sciences)




Life insurance industry

Two studies of employees in the life insurance industry examined the impact of employee perceptions

that they had the power to make decisions, sufficient knowledge and information to do the job

effectively and rewards for high performance. In both studies, high involvement management practices

were positively associated with employee morale, employee retention and firm financial performance.

Watson Wyatt found that high commitment organizations out performed those with low commitment

by 47% in the 2000 study and by 200% in the 2002 study.

Productivity

In a study of professional service firms, the Hay Group found that offices with engaged employees

were up to 43% more productive. The most striking finding is the almost 52% gaps in operating

incomes between companies with highly engaged employees and companies whose employees have

low-engagement scores. High-engagement companies improved 19.2% while low-engagement

companies declined 32.7% in operating income during the study period. For example, New Century

Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in

the wholesale division who were actively disengaged produced 28% less revenue than their colleagues

who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged

counterparts. Engaged employees also outperformed the not engaged and actively disengaged

employees in other divisions. It comes as no surprise then that engaged employees have been

statistically linked with innovation events and better problem solving.

Generating engagement

http://en.wikipedia.org/wiki/Morale

http://en.wikipedia.org/wiki/Employee_retention

http://en.wikipedia.org/wiki/New_Century_Financial_Corporation




http://en.wikipedia.org/wiki/Employee_retention

http://en.wikipedia.org/wiki/Morale




Recent research has focused on developing a better understanding of how variables such as quality of

work relationships and values of the organization interact and their link to important work outcomes.

84% of highly engaged employees believe they can positively impact the quality of their organization's

products, compared with only 31 percent of the disengaged. From the perspective of the employee

outcomes range from strong commitment to the isolation of oneself from the organization. The studydone by the Gallup Management Journal has shown that only 29% of employees are actively engaged

in their jobs. Those engaged employees work with passion and feel a strong connection to their

company. About of the business units scoring above the median on employee engagement also

scored above the median on performance. Moreover, 54% of employees are not engaged meaning that

they go through each workday putting time but no passion into their work. Only about of companies

below the median on employee engagement scored above the median on performance.

Access to a reliable model enables organizations to conduct validation studies to establish therelationship of employee engagement to productivity/performance and other measures linked to

effectiveness. It is an important principle of industrial and organizational psychology (i.e. the

application of psychological theories, research methods, and intervention strategies involving

workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and

related groups of items) and not simply focus on individual elements in isolation

As employee productivityi s clearly connected with employee engagement, creating an environment

that encourages employee engagement is considered to be essential in the effective management of

human capital.

http://en.wikipedia.org/w/index.php?title=Gallup_Management_Journal&action=edit&redlink=1

http://en.wikipedia.org/wiki/Validation

http://en.wikipedia.org/wiki/Industrial_and_organizational_psychology


http://en.wikipedia.org/wiki/Human_capital

http://en.wikipedia.org/wiki/Human_capital


http://en.wikipedia.org/wiki/Industrial_and_organizational_psychology

http://en.wikipedia.org/wiki/Validation

http://en.wikipedia.org/w/index.php?title=Gallup_Management_Journal&action=edit&redlink=1






12) Responsibility with authority

13) Appreciation for good performance

14) Reward and incentive

15) Opportunity for self-development

16) Sense of competence

17) Compensation package

18) Job enlargement

19) Organizational climate

20) Partnership between management and employees

21) Behavior of Boss

22) Exit Interview

Influences

Employer engagement - A company's commitment to improving the partnership between

employees and employer. Employers can stay engaged with their employees by actively seeking

to understand and act on behalf of the expectations and preferences of their employees.

Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and

Dan Crim, "an employee s attitude toward the job's importance and the company had the

greatest impact on loyalty and customer servicet hen all other employee factors combined."








Aspects of employee engagement

Some basic aspects of employee engagement according to the global studies are:-

Employee engagement is a barometer that determines the association of a person with the

organization.

Most organizations today realize that a „satisfied employee is not necessarily the „best

employee in terms of loyalty and productivity. It is only an „engaged employee who is

intellectually and emotionally bound with the organization, feels passionately about its goals

and is committed towards its values.

Engaged employees goes the extra mile beyond the basic job responsibility and is associated

with the actions that drive the business.In times of diminishing loyalty, employee

engagement is a powerful retention strategy.

The fact that it has a strong impact on the bottom line adds to its significance.

The employers and their ability to create the conditions that promote employee engagement.

Interaction between employees at all levels.




Thus, it is largely the organization s responsibility to create an environment and culture conducive to

this partnership, and a win-win equation.

Meaning of the term engagement

A clear view of the behavior demonstrated by the engaged employee thus obtained are:-

Belief in the organization. Desire to work to make things better. Understanding of business context and bigger picture. Respectful and helpful to colleague. Willingness to go the extra mile. Keeping up to date with development in the field.

Engagement has clear overlaps with more exhaustively researched concepts of commitment and

organizational citizenship behavior but there are also differences. In this, way organization must toengage the employees who in turn have a choice about the level of engagement to offer the employee.




Benefits to the organization

There are lots of benefits to the organization

Organization strategies and goals.

Attracts more people like existing employees. Increase employees trust in the organization. Creates a sense of loyalty in the competitive environment. Lowers attrition rate. Increase productivity and improves morale. Provides a high energy working environment. Improves overall organizational effectiveness. Boosts business growth. Makes the employee effective brand ambassadors of the company




Literature Review

Employee engagement has become a hot topic in recent years. Despite this, there remains apaucity of

critical academic literature on the subject, and relatively little is known about how employee

engagement can be influenced by management. Although there is a great deal ofinterest in engagement,there is also a good deal of confusion. At present, there is noconsistency in definition, with engagement

having been operationalised and measured inmany disparate ways.

The review indicates that there are more employees whoare disengaged or not engaged than there are

engaged employees. Despite this, manyorganisations believe that engagement is a dominant source of

competitive advantage. Resultsfrom research organisations and corporate results have demonstrated

there may be a stronglink between engagement, employee performance and business outcomes. The

key drivers ofemployee engagement identified include communication, opportunities for employees to

feedtheir views upwards and thinking that their managers are committed to the organisation.

Whilst key drivers of engagement have been identified it is also clear that „one size does not

fit all .

The review also identifies gaps and issues that have not so far been investigated, making clearthe focus

of where further enquiry should be. It is apparent that there is a lack of researcharound the predictors of engagement and whether or not interventions, such as trainingmanagers on how to communicate

effectively, could help to increase engagement. There isalso a need for future research to concentrate

on individual differences and whether variablessuch as personality impact engagement.

The review aims to add value to the current state of knowledge by critically evaluating theexisting

literature on employee engagement and providing a reflective stance on existingdebates and findings.

As a result, it addresses concerns about the lack of agreement on whatengagement is and how issues

surrounding it can be addressed.

Moreover, engaged employees have been found to outperform their disengaged counterparts.

Employee engagementcan and has been found to make a difference. However there is great

disagreementsurrounding how to define engagement, how it should be operationalised and whether or




not itis actually a valid construct at all. Furthermore, it is evident that sound, academic researchlags

somewhat behind practice given that the literature is under developed, and the concept ofengagement is

still in its infancy.

The review addresses key questions in turn, as follows:

1. How has employee engagement been conceptualised?1.1 What is employee engagement?

1.2 How has it been defined?

1.3 How has it been operationalised?

1.4 What are the constituent elements of employee engagement?

1.6 What are the suggested antecedents and consequences of employee engagement?

2. How do individual differences relate to employee engagement?

2.1 How is employee engagement related to how work is perceived?

2.2 To what extent is engagement related to emotional experiences and wellbeing, andwhy?

2.3 How does engagement influence outcome variables?

3. How does employee involvement relate to employee engagement?

3.1 What kinds of voice mechanisms seem to offer employees a greater sense ofinvolvement?

3.2 What evidence is there of mutual decision-making and problem solving?

3.3 To what extent are management willing to share control with employees?

The models in the literature illustrate the factors that can affect engagement and howengagementimpacts on the wider performance of the organisation. However, what can be concluded is that the

primarydriving force behind engagement is the organisation, its view of engagement and how it acts

to create an environment conducive to engaging employees. Important areas in which theorganisation

can work to improve engagement include training and career development,effective management,

promoting a clear strategic vision, communication, fair treatment, payand benefits, job satisfaction,

cooperation and trust. These factors vary between those thattend to be taken as given, and written

explicitly into the contract of employment (i.e. pay andbenefits) and those that are organisational-

dependent, cannot be taken for granted and requirethe organisation to take an initiative (i.e. ensuring

two-way communication, promoting astrategic vision and building trust).Secondary to this are some

variations in individual employees, with different groups orindividuals responding differently to the

environment in which they work, as discussedabove.




METHODOLOGY & PROCEDURE OF WORK

Research : -Reseach is a process of collecting, analyzing, interpreting and summarizing in a significant

manner for the purpose of framing out necessary conclusion and findings of data perceived and

formulated for deriving out the meaningful information. To carry our research necessary survey is to

be followed.

Process :- Methodology or process involving in the Research followed during the course of

summer training is as follows: -

a) Collection of data: - This is an important aspect in formulating the objective of research

process where the data is collected via two process: - i) Primary Sources and ii) Secondary

sources

Primary sources : -. The primary data is the information which is collected for the first time and thus

happens to be original in nature. It is obtained through observation and through direct

communication with the respondents. It includes the collection of data through questionnaires.

The primary data for the thesis is collected through the following tools like:

A questionnaire that includes different parameters like ( job security , awareness about the

vision and mission of the organization, working Environment, job satisfaction andopportunity for growth, development of employees etc.) in Bank of Baroda.

Personal interaction/ interview with the award- staff / officers of Bank of Baroda.

Direct observation of the working condition of employees in Bank of Baroda.

Secondary sources :The Secondary data is the information which is already available i.e., they refer

to the data, which has already been collected and analyzed by someone else.

The secondary data for the thesis is collected through the following tools like:

Internet.

Books and journals of Bank of Baroda.

Intranet of Bank of Baroda.




Analyzing of collected data : - The data collected through market survey and published sources is

then processed to obtained necessary inferences and findings for the purpose of achieving the

objective as well as to derive necessary conclusion. A considerable skill and knowledge is

involved in analyzing the data for the purpose of interpreting there of.

b) Interpreting of data: - It is the significant step where the data collected and analyzed is

interpreted in the forms of graphs and figures is depicted in the report called Project

report.

c) Summarizing of data: - Thereby necessary summary is prepared which is essential in the

project report of the summer training being done under an organization.

Questionnaire: - Questionnaire is a set or group of questions being framed for the purpose of

obtaining market perspective about a particular aspect or topic. Questionnaire being considered

necessary for the survey of the project being undertaken was:

a) Close ended questionnaire : - where the respondents is limited to the choice of answer

being delivered by the interviewer itself so that quick and fast means of responses be

derived out without wasting much time. Here close ended questionnaire being followed

by me during the course of the summer training market survey.

Sampling: Random Sampling Method: - A random sample method is used for

the collection of data and the survey has been done on 50 employees of the different

branches of Bank of Baroda.




EMPIRICAL ANALYSIS

1. Overall, how satisfied are you with Bank of Baroda as an employer?

Very Dissatisfied Neutral Satisfied Very

Dissatisfied Satisfied

1 2 3 4 5

INTERPRETATION:

It can be observed from the above data and chart that 84% people are satisfied with Bank of Baroda as

an employer and 6% are dissatisfied with this statement .this shows that employees are satisfied with

Bank of Baroda however 10% people don t want to give any negative or positive feedback.

0%

6%10%

60%

24% VDD

N

S

VS

Very dissatisfied 0

dissatisfied 3

Neutral 5

Satisfied 30

Very Satisfied 12




2. BOB's leadership and planning

[1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

I have confidence in the leadership of BOB …………1…….… 2……..…. 3……..… 4……..5

There is adequate planning of corporate objectives …………1…….… 2……..…. 3……..… 4…......5

Management does not “say one thing and do another” 1…….… 2……..…. 3……..… 4…......5

INTERPRETATION:

1. It can be observed from the above data and chart that 50% people have confidence in the leadership

of BOB and gives positive feedback. Whereas 10% people gives negative response and 40% people are

neutral on this statement.

SD D N A SAI have confidence in the

leadership of BOB0 5 20 20 5

There is adequate planning of corporate objectives

4 8 12 20 6

Management does not “say onething and do another”

1 9 10 20 10

0

5

10

15

20

25

n o

. o f e m p

l o y e e s

leadership and planning




2.It can be observed from above data that 51% people are agree with the statement and only24% are

disagree with the statement whereas 24% are not sure about it. This shows that there is adequate

planning of corporate objectives.

3.It can be observed from the above data that 60% people gives positive feedback on thestatement,20% people are not sure and 20% people gives negative feedback so it has been observed

that Management does not “say one thing and do another” .

4. Corporate Culture


Quality is a top priority with BOB ....................................................1.............2.............3.............4.............5

Individual initiative is encouraged at BOB .......................................1.............2.............3.............4.............5

INTERPRETATION:

1. It can be observed from the above data and chart that 70% people gives positive feedback. Whereas

20% people gives negative response and 10% people are neutral on this statement.This shows that

quality is a top priority with BOB.

SD D N A SA

quality is a top priority withbob

5 5 5 15 20

individual initiative isencouraged at bob

2 3 10 20 15

0

5

10

15

20

25

n o

. o f e m p

l o y e e s

corporate culture





disagree with the statement whereas 20% are not sure about it. So it has been observed that individual

initiative is encouraged at BOB.

4. Communications [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

BOB's corporate communications are frequent enough ...................1.............2.............3.............4.............5

I feel I can trust what BOB tells me ..................................................1.............2.............3.............4.............5

There is adequate communication between departments ..................1.............2.............3.............4.............5

INTERPRETATION:


10% people gives negative response and 10% people are neutral on this statement.So from above data

it has found that BOB's corporate communications are frequent enough.

SD D N A SA

bob's corporatecommunoication are frequent

enough2 3 5 25 15

I feel I can trust what bob tellsme

1 4 7 23 15

there is adequatecommunication between

departments2 2 6 30 10

05

101520253035

n o

. o f e m p

l o y e e s

cummunication





disagree with the statement whereas 14% are not sure about it. This shows that It can be trust what

BOB tells me.

3.It can be observed from the above data that 80% people gives positive feedback on thestatement,20% people are not sure and 20% people gives negative feedback so it has been observed

that There is adequate communication between departments .

5. Career Development


I have a clearly established career path at BOB ...............................1.............2.............3.............4.............5

I have opportunities to learn and grow .............................................1.............2.............3.............4.............5

If you have been here at least six months, please respond to these

performance appraisal items

My last performance appraisal accurately reflected my performance…

1……2……3………4……….5

The performance appraisal system is fair……1……….2…………3………..4………5




INTERPRETATION:

1. It can be observed from the above data and chart that 70% people gives positive feedback. Whereas10% people gives negative response and 10% people are neutral on this statement. This shows that it

has been a clearly established career path at BOB.


disagree with the statement whereas 30% are not sure about it. It can be say thatthere is opportunities

to learn and grow.

3.It can be observed from the above data that 50% people gives positive feedback on the

statement,10% people are not sure and 40% people gives negative feedback so it has been observed

that My last performance appraisal accurately reflected my performance

SD D N A SA

I have a clearly established careerpath at BOB

2 5 8 25 10

I have opportunities to learn and

grow2 3 15 25 5

If you have been here at least sixmonths, please respond to these

5 15 5 10 15

performance appraisal items 4 18 4 8 16

0

5

10

15

20

25

30

n o

. o f e m p

l o y e e s

career development





8% people gives negative response and 44% people are neutral on this statement. This shows that The

performance appraisal system is fair.

6. Your Role[1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

I am given enough authority to make decisions I need to make .......1.............2.............3.............4.............5

I feel I am contributing to BOB's mission ........................................1.............2.............3.............4.............5

I have the materials and equipment I need to do my job well ..........1.............2.............3.............4.............5

INTERPRETATION:


6% people gives negative response and 24% people are neutral on this statement.




2.It can be observed from above data that 80% people are agree with the statement and only 6% are

disagree with the statement whereas 14% are not sure about it.

3.It can be observed from the above data that 70% people gives positive feedback on the statement,6%

people are not sure and 24% people gives negative feedback .

7. Recognition and Rewards


If I do good work I can count on making more money ....................1.............2.............3.............4.............5

If I do good work I can count on being promoted ............................1.............2.............3.............4.............5

I feel I am valued at BOB .................................................................1.............2.............3.............4.............5

BOB gives enough recognition for work that's well done ................1.............2.............3.............4.............5

My salary is fair for my responsibilities ...........................................1.............2.............3.............4.............5




INTERPRETATION:


76% people gives negative response and 20% people are neutral on this statement. It shows that if an

employee do good work he would not be counted on making more money.

2.It can be observed from above data that 60% people and agree with the statement and only 24% are


3.It can be observed from the above data that 70% people feel that t hey is valued at BOB and gives

positive feedback on the statement,20% people are not sure and 10% people gives negative feedback .


16% people gives negative response and 4% people are neutral on this statement. It shows that BOB

gives enough recognition for work that's well done.



8. Teamwork and Cooperation


I feel part of a team working toward a shared goal ...........................1.............2.............3.............4.............5

“Politics” at this company are kept to a minimum ...........................1.............2.............3.............4.............5




INTERPRETATION:


10% people gives negative response and 10% people are neutral on this statement.


disagree with the statement whereas 20% people give neutral response.

9. Working Conditions


I believe my job is secure ..................................................................1.............2.............3.............4.............5

My physical working conditions are good ........................................1.............2.............3.............4.............5

Deadlines at BOB are realistic ..........................................................1.............2.............3.............4.............5

My workload is reasonable ...............................................................1.............2.............3.............4.............5

SD D N A SAI feel part of a team working towards

a shared goal2 3 5 25 15

Politics at this co. kept to a minimum 5 10 10 10 15

0

5

10

15

20

25

30

n o

. o f e m p

l o y e e s

teamwork and co operation




I can keep a reasonable balance between work and personal life .....1.............2.............3.............4.............5

INTERPRETATION:

1.It can be observed from the above data and chart that 90% people feel that they believe their job is

secure and agree with the statement and noone feel that they believe their job is not secure..

2. It can be observed from the above data and chart that 86% people feel that their physical working

conditions are good and gives positive feedback. Whereas 4% people gives negative response and 10%

people are neutral on this statement.

SD D N A SA

I believe my job is secure 0 0 5 10 35

My physical working conditions aregood

1 1 5 8 35

Deadlines at BOB are realistic 2 3 5 35 5

My workload is reasonable 0 10 10 20 10

I can keep a reasonable balancebetween work and personal life

0 10 20 10 10

0

5

10

15

20

25

30

35

40

n o

. o

f e m p

l o y e e s

working condition




3.It can be observed from above data that 80% people are agree with the statement and only 10% are

disagree with the statement whereas 10% are not sure about it. This shows that deadlines at BOB are

realistic.

4.It can be observed from the above data that 60% people gives positive feedback on the statement thatworkload is reasonable,20% people are not sure and 20% people feel that workload is not reasonable

and gives negative feedback.

5.It can be observed that 40% people gives higher priority while 20% do not give and 40% people are

not sure about it.

10. Your Immediate Supervisor


My supervisor treats me fairly ..........................................................1.............2.............3.............4.............5

My supervisor treats me with respect ...............................................1.............2.............3.............4.............5

My supervisor handles my work-related issues satisfactorily ..........1.............2.............3.............4.............5

My supervisor asks me for my input to help make decisions ...........1.............2.............3.............4.............5

My supervisor is an effective manager .............................................1.............2.............3.............4.............5




INTERPRETATION:

1.It can be observed from the above data and chart that 80% people feel that they feel that their

supervisor treats them fairly and agree with the statement Whereas 16% people gives negative

response and 4% people are neutral on this statement.

2. It can be observed from the above data and chart that 90% people gives positive feedback. Whereas4% people gives negative response and 6% people are neutral on this statement.

3.It can be observed from above data that 80% people are agree with the statement whereas 20% are

not sure about it. It shows that supervisor handles work-related issues satisfactorily.

SD D N A SA

My supervisor treats me fairly 0 2 8 10 30

My supervisor treats me withrespect

0 2 3 15 30

My supervisor handles my work-related issues satisfactorily

0 0 10 20 20

My supervisor asks me for my inputto help make decisions

0 2 8 25 15

My supervisor is an effectivemanager

0 2 8 25 15

0

5

10

15

20

25

30

35

n o

. o

f e m p

l o y e e s

your supervisor




4.It can be observed from the above data that 80% people gives positive feedback on the statement

,16% people are not sure and 4% people gives negative effect.

5.It can be observed that 80% people gives higher priority while 16% do not give and 4% people are

not sure about it. It shows that supervisor is an effective manager.From above data it can be say that employees are satisfied with their supervisor.

11. BOB's Training Program


BOB provided as much initial training as I needed ..........................1.............2.............3.............4.............5

BOB provides as much ongoing training as I need...........................1.............2.............3.............4.............5




INTERPRETATION:

1.It can be observed from the above data and chart that 80% people feel that they feel that BOB

provided as much initial training as they needed and agree with the statement Whereas 16% people

gives negative response and 4% people are neutral on this statement.


10% people are neutral on this statement.

12. Benefits


Amount of vacation...........................................................................1.............2.............3.............4.............5

Sick leave policy ...............................................................................1.............2.............3.............4.............5

Amount of health care paid for .........................................................1.............2.............3.............4.............5






13. Would you recommend employment at BOB to a friend?

Definitely not Probably not Maybe Probably would Definitely

would

Definitely not 2

Probably not 3

May be 20

Probably would 10

Definitely would 15

0

5

10

15

20

25

DN PN MB PW DW

n o

. o

f e m p l o y e e s




INTERPRETATION:

It can be observed from the above data and chart that 50% people feel that BOB is a good

organization and recommend employment at BOB to a friend they and agree with the statement

Whereas 10% people gives negative response and 40% people are neutral on this statement.

14. After joining this Organization, I feel

a. my happiness increased upto

0-25% 25-50% 50-75% 75-100%

b. welfare schemes of the organization increases my satisfaction level

0-25% 25-50% 50-75% 75-100%

c. to have more such benefits from my organization

0-25% 25-50% 50-75% 75-100%

0-25% 25-50% 50-75% 75-100%

my happiness increased upto 0 10 20 20welfare schemes of the

organization increases mysatisfaction level

0 10 20 20

to have more such benefits frommy organization

0 10 20 20

0

5

10

15

20

25

n o

. o

f e m p

l o y e e s




INTERPRETATION:

1.It can be observed from the above data and chart that 40% people feel that their happiness increased

upto 75-100%, and 40%. happiness increased upto 50-75% and 20% people feel that their happiness

increased upto 25-50%.

2. .It can be observed from the above data and chart that 40% people feel welfare schemes of the

organization increases my satisfaction level upto 75-100%, and 40%.people feel welfare schemes of

the organization increases my satisfaction level upto 50-75% and 20% people feel that welfare schemes

of the organization increases my satisfaction level upto 25.

14. I perform my duties with full dedication and keep myself involved in the process, when itcomes to the area that has a direct effect on my working .

a. Agree

b. Disagree

c. No Opinion

80%

10%10%

agree

disagree

no opinion




Agree 5

Disagree 40

No opinion 5

INTERPRETATION:

It can be observed from the above data and chart that 80% people feel that they

perform their duties with full dedication and keep involved in the process, when it comes

to the area that has a direct effect on my working.and agree and 10% are disagree 0%

people don t want to give any negative or positive feedback.

KEY FINDINGS




Following are the findings that have emerged out of the feed back collected through Questionnaire:

Most of the employees have given positive feed back on every question pertaining to the bank.

Employees in more number strongly agree that theyare satisfied with Bank of Baroda as an

employer.

Employees feel that they have confidence in the leadership of BOB.

It can also be found that by taking it also help employees to work as a team and also help to

enhance knowledge.

Employees are motivated and feel very confident in their work..

Employees feel that they can make a balance between their professional and personal life. That

can improve job satisfaction and morale of employees.

In manager s role the response of respondents may very some are satisfied with their manager s

task and some are not satisfied. Employees give positive response on manager s role like use

questions to deliever feedback ,by asking you to reflect on your own performance, praise you or

otherwise recognise your achievements etc. and employees are disagree in ask you to define

your own goal for a task, project, or your professional development.

Employees are also agree with the benefits and reward system of organization by it employee

can be motivateed and feel very confident in their work.

Conclusion




Employee Engagement is the buzz word term for employee communication. It is a positive attitude

held by the employees towards the organization and its values. It is rapidly gaining popularity, use and

importance in the workplace and impacts organizations in many ways.

Employee engagement emphasizes the importance of employee communication on the success of an

organization. An organization should thus recognize employees, more than any other variable, as

powerful contributors to a company's competitive position.Therefore employee engagement should be

a continuous process of learning, improvement, measurement and action.

We would hence conclude that raising and maintaining employee engagement lies in the hands of an

organization and requires a perfect blend of time, effort, commitment and investment to craft a

successful endeavor.

The rapidly accelerating use of the term Employee engagement management practices as well as inthe

psychological and business literature demands clarification of the construct.

If Employee engagement is avalid construct it should be included in future research as a construct in its

own right. If itis not, then surely it should not be allowed to dilute well established and

exploredtheoretical constructs, notably such as commitment and job satisfaction.

This research has potential applications for HRM for role definition, support andflexibility. For

instance, the increased use of outsourcing and virtual work teams havebecome strategic processes for

many companies. If Employee engagement is so important to companies then,what is the role of EE in

these processes? Indeed, if Employee Engagement is so valuable to companies inthat it is having such

a profound effect on performance and profitability, then it and requires future research.

RECCOMENDATIONS AND SUGGESTIONS






Provide an environment which assists in work life balance. Create an atmosphere where

employees perceive the company as being interested in partnering them in their career. An eg.

Of work life balance would be providing financial support to learn one new non-work skill

every two years.

By facilitating career advancement and opportunities to improve skills through

training,employers can improve their employee engagement. An employee who is feeling

confident and improved by the organization actively promotes the organization to others.

Treat employees as you would treat valuable investments and ensure that they have clear

job roles, clear links to business needs and skills to successfully perform their roles is amust.

References




Archie Thomas, CMA, and Ann MacDianmid – Encouraging Employee Engagement –

CMA Management, Jun/Jul 2004.

Ashok Mukherjee – Engagement for the mind body, and soul – Human Capital, Aug.

2005.

Barbara Palframan Smith – Employee connection – Technology to built culture andcommunity – Communication World – Mar / Apr 2004.

Beverly Kaye and Sharon Jordan Evans – From Assets to Investors – Training and

Development – Apr 2003.

Charles Woodruffe – Employee Engagement – The Real Secret of Winning a Crucial

Edge over your rivals – Manager Motivation – Dec. / Jan. 2006.

ChristofferEllehuus,Piers Hudson-Driving Performance and Retention Through

Employee Engagement – Corporate leadership Council 2004,Employee

Enagegement Survey

Charlotte Garvey – Connecting the organizational pulse into the bottom line – HR

Magazine society for Human Resource Management, June 2004.

Cifton, D.O. &Hartor, J.K. (2003) – Investing in strength – positive organizational

scholarship. Foundation of a new discipline (pp 111-121)

Douglas R. May, Richard L Gilson – The Psychological conditions of meaningfulness

safety and availability and the engagement of the human spirit at work – Journal

of Occupational and Organisational Psychology (2004) 7, 11-37.Ellen Lanser May – Are people your priority? How to engage your work force –

Healthcare Executive, July/Aug. 2004.

Fox, S, & Spector, P.E.. – Emotions in the work place – the neglected side of

organizational life introduction. Human Resource Management Review, 12, 167 –

171.

Gretcher Hoover – Maintaining employee engagement when communicating difficult

issues – Communication World, Nov / Dec 2005.

Heskett, Jame L – Putting the service profit chain to work – Harvard Business Review,

Mar / Apr 94 Vol. 72 Issue 2.

ANNEXURES TO THE REPORT




BIBLIOGRAPHY

Following sources have been referred for the completion of the project report: -

A. Internet sites

www.scribed.com

www.citehr.com

www.rave-tech.com

http://www.decwise.com/employee-surveys.html

http://www.surveymonkey.com/Home_Reasons.aspx

http://www.bankofbaroda.com/org_structure.asp

http://www.bankofbaroda.com/download/Shareholding-

Pattern.pd fhttp://www.culturalleadership.org.uk/fileadmin/clp_user/research_and_resource

s/COACHING_MENTORING-Brooks_11_19.pdf

B. Publications

Business Today

Human capital

C. Reports

Mc. Kinsey Report on employee engagement

AIMA study on employee engagement

Appendix

http://www.scribed.com/


http://www.citehr.com/


http://www.rave-tech.com/






http://www.bankofbaroda.com/download/Shareholding-Pattern.pdf


http://www.culturalleadership.org.uk/fileadmin/clp_user/research_and_resources/COACHING_MENTORING-Brooks_11_19.pdf


















Less than one year ..........................................

One year to less than two years......................

Two years to less than five years ...................

Five years to less than ten years .....................

Ten years or more ..........................................

4. Overall, how satisfied are you with Bank of Baroda as an employer? (Please circle one number

foreach statement)

Very Very

Dissatisfied Satisfied

1 2 3 4 5 6 7

5. BOB's leadership and planning


I have confidence in the leadership of BOB .....................................1.............2.............3.............4.............5

There is adequate planning of corporate objectives ..........................1.............2.............3.............4.............5

Management does not “say one thing and do another” .....................1.............2.............3.............4.............5

6. Corporate Culture


Quality is a top priority with BOB ....................................................1.............2.............3.............4.............5Individual initiative is encouraged at BOB .......................................1.............2.............3.............4.............5

7. Communications





BOB's corporate communications are frequent enough ...................1.............2.............3.............4.............5

I feel I can trust what BOB tells me ..................................................1.............2.............3.............4.............5

There is adequate communication between departments ..................1.............2.............3.............4.............5

8. Career Development


I have a clearly established career path at BOB ...............................1.............2.............3.............4.............5

I have opportunities to learn and grow .............................................1.............2.............3.............4.............5

If you have been here at least six months, please respond to these

performance appraisal items

My last performance appraisal accurately reflected my performance…1……2……3………4……….5

The performance appraisal system is fair .........................................1.............2 3 4 5

9. Your Role


I am given enough authority to make decisions I need to make .......1.............2.............3.............4.............5

I feel I am contributing to BOB's mission ........................................1.............2.............3.............4.............5

I have the materials and equipment I need to do my job well ..........1.............2.............3.............4.............5

10. Recognition and Rewards





If I do good work I can count on making more money ....................1.............2.............3.............4.............5

If I do good work I can count on being promoted ............................1.............2.............3.............4.............5

I feel I am valued at BOB .................................................................1.............2.............3.............4.............5

BOB gives enough recognition for work that's well done ................1.............2.............3.............4.............5

My salary is fair for my responsibilities ...........................................1.............2.............3.............4.............5

11. Teamwork and Cooperation


I feel part of a team working toward a shared goal ...........................1.............2.............3.............4.............5

“Politics” at this company are kept to a minimum ...........................1.............2.............3.............4.............5

12. Working Conditions


I believe my job is secure ..................................................................1.............2.............3.............4.............5My physical working conditions are good ........................................1.............2.............3.............4.............5

Deadlines at BOB are realistic ..........................................................1.............2.............3.............4.............5

My workload is reasonable ...............................................................1.............2.............3.............4.............5

I can keep a reasonable balance between work and personal life .....1.............2.............3.............4.............5

13. Your Immediate Supervisor


My supervisor treats me fairly ..........................................................1.............2.............3.............4.............5

My supervisor treats me with respect ...............................................1.............2.............3.............4.............5

My supervisor handles my work-related issues satisfactorily ..........1.............2.............3.............4.............5





18. I perform my duties with full dedication and keep myself involved in the process, when it

comes to the area that has a direct effect on my working .

a. Agree

b. Disagreec. No Opinion

19. What can BOB do to increase your satisfaction as an employee?

_______________________________________________________________________________

________

_______________________________________________________________________________

________

_______________________________________________________________________________

________

_______________________________________________________________________________

________

__________________________________________________________________________________

________

Final Bob Report

Documents