Quality of Work Balance ICICI BANK

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A Project Report on

QUALITY

of WORK BALANCE

At

ICICI Bank

Submitted By:

Sandhya Rani. ChundiRoll # 094-08-01325

Third Year of Masers in !usiness

"dinisraion

Under the guidance of

Mr. $ahan%ir

&rof. '. Ra Reddy Colle%e for (isan)e

*du)aion

Of

Osmania Uniersity! "yderabad#$%%%%&'

(o the Osmania Uniersity )n Partia* +u*fi*mentOf ,asters in Business Administration

")adei) Year+

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.%-/#.%-$

(*C,"R"T/

I, Sandhya Rani Chundi the under signed here by declare

that Project report entitled “THE QUALITY OF WORK BALANCE”

in ICICI BANK , Hyderabad and this project is submitted to

PGRRCDE, Hyderabad affiliated to Osmania Univ!si"y ,

Hyderabad.

I draft this letter and the project or! done here is totally

original or! of "y on hich shos all the efforts of mine in

completion of the Project.

Place# Hyd!a#ad

Date#

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Sandhya Rani Chundi

PROJECT GUIDE CERTIFICATE

Ms. Sandhya Rani Chundi, a final year MBA student of

PGRRCDE , OU, HYDERABAD, in partial fulfilment for he A!ard

of MBA has Done her pro"e#t #ertified “THE QUALITY OF WORK

BALANCE ” in ICICI BANK LTD H!"#$a%a" Under my $uidan#e.

All the details #olle#ted % furnished &y her are true % ori$inal to My

'no!led$e.

(la#e) Hydera&ad

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Date)

M$&JAHANGIR

"C/,*('*M*/T

It is ine$itable that thoughts and ideas of other people lend

to gi$e drift into the %ubconscious hen one feels to ac!noledge

the help dri$e from others. I ish to than! a number of people for

their support and contribution to the efforts in$ol$ed in carrying

out this study.

I feel pleasure and pride of being part of management

studies, $!%&' (' Ram Rddy Cn"! &%! )is"an* Edu*a"i%n

&DEP'R("E)( *+ -%I)E%% "')'GE"E)(, H/DER''D, that

moulded me to this present state 0 I feel gratitude toards it.

I shall be indebted to +!'B'Ash,in Kuma! for the concern

in pro$iding the necessary information during my study in ICICI

BANK LI+ITE), H/DER''D.

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I also e1press gratitude and than!s to )!'Ch'Shyam Sund!

$h' )'- director, $!%&' (' Ram Rddy Cn"! &%! )is"an*

Edu*a"i%n &DEP'R("E)( *+ -%I)E%% "')'GE"E)(, and my

project guide +!' .ahan/i! for helping me out to underta!e study

at ICICI .

+inally, last but not the least I ould li!e to e1tend my

sincere than!s to all my faculty members ho ha$e uplifted my

!noledge through their lectures and all those ho ha$e helped

me out in successful completion of my project.

CONTENT'

/TR(CT/

/**( R T* ST(Y

M*T(,Y

SC&* T* ST(Y

&*R( T* ST(Y

,MT"T/S T* ST(Y

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!$*CT*S T* ST(Y

C"RM"/S R*R(

6",TY R !","/C* "/",YSS

/(/'S "/( S''*ST/S

!!,'R"&Y

"!STR"CT

)n the era of 1*oba*i2ation of mar3et economy! hyper competition and

uncertainty of rapid*y changing enironment the success of an Organi2ation

depends on the strategies adopted to improe the Qua*ity of Wor3 Ba*ance

of emp*oyees' A gro4ing number of today5s Organi2ations recogni2ed that

Qua*ity of Wor3 Ba*ance is one o the human resource strategies to promote

and maintain an order*y atmosphere for emp*oyees to 4or3 effectie*y'

Qua*ity of Wor3 Ba*ance refers to the 6ua*ity of re*ationship bet4een

emp*oyees and tota* 4or3 enironment of an organi2ation' QWB is a

co**ectie responsibi*ity of the management! emp*oyees! and *eaders of the

union! 1oernment and behaiora* scientists' Qua*ity of Wor3 Ba*ance in

an Organi2ation is a function of management practices that are a*ued by

customers'

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Qua*ity Of Wor3 Ba*ance programs 4hen imp*emented *ead to greater

gro4th and dee*opment of the indiidua* as a person as a productie

emp*oyee of an Organi2ation! dee*op trust bet4een managers and

emp*oyees! attract and 3eep ta*ented staff! bui*d strong emp*oyee

commitment! strengthen 4or3 p*ace *earning and improe oera**

effectieness of an Organi2ation'

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INTRODUCTION

he term refers to the fa*oura&leness or unfa*oura&le ness of

a total "o& en*ironment for people. +B pro$rams are another !ay

in !hi#h o$(an)*at)on* $#+o(n)*# t,#)$ $#*-on*)%).)t! to "#/#.o- 0o%*

an" 1o$k)n( +on")t)on* t,at a$# #2+#..#nt fo$ -#o-.# a* 1#.. a* fo$

#+ono3)+ ,#a.t, of t,# o$(an)*at)on& he elements in a typi#al +B

pro$ram in#lude - open #ommuni#ations, euita&le re!ard systems, a

#on#ern for employee "o& se#urity and satisfyin$ #areers and

parti#ipation in de#ision ma/in$. Many early +B efforts fo#us on

"o& enri#hment. 0n addition to impro*in$ the !or/ system, +B

pro$rams usually emphasise de*elopment of employee s/ills, the

redu#tion of o##upational stress and the de*elopment of more #o1

operati*e la&our1mana$ement relations.

A Rat)ona.#

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Fo$+#* Fo$ C,an(#

H43an)*#" Wo$k T,$o4(, QWB

Jo% En.a$(#3#nt /*& Jo% En$)+,3#nt

D)ff#$#n+# %#t1##n 0o% #n$)+,3#nt an" 0o% #n.a$(#3#nt

2o& enri#hment 2o& enri#hment

and enlar$ement

Routine "o& 2o& enlar$ement

Hi$her1order

3o!er1

order

4e! Many

A--.!)n( Jo% En$)+,3#nt

NEED FOR THE 'TUDY

0n this pro"e#t 0 !ant to dis#uss a&out the Employee

Satisfa#tion to!ards the #han$es in the or$anisation, Or$anisational

responsi&ility to!ards the employees and the a#tion ta/en &y

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mana$ement to ma/e the employee satisfied &y the #han$es &rou$ht

&y them for the #ontinuous $ro!th and de*elopment of the

or$anisation.

he *arious &eha*ioural #han$es in the employees are

o&ser*ed &ased on the follo!in$ fa#tors)

Mot)/at)on

Jo% 'at)*fa+t)on

R#1a$"* 'at)*fa+t)on an" P#$fo$3an+#

Cont$o. on Wo$k -$#**4$#

Mon#! Matt#$*

Non #+ono3)+ 5 6Jo% '#+4$)t!7

T#a31o$k an" Bo** Fa+to$

In/o./#3#nt an" Co334n)+at)on

H#a.t, +on")t)on* of t,# #3-.o!##

T$a)n)n( -$o($a33#*

E3-.o!## Co4n*#..)n(

En/)$on3#nt )n 1,)+, t,# #3-.o!## 1o$k*&

T,# -o.)+)#* .a! "o1n %! t,# o$(an)*at)on fo$ t,# #3-.o!##*&

Mana(#3#nt '4--o$t&

METHODOLOGY

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his study !as done in “ICICI BANK LIMITED”& he

study is entirely &ased on the data that has &een #olle#ted.

• (rimary data as it is synonymous to first hand information that is

e5#lusi*ely #olle#ted for the sa/e of the study.

• Se#ondary data is the data that has &een #olle#ted for some other

purpose and !hi#h is no! &ein$ utili6ed for this study.

he &asi# methodolo$y of this approa#h is the

de*elopment of a!areness a&out the relationship &et!een employee

and or$anisation and their *ie!s a&out ea#h other.

Althou$h the initial fo#us is on the relationships !ithin

the $roup, the e5#han$e of feed&a#/ and to de*elop a!areness of

indi*idual &eha*iour in a $roup as !ell as an opportunity to share the

ideas to o*er#ome the !or/ pressure.

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0ntera#ted !ith 789 employees in 0C0C0 BA:' &ased

on the follo!in$ fa#tors)1 0nfrastru#ture, HR poli#ies,

Administration, Se#urity, employee !elfare s#hemes, +uality

#ontrol, (erforman#e Mana$ement system, eam &uildin$,

Mana$ement support, Employee $ro!th, *alue of employees self

respe#t and their health, te#hnolo$y used in the or$anisation.

Completely analysed the poli#ies of the or$anisation

amon$ all the departments and all le*els of hierar#hy and o&ser*ed

their se#urity, te#hnolo$y and infrastru#ture.

(aid attention to &eha*iour and feelin$s, moment &y

moment !ith a *ie! to assess effe#ti*eness in terms of meetin$ my

needs !ithout ad*ersely affe#tin$ any relationships.

'AMPLING8

he time period of study is ;9days from 7 st De#em&er, <99= to

>7 st 2anuary, <979. Durin$ this period, ?arious Human resour#e

poli#ies of the or$anisation and sele#ted, and opinion of the 789

employees are ta/en for the purpose of analysis of o&"e#ti*es.

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'COPE OF THE 'TUDY

he study #onfirms itself to the uality of !or/

&alan#e in ICICI BANK LIMITED , Hydera&ad. he study

therefore e5#ludes the non1finan#ial areas su#h as produ#tion,

mar/etin$, and personal, from its premises.

he study is #onfined to the intera#tion !ith 789

employees to /no! a&out the !or/in$ #onditions and their opinion

a&out the or$anisation.

PERIOD OF THE 'TUDY

he study of this pro"e#t !or/ has &een underta/en

for a period of si5ty days for the a#ademi# year <99= 1<979. he

#onsideration for restri#tin$ the study to this period is that the latest

for mana$ea&le #onsideration and in*esti$ation are a*aila&le for this

period.

LIMITATION' OF THE 'TUDY

he uality of the performan#e depends on the

employee and employer relationship. ithin less span of time 0 ha*etried to #ompletely analyse the opinion of the employees to!ards

their or$anisation and employers.

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he study #o*ers only the +uality of or/ Balan#e

of the #ompany !ith the help of se#ondary data #olle#ted from the

offi#e. he data #olle#ted is &ased on the finan#ial statements,

!hi#h may ha*e #ertain limitations.

OBJECTI9E' OF THE 'TUDY

he O&"e#ti*es of this study is to understand the

employees@ opinion a&out the *arious de*elopment pro$rammes and

poli#y #han$es made &y the or$anisation.

:& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

Inf$a*t$4+t4$# of t,# o$(an)*at)on&

;& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

T#+,no.o(! of t,# o$(an)*at)on&

<& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# '#+4$)t!

*!*t#3* of t,# o$(an)*at)on&

=& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

A..o1an+#* an" E3-.o!## %#n#f)t* -$o/)"#" %! t,#

o$(an)*at)on&

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>& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 9a$)o4*

L#a/# Po.)+)#* of t,# o$(an)*at)on&

?& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

,)#$a$+,! an" t,#)$ *4--o$t fo$ t,# )n")/)"4a.

"#/#.o-3#nt )n t,# o$(an)*at)on&

@& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

P#$fo$3an+# a--$a)*a. '!*t#3 )n t,# o$(an)*at)on&

& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

a--$oa+, of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ ,#a.t,&

& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

a--$oa+, of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ '#.f

$#*-#+t&

:& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 4a.)t!

+ont$o. of t,# o$(an)*at)on&

::& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

a--$oa+, to1a$"* t,# B4*)n#** Cont)n4)t! 3ana(#3#nt

)n t,# o$(an)*at)on&

:;& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# T#a3

%4).")n( t#a3 3ana(#3#nt an" t#a3 1o$k )n t,#

o$(an)*at)on&

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:<& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"*

o$(an)*at)ona. a--$oa+, to1a$"* t,#3 an" t,#)$ fa3).!

%#n#f)t* -$o/)"#" to t,# #3-.o!## an" /a$)o4* ot,#$

a++)"#nta. +.a)3*&

:=& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# t$a/#.

+.a)3* an" t$an*-o$t fa+).)t)#* -$o/)"#" %! t,#

o$(an)*at)on&

:>& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#)$ *a.a$!

-a)" fo$ t,#)$ *#$/)+#&

RESEARCH METHODOLOGY

RSAR;" <S)1=

Research methodo*ogy! 4hich is fo**o4ed by researcher!is <escriptie

study '

RSAR;" ,("O<S

&RM"RY ("T"+-

(he primary data has been co**ected through the Questionnaire' (he

Questionnaire has been proper*y prepared in order to coer a** the

)nformation re6uired for the study' (he primary data has been obtained by

interaction 4ith the officia*s and staff in the diision in the organi2ation and

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a*so obtained through the Questionnaire distributed to the persons in

different departments in that particu*ar diision

S*C/("RY ("T"+-

1. (hrough the Annua* reports of the corporation! from the ,anua*s

and a*so from records aai*ab*e in the organi2ation' Some other

data a*so co**ected from the reports! registers and boo3s and from

the fi*es aai*ab*e in the organi2ation'

.' )nformation co**ected from arious "R, boo3s'

S"M&,/' &,"/

S"M&,* (*S'/+-

(he method of samp*ing used 4as Random samp*ing' Random

samp*ing from a finite popu*ation refers to that method of samp*e

se*ection 4hich gies each possib*e samp*e combination an e6ua*

probabi*ity of being pic3ed up and each item in the entire popu*ation to

hae e6ua* chance of being inc*uded in the samp*e

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SA,PL S)>:#

(he researcher has a**o4ed to do the project in particu*ar diision in the

organisation' (he study is *imited to on*y that particu*ar diision'

(O(AL S)> : .%%

SA,PL S)>: $%

?eeping in ie4 of the aboe objecties of the study!an objectie type

Questionnaire

is prepared and distributed to $% persons for the samp*e and co**ected

opinions'

,MT"T/S

(hough ade6uate care has been ta3en 4hi*e doing the project' (his

Project sti** suffers from certain *imitations' (hey are

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• (he Qua*ity of WOR? BALA=; ino*es a 4ider range' (he

present study e@amines it from identified and se*ected

dimensions on*y' "o4eer it is possib*e that there may be other

factors 4hich might not hae been coered in this study'

• Some respondents did not proper*y respond to the Questionnaire

thus to e*iminate this aspect the researcher has a*so conducted

some persona* interie4s'

•

(he ,anagement a**o4ed the researcher to co**ect the data from

the *imited respondents on*y'

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Chapter – III

Company Profile

CM&"/Y &R,*

ICICI Bank (BSE: ICICI) (formerly Industrial Credit and Investment

Corporation of India) is India's largest private sector bank by market

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capitalization and second largest overall in terms of assets Bank !as

total assets of "s #$%&# billion (S* %+ billion) at ,arc! #$ -&

and profit after ta. "s #%+/ billion for t!e year ended ,arc! #$ -&

01 2!e Bank also !as a net3ork of $44& branc!es and about 4$%-

52,s in India and presence in / countries$ as 3ell as some -4 million

customers (at t!e end of 6uly -%) ICICI Bank offers a 3ide range of

banking products and financial services to corporate and retail

customers t!roug! a variety of delivery c!annels and specialized

subsidiaries and affiliates in t!e areas of investment banking$ Balance

and non7Balance insurance$ venture capital and asset management

(2!ese data are dynamic) ICICI Bank is also t!e largest issuer of credit

cards in India0-1 ICICI Bank !as got its e8uity s!ares listed on t!e

stock e.c!anges at 9olkata and adodara$ ,umbai and t!e ;ational

Stock E.c!ange of India <imited$ and its 5="s on t!e ;e3 >ork Stock

E.c!ange (;>SE) 2!e Bank is e.panding in overseas markets and !as

t!e largest international balance s!eet among Indian banks ICICI Bank

no3 !as 3!olly7o3ned subsidiaries$ branc!es and representatives

offices in / countries$ including an offs!ore unit in ,umbai 2!is

includes 3!olly o3ned subsidiaries in Canada$ "ussia and t!e 9 (t!e

subsidiary t!roug! 3!ic! t!e ?iS5E savings brand0#1 is operated)$

offs!ore banking units in Ba!rain and Singapore$ an advisory branc! in

=ubai$ branc!es in Belgium$ ?ong 9ong and Sri <anka$ and

representative offices in Banglades!$ C!ina$ ,alaysia$ Indonesia$ Sout!

5frica$ 2!ailand$ t!e nited 5rab Emirates and S5 @verseas$ t!e Bank

is targeting t!e ;"I (;on7"esident Indian) population in particular

ICICI reported a +A rise in net profit to "s $4- crore on a

-&A increase in total income to "s &$%-# crore in - September

-/ over - September -% 2!e bank's current and savings account

(C5S5) ratio increased to #A in -/ from -+A in -%

););) Ba*ance )nsurance ;ompany is a joint enture bet4een ););) Ban3! a

premier financia* po4erhouse! and prudentia* p*c! a *eading internationa*

financia* serices group head6uartered in the United ?ingdom' ););)

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Prudentia* 4as amongst the first priate sector )nsurance companies to

begin operations in <ecember .%%% after receiing approa* from )nsurance

Regu*atory <ee*opment Authority )R<AC'

););) Prudentia*5s capita* stands at Rs'-8'-$ bi**ion 4ith ););) Ban3 and

Prudentia* p*c ho*ding &/D and .7D sta3e respectie*y' +or the period

Apri*# <ecember .%%7! the company garnered ne4 business 4eighted

premium of oer of Rs'.! 0%. crore and 4rote oer -'- mi**ion po*icies' (he

company has assets he*d to the tune of oer Rs'-0%%% crore'

););) Prudentia* is a*so the on*y priate Ba*ance insurer in )ndia to receie

a =ationa* )nsurer +inancia* strength rating of AAA )ndC from +itch

ratings' (he AAA )ndC rating is the highest rating! and is a c*ear assurance

of ););) Prudentia*5s abi*ity to meet its ob*igations to customers at the time

of maturity or c*aims'

+or the past si@ years! ););) Prudentia* has retained its position as the =o'-

priate Ba*ance insurer in the country! 4ith a 4ide range of f*e@ib*e

products that meet the needs of the )ndian customer at eery step in *ife'

(STR!T/

););) Prudentia* has one of the *argest distribution net4or3s amongst

priate Ba*ance insurers in )ndia' As of <ecember 0-! .%%7 it had

commenced operations in oer 07% cities and to4ns in )ndia! stretching

from Bhuj in the 4est to 1u4ahati in the east! and Eammu in the north to

(riandrum in the south! and had oer -&$!%%% adisors'

(he company has -8 bancassurance partners! haing tie#ups 4ith ););)

Ban3! Ban3 of )ndia! +edera* Ban3! South )ndian Ban3! Lord ?rishna Ban3!

a** regiona* rura* ban3s sponsored by Ban3 of )ndia! as 4e** as some co#

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operatie ban3s' )t has a*so tied#up 4ith =1O5s! ,+)s and corporates for

the distribution of rura* po*icies'

&RMT*RS

CC !an7

););) Ban3 is )ndia5s second *argest ban3 and *argest priate sector ban3

4ith assets of Rs'.8.0'&. bi**ion as on September 0%! .%%7' ););) Ban3

proides a broad spectrum of financia* serices to indiidua*s and

companies' (his inc*udes mortgages! car and persona* *oans! credit and

debit cards! corporate and agricu*tura* finance' (he ban3 serices a gro4ing

customer base through a mu*ti#channe* access net4or3 4hich inc*udes oer

70$ branches and e@tension counters! .0.$ A(,s! ca** centers and internet

ban3ing'

&R(*/T", &l)

stab*ished in London -8/8! Prudentia* P*c! through its businesses in the

U? and urope! the US and Asia! proides retai* financia* serices products

and serices to more than .- mi**ion customers! po*icyho*der and

unitho*ders 4or*d4ide' Prudentia* has brought to mar3et an integrated

range of financia* serices products that no4 inc*udes Ba*ance assurance!

pensions! mutua* funds! ban3ing! inestment management and genera*

insurance' )= Asia! Prudentia* is the *eading uropean Ba*ance insurance

company 4ith a ast net4or3 of .0 Ba*ance and mutua* fund operations in

-. countries# ;hina! "ong ?ong! )ndia! )ndonesia! Eapan! ?orea! ,a*aysia!

(he Phi*ippines! Singapore! (ai4an! (hai*and and Fietnam'

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S/

(o ma3e ););) Prudentia* the dominant Ba*ance and Pensions p*ayer bui*t

on trust by 4or*d#c*ass peop*e and serice'

(his can be achieed by:#

• Understanding the needs of )usoers and offering them superior

products and serice'

• Leeraging e)hnolo%y to serice customers 6uic3*y! efficient*y and

conenient*y'

• <ee*oping and imp*ementing superior ris7 ana%een and

inesen srae%ies to offer sustainab*e and stab*e returns to our

po*icyho*ders'

Proiding an enab*ing enironment to foster gro4th and *earning for our

eloyees.

",*S

ery member of ););) Prudentia* team is committed to $ core

a*ues: # ne%riy: Cusoer irs: !oundaryless: ;nershi:

and &assion. (hese a*ues shine forth in a** they do! and hae

become the 3eystones of their success'

!"R( (R*CTRS

(he ););) Prudentia* Ba*ance )nsurance ;ompany *imited board

comprises reputed peop*e from the finance industry both from )ndia

and Abroad'

Mr. ..aah! ;hairman

Mr. !arry So;e

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Mrs. alana Moraria

Ms. Shi7ha Shara! ,anaging <irector

Mr. /.S.annan! @ecutie <irector

Mr. !har%a (as%ua! @ecutie <irector

&R(CTS CC &R(*/T",

););) Prudentia* Ba*ance )nsurance offers a range of innoatie!

customer#centric products that meet the needs of customers at eery

Ba*ance stage' )ts products can be enhanced 4ith upto / riders! to

create a customi2ed so*ution for each po*icyho*der'

S"/'S < *",T CR*"T/ &R(CTS

-' ;ash Ba3

.' Sae Gn5 Protect

0' Ba*ance (ime Super H Ba*ance (ime P*us

/' Ba*ance Lin3 Super

$' Premier Ba*ance 1o*d

C,( &,"/S

ducation )nsurance under Smart 3id

R*TR*M*/T S,T/S

-' +oreer Life

.' Lifetime Super Pension0' LifeLin3 Super Pension

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/' )mmediate Annuity

*",T S,T/S

-' "ea*th Assure and "ea*th Assure P*us

.' ;ancer ;are

0' <iabetes ;are

'R& /SR"/C* S,T/S

-' 1roup 1ratuity P*an

.' 1roup Superannuation P*an

0' 1roup )mmediate Annuities

/' 1roup (erm P*an

,*=!,* R(*R &T/S

-' Accident H <isabi*ity Benefit

.' ;ritica* )**ness Benefit

0' )ncome Benefit

/' Waier of Premium

CHAIRMAN7' FOREWORD

he 0C0C0 BA:' 30M0ED has thro!n open the doors to a

!orld of seamless opportunities. ime and spa#e &arriers no lon$er

.7



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hold any si$nifi#an#e. han/s to the per*asi*eness of 0 and the

ad*ent of the 0nternet, there@s ne*er &een more to learn. Or to utili6e,

or to pro*ide, 'no!led$e, and its a#uisition, is at hand.

0t is indeed heartenin$ that 0ndia has /ept pa#e !ith the

s!eepin$ #han$es in the $lo&al e#onomy. hro!in$ open its doors to

$lo&ali6ation has meant the ad*ent of multinational #orporate $iants.

he 0ndian e#onomy is already $earin$ itself, &oth ualitati*ely and

uantitati*ely, to put up a fier#e #ompetition. i*en our manpo!er

and natural resour#es &ase, there is little that #an stop us from

emer$in$ !inners. At 0C0C0, !e aim to harness this po!er to &rin$

our #lients, #ustomers and asso#iates #loser to the line of satisfa#tion.

!ithout limits, !ithout restri#tions.

Ha*in$ pro*ed our #redentials as uality ser*i#eprodu#t

pro*iders in fields as *aried as assets and lia&ilities, finan#e and

health#are, !e are all set to ma/e our mar/ in the Retail &an/in$ too.

he su##esses of our initial forays in this dire#tion ha*e in*ested us

!ith the #onfiden#e to underta/e pro"e#ts of $reater dimension and

ma$nitude in the near future.

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.8



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To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#

T#+,no.o(! of t,# o$(an)*at)on8

he 0C0C0 $roup te#hnolo$y team is headed &y Mr.

(a*er o/ra, $roup #hief te#hnolo$y offi#er. he &an/

te#hnolo$y team is ali$ned to meet the e*ol*in$ &usiness

needs of the respe#ti*e &usiness $roups.

he e#hnolo$y teams are identified as Business

e#hnolo$y Solution roups and are &roadly #lassified into

ei$ht *erti#al #aterin$ to the *arious initiati*es of the

Business roups.

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hese ?erti#als &rin$ in the #uttin$ ed$e te#hnolo$y

!ith #lear fo#us of lo! #ost, s#ala&le, and hi$hly

sustaina&le te#hnolo$y solutions for the &an/.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# '#+4$)t!

*!*t#3* of t,# o$(an)*at)on8

0n 0C0C0, the se#urity team is named as RCU Ris/ and

Complian#e Unit. RCU deals !ith the employee se#urity, #lient

se#urity, #ustomer se#urity and Or$anisational se#urity.

R0S' A:D COM(3A0:CE)

Complian#e A#ti*ities)

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• 0SMS 0:4ORMA0O: SECUR0Y MA:AEME: SYSEM

• Operational Ris/

• So5 A#ti*ities

• Emer$en#y Response (ro#edure ER(

• Data Stora$e (oli#y

• 'no!led$e ransition Hando*er Do#ument

P,!*)+a. '#+4$)t! Do7* Don7t7*8

• 0D Bad$e A##ess Card ) Al!ays #arry and displayS!ipe on

all #ontrolled doorin #ase of loss immediately report.

• (rint outs) Colle#t immediately.

• Stran$ers) uide to se#urity des/.

Pa**1o$"* Do7*8

• 'eep pass!ords se#ret.

• Chan$e at re$ular inter*als !ith Stron$ pass!ords Minimum

#hara#ters.

4i*e S re*ie! (ro#ess)

• Audit to &e #ondu#ted e*ery month.

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• Centre #o1ordination to ne#essary #he#/ the authenti#ity of the

audit.

• O40@s and s#ores #entre !ise and floor !ise to &e shared !ith

all CM@s, Channel heads and CS(B head.

• Respe#ti*e floor #o1ordination to ensure #losure of O40@s in

#o1ordination !ith #entre #o1ordination.

• Sustenan#e to &e #he#/ed and ensured &y all floor #o1

ordinators


Inf$a*t$4+t4$# of t,# o$(an)*at)on8

he 0nfrastru#ture of the 0C0C0 is fully euipped, stylish,

spa#ious and fle5i&le to !or/ !ith, as per employees. hey maintain

hy$ieni# #onditions in the !or/pla#e !hi#h ma/es the employee

healthy and #reates pleasant feel and redu#e the stress due to !or/

assi$ned. heir hospitality maintains the !or/ pla#e neat and #lean.

he systems are arran$ed in su#h a !ay that the !or/spa#e loo/

spa#ious and easy to monitor the employee so that in #ase of any

pro&lem they $et help immediately. he #anteen system in the

or$anisation is maintained !ith healthy, neat and hy$ieni#

#onditions.


A..o1an+#* an" E3-.o!## %#n#f)t* -$o/)"#" %! t,#

o$(an)*at)on8

0.



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HOU'E RENT ALLOWANCE8

4or the $rades Mana$er - < and a&o*e the house rent

allo!an#e is part of the supplementary allo!an#e. 4or the

$rades Mana$er - 7 and &elo!, the lo#ation spe#ifi# house

rent allo!an#e is as $i*en &elo!)

CLA'' OF

CITY

LOCATION MMI AMII AMI

A Class Mum&ai, Delhi 79,99

9

F,999 8,999

B Class 'ol/ata, (une, Hydera&ad,

Chennai, Ban$alore, Ahmea&ad

F,899 8,999 >,899

C Class

(atna, Chandi$arh, Ra"/ot,

Srina$ar, Coim&atore, Mysore,

Co#hin, hiru*anantapuram,

u*alior, 2a&alur, Aura$a&ad,

:asi/, Amritsar, 2odhpur,

?adodara, Surat, Bhopal, A$ra,

Allaha&ad, and other state

#apitals and ur&an to!ns

8,999 G,999 >,899

D Class Others >,899 >,999 >,999

Senior offi#ers Senior Se#retary - Rs. <=991 per month,

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Offi#ers Se#retary - Rs. <9991 per month,

2unior offi#ers - Rs. 7991 per month.

0rrespe#ti*e of lo#ation of postin$

:OE)

he lo#ation of postin$ !ill &e #onsidered for determinin$ the

rate of HRA. 0n the #ase of Mum&ai and Delhi, if the employee

is posted outside the #ity limit and residin$ in the #ity the #ity

rate !ill &e appli#a&le.

o a*ail this fa#ility, the residen#e proofs needs to &e

#onfirmed throu$h the respe#ti*e employee relation offi#ers of

different &usiness 6ones.

ADDITIONAL HOU'E RENT ALLOWANCE8

Additional house rent allo!an#e is paya&le to

employees !ho ha*e opted for #ash out of the old loan s#heme.

4or the $rades of Mana$er - < and a&o*e, additional houserent allo!an#e is a part of supplementary allo!an#e.

0/



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he $rade - !ise additional house rent allo!an#e for the

$rades mana$er and &elo! is $i*en &elo!)

GRADE' AMOUNT PER MONTH

R*&

Mana$er Mana$ement trainee G7;8

Assistant Mana$er - < >7<8

Assistant Mana$er - 7 >7<8

Senior offi#er Senior se#retary >7<8

Offi#ial se#retary <99

CON9ERGENCE ALLOWANCE CAR MAINTANACE8

4or the $rades Mana$er - < and a&o*e, #on*er$en#e

allo!an#e reim&ursement of petrol and maintenan#e

e5penses of #ompany #ar is a part of the supplementary

allo!an#e.

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he $rade !ise #on*er$en#e allo!an#es for the $rades

Mana$er - 7 and &elo! is $i*en &y)

GRADE' AMOUNT PER MONTH

R*&

Mana$er - 7 8899

Mana$ement rainee 8899

Assistant Mana$er - < G999

Assistant Mana$er - 7 <899

Senior offi#er Senior Se#retary 7999

Offi#er Se#retary 7999

2unior offi#er 99

he a&o*e amounts in#lude ta5 - free transport allo!an#es of

Rs.991 per month.

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HOW TO CLAIM PETROL REINBUR'MENT8

Employees in the $rade of CM - < and a&o*e ha*e

&een allotted #ompany #ar for offi#ial purposes, the #ar

maintenan#e e5penses are to &e #laimed online under the E-

settlement., petrol reim&ursement. he proofs of e5penses need

to &e produ#ed at the end of the year to salary se#tion. 0f the

e5penses are not supported !ith adeuate and satisfa#tory

proofs the amount #laimed !ill &e ta5ed.

hose !ho ha*e not opted for #ompany #ar !ill &e paid

their #on*er$en#e allo!an#e throu$h the salary and

appli#a&le ta5 !ill &e dedu#ted.

CM0 and &elo!) he allo!an#es !ill &e paid throu$h salary

and !ill &e ta5ed.

LUNCH ALLOWENCE'8

he lun#h allo!an#e of Rs. 7>991 per month !ill &e

paid alon$ !ith the salary effe#ti*e from Septem&er 7, <99F.Offi#er trainees, (Os@ and #ontra#tual employees are not

eli$i&le for this &enefit. 4or Mana$er - < and a&o*e, this

allo!an#e is paid as a part of supplementary allo!an#e.

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R#)3%4$*#3#nt of "o3)+).)a$! 3#")+a. #2-#n*#*8

E300B030Y) Rs. 7<891 per month as a part of salary.

At the end of the year, de#laration of e5penses should &e

sent to pay roll for ta5 re&ate purposes.

R#)3%4$*#3#nt of $#*)"#nt)a. -,on# %)..*8

Employees in the $rade of Mana$er - < and a&o*e,

this allo!an#e is a part of the supplementary allo!an#es. 4or

employees in the $rade of Mana$er - 7 is eli$i&le for Rs. <891

per month, !hi#h is paid alon$ !ith the salary.

he s#heme that is already e5tended to some

employees in the $rades other than the a&o*e mentioned

$rades !ill #ontinue to $et the &enefit till further intimation.

'HIFT ALLOWANCE8

Co*era$e) Any &usiness $roups !here employees !or/ in

shifts outside day time !or/in$ hours should o&tain

prior appro*al from the #ompetent authorities of lo#al

state $o*ernment &odies.

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Re$ular imin$s) All !or/ shifts operatin$ &et!een 9F)99hrs

and <7)99hrs !ould &e deemed to re$ular !or/in$ and

!ould not &e #o*ered under this poli#y.

EMPLOYEE GET' EMPLOYEE 'CHEME8

• his s#heme is appli#a&le only to the employees of

0C0C0 &an/ and H4C. ?a#an#ies in the a&o*e

mentioned $roups !ill &e ad*ertised under this s#heme.

• All permanent employees of 0C0C0 Ban/ 3td. 0n#ludin$

the employees on pro&ation #an refer a #andidate.

Ho!e*er, HRM employees, and employees in $rades

AM and a&o*e !ill not &e admitted to parti#ipate in

the s#heme.

• he referred #andidate should not &e a relation of the

referee, *i6. spouse, &rother, sister et#.

• 0n the e*ent &an/ re#ruits the referred employee, the

employee !ho referred the #andidate !ill &e eli$i&le for

one time monetary re!ard. his amount !ill &e paid to

the employee alon$ !ith the salary > months after the

#andidate "oins the &an/. he detailed amounts are

mentioned &elo!.

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• All re!ards paid under the s#heme !ill &e su&"e#t to

in#ome ta5 rules as appli#a&le.

• he employee !ho has referred the #andidate should &e

on roll of 0C0C0 &an/ at the time !hen he she are

eli$i&le to $et EES re!ard.

• EES !ould &e *alid for appli#ations !ith more than 7

year e5perien#e.

• An employee has to #laim EES re!ard !ith in ;

months from referred #andidate date of "oinin$.

• An employee !ho refers a #andidate #annot &e a part of

the sele#tion pro#ess for that #andidate. More o*er I,

the employee !ho referred the #andidate #annot &e in

dire#t reportin$ relationship !ith him. 0n the e*ent su#h

a situation arises, the employee !ho referred the

#andidate should not &e a part of the sele#tion pro#ess

and !ill not &e eli$i&le for the amount. 0n #ase of any

dispute, the de#ision of the #on#erned HR Mana$er !ill

&e &enefi#ial and &uildin$.

• ?a#an#ies !ill &e displayed on the internet under the

Jemployee $ets employee s#heme@.

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• 0f an employee !ants to refer a #andidate for a position,

he #an *ie! the details of the position and su&mit the

Curri#ulum ?itae online.

• 0n #ase any employee !ants to refer a #andidate and the

#urrent ad*ertised positions do not suit the profile of the

#andidate, the resume #an &e uploaded !ithout

sele#tin$ any "o& openin$.

• Resumes !ill &e a##epted only throu$h the online. o &e

*alid under EES, the name pro*ided at the time of

su&mission should &e #orre#tly entered in the system.

EES #laim !ill not &e pro#essed for in#orre#t entries.

• he referred #andidate !ould reuire to appear for

testinter*ie! dependin$ on +ualifi#ationor/

e5perien#e as per the normal re#ruitment pro#ess.

• 0n the e*ent, !here the Curri#ulum *itae re#ei*ed &y

more than one sour#e, *i6. employee referredpla#ement

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a$en#ies, &enefitre!ard !ill &e $i*en to the sour#e

from !hi#h the C? !as first re#ei*ed.

• he *alidity of the resume that you post on the site is si5

months from the date of postin$. C?s !ill $et deleted

from EES site if re#ruitment team has not use in ;

months from date of uploadin$ of C?. Employee may

upload the C? a$ain, if rele*ant.

DETAIL' OF REWARD8

G$a"# )n 1,)+, $#f#$$#" #3-.o!## (ot a--o)nt#"8

he re!ard money depends on the $rade in !hi#h the #andidate

has &een appointed. his re!ard is $i*en to the employee !ho referred the

#andidate. he details of the amount of money &ein$ re!arded dependin$

on the $rade in !hi#h the #andidate $ot appointed are as follo!s)

'R"(* R*"R( "M/T

;hief ,anager I -J ;hief ,anager I . Rs' .%!%%%J#

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,anager I - J ,anager I . Rs' -$!%%%J#

Assistant ,anager I .

Rs' -%!%%%J#

Assistant ,anager I - Rs' $!%%%J#

;SPB I (R J S- J S. Rs' 0!$%%J#

Wo$k)n( ,o4$* an" #2t$a t)3# a..o1an+#8

he normal !or/in$ hours of the &an/ are from =)78 to

8)78pm from Monday to Saturday or may &e de#ided &y the &usiness

mana$er for ea#h &ran#h and department. 3un#h&ea/ period is

7)99pm to 7)G8pm or G8 minutes as de#ided &y the &ran#h offi#es.

he !or/in$ hours of the #orporate offi#es at Mum&ai and

6onal offi#es of B are =)78am to 8)G8pm from Monday to 4riday.

he pu&li# holidays appli#a&le for these offi#ers !ill &e different from

one !hi#h is appli#a&le for retail &an/in$ $roup.

3ea*es salary !ill &e dedu#ted in #ase !hen employee #omes

late as per the timin$ spe#ified for ea#h &usiness department.

A..o1an+#* fo$ 1o$k)n( %#!on" off)+# ,o4$* o$ on ,o.)"a!*8

or/in$ &eyond offi#e hours on Sunday pu&li# holidays

may &e una*oida&le at times and as a responsi&le employee, one is

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QWL

e5pe#ted to !or/ late or !or/ e5tra !hene*er reuired, in su#h

#ir#umstan#es. he &an/ !ill reim&urse #ertain e5penses as

mentioned &elo!)

he family pension fund is mana$ed &y re$ional fund

#ommissioner on #essation of ser*i#e. he fund a##umulated #an &e

transferred or !ithdra!n after #ompletin$ ne#essary formalities. he

pension under)

G$at4)t!8

ratuity is paya&le at the time of #essation of ser*i#e.

Eli$i&ility of $ratuity is as follo!s)

3ess than 8 years of ser*i#e - nil.

8 to79 years of ser*i#e - 78 days &ase salary for

ea#h year ser*i#es.

More than 79 years - >9 days &ase salary for

ea#h year of ser*i#e !ith a ma5imum of <9 years.

'4-#$ annn4at)on f4n"8

hose !ho ha*e opted for super annnuation s#heme

!ill &e mem&ers of this fund. Ban/ #ontri&utes 78K of

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&ase pay to this fund e*ery year. On the o##asion of

ser*i#e 7>rd of #orpus !ill &e paid &y the insuran#e

#ompany pension !ill &e paid for Balan#e time, <> rd to

the &enefi#iary on the death of mem&er.

Employees ha*e an option to opt out of the fund

and super annnuation allo!an#e throu$h salary e*ery

month. his option is a*aila&le only in April e*ery year.

On "oinin$ all employees !ill &e paid super

annnuation allo!an#e i.e., 78K of &asi# salary !ill &e

paid throu$h salary in e*ery April. hey !ill ha*e an

option to "oin the super annnuation s#heme, 78K of

&ase salary !ill &e #ontri&uted to the fund. :e#essary

#ommuni#ation to e5er#ise the option !ill &e sent to

employee.

No3)nat)on*8

All employees are reuired to $i*e names of their

nominees to the a&o*e funds #orrespondin$ly.

Additional #har$es in the nomination needs to &e

su&mitted in the pres#ri&ed form a*aila&ly on the

forms under the 0C0C0 uni*erse. he nominations arealready su&mitted is *isi&le on the intranet under the

terminal &enefits, details if the nomination is not $i*en

in #ase of any e*entually. he (4 ratuity

Superannuation money #annot &e paid to the su##essor.

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QWL

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 9a$)o4*

L#a/# Po.)+)#* of t,# o$(an)*at)on8

he lea*e poli#y of the or$anisation is to meet the follo!in$)1

a o meet the di*erse Balan#e sta$e needs of employees.

& o #reate supporti*e en*ironment and to ena&le employees to

&e more produ#ti*e.

# o ma/e all !offtoff ee/ly off rainin$ off

All permanent employees !ill &e entitled for the follo!in$ lea*es as

per employee app lea*e rules.

: PRI9ILAGE LEA9E PL

; 'ICK LEA9E 'L

< CA'UAL LEA9E CL

= MATERITY LEA9E ML

> CHILD CARE LEA9E CCL

he a&o*e lea*es are $i*en to employees &ased on the a*aila&ility,

reuirement and $enuinity of the employee needs.

he employee need to see/ the appro*al from their immediate superior and their Super Boss to a*ail lea*e.

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T,# fo..o1)n( )* t,# "#*+$)-t)on of t,# /a$)o4* .#a/#* -$o/)"#" 1)t,

t,# #2a3-.#*

PRI9ILAGE LEA9E PL8

• A#ross industry most li&eral lea*e poli#y offers G !ee/s

of pri*ile$e lea*es !herein inter*enin$ holidays and

!ee/ly offs !ill not &e #ounted !hile one a*ails lea*e.

• 0n the &e$innin$ of e*ery finan#ial year, the (3 earned

for the pre*ious year are #redited to the a##ount of the

employees and displayed online.

•

o $et the lea*e #redit employee has to &e in the rolls of the &an/ on 7 st April of the year under #onsideration.

• Ma5imum <7 days lea*e !ill &e earned for the 7 st year

of ser*i#e prorated on the num&er of days !or/ed.

4rom <nd year on!ards ma5imum <days lea*es !ill &e

earned for ea#h year of ser*i#e. Only #onfirmed

employees are eli$i&le for the (3.

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• Minimum lea*e to &e a*ailed) E*ery employee !ho has

#ompleted 7year of ser*i#e as on April 7 st is reuired to

use 7<days of (3 e*ery year.

• (3 #an &e a*ailed <times in a year, !here employees

immediate super*isor !ill &e held a##ounta&le.

Age of the EmployeeNumber of leave

day

!"# "$

"#%&$ '$

&#(above #)$

/8



QWL

!"# "#%&$ &#(above

$

*$

+$

'$

)$

#$$

#*$

#+$

#'$

#)$

*$$

Number of leave day

/9



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LEA9E ENCA'HMENT RULE' 8

: 3ea*e &alan#e o*er % a&o*e >9days !ill &e a*aila&le for

en#ashment, !herein employee has to use 7<days lea*e durin$

the year.

; 3ea*e &alan#e !ill &e en #ashed in the month of the April

e*ery year.

< 0n #ase of e5it from the ser*i#e, the a*aila&le &alan#e !ill &e

en #ashed !ith settlement.

; 'ICK LEA9E'L8

Appro*al of S3 !ill &e &ased !ithout any referen#e to the period of

ser*i#e of employee. All S3 appli#ation should &e appro*ed &y the

Reportin$ authority. Any lea*e &eyond < days should &e supported &y

do#uments.

< CA'UAL LEA9ECL8

All permanent employees in $rade of Mana$ement 0 % &elo! !ill &e

eli$i&le for 7< days C3 durin$ the finan#ial year on prorate monthly

&asis. Employee in the $rade of Mana$ement 00 and a&o*e #an a*ail

only 7C3 at a time up to a mean of 7<daysyear.

= Mat#$n)t! L#a/# ML8

$%



QWL

he female employee !ho had #ompleted ; months ser*i#e is eli$i&le

up to 79 days of paid lea*e.

> C,)." +a$# .#a/#CCL8

Child #are lea*e !ill &e pro*ided after maternity lea*e in #ase the

#hild is &orn !ith #ompli#ations #ertifi#ate from the do#tor is

mandatory. his lea*e !ill &e $i*en up to ma5imum of >months. 0n

the period of #hild #are lea*e, Salary !ill not &e paid to the

employee.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# ,)#$a$+,!

an" t,#)$ *4--o$t fo$ t,# )n")/)"4a. "#/#.o-3#nt )n t,#

o$(an)*at)on8

he hierar#hy in 0C0C0 plays a a#ti*e role in the

in#rease performan#e of the indi*idual employee in turn

in#reases the or$anisations $ro!th.

At any point of time the mana$ement stand &ehind theemployee in #ase if any pro&lem to the offi#er. hey also share

their e5pe#tations and understandin$ of the employee so that

the #ommuni#ation &et!een &oth of them is in#reased.

$-



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(erforman#e analysis is the study of all the fa#tors

influen#in$ the performan#e of an employee on his "o&. hese

fa#tors #ould ha*e a fa#ilitatin$ or hinderin$ effe#t on the

performan#e of the "o&. hey are a##ordin$ly /no!n as

fa#ilitatin$ and inhi&itin$ fa#tors.

(erforman#e analysis redu#es the su&"e#ti*ity in the

appraisals are appraiser assesse not only the le*el of

performan#e a#hie*ed &y the employee &ut also assess the

#ondition under !hi#h the employee has a##omplished !hat

e*er he has a##omplished.

4or e5ample, A phone &an/in$ e5e#uti*e mi$ht not &e

rea#hin$ his tar$ets &e#ause of his la#/ of his $ood

#ommuni#ation s/ills. Here la#/ of $ood #ommuni#ation s/ills

a#ted as inhi&itin$ fa#tor. Another e5e#uti*e mi$ht &e

performin$ e5#eedin$ly !ell &e#ause of appre#iati*e superiors

and supporti*e staff.

Here $ood superiors and su&ordinates fa#ilitated his

performan#e. he superiors should /no! the nature and e5tent of effort put in &y the employee.

he superior should /no! the diffi#ulties fa#ed &y the

employee. hey should also /no! the e5tent to !hi#h the

$.



QWL

employee is a!are of his o!n stren$ths and !ea/nesses in

relation to his performan#e different tas/s.

he Superior should then use this understandin$ and

/no!led$e to reinfor#e the stren$ths of the employee in

identifyin$ the #apa&ilities and tar$ets for dis#ussions,

identifi#ation of de*elopmental needs and a#tion plans.

0dentifi#ation of fa#tors that ha*e helped the employee

to rea#h the le*el of performan#e he a#hie*ed in relation to

*arious a#ti*ities, tar$ets and *arious other fun#tions

asso#iated !ith his "o&. hese are #alled L4a#ilitatin$

fa#tors. 0dentifi#ation of fa#tors that ha*e pre*ented the

employee from doin$ &etter or those that hindered his

performan#e. hese are #alled LHinderin$ fa#tors.

0dentifyin$ de*elopmental needs for &etter performan#e

on #riti#al fun#tions asso#iated !ith present role.


P#$fo$3an+# a--$a)*a. '!*t#3 )n t,# o$(an)*at)on8

P#$fo$3an+# A--$a)*a.8

(erforman#e appraisal is the pro#ess of e*aluatin$ the performan#e and ualifi#ations of the employee@s performan#e of a

"o& in terms of its reuirements.

P#$fo$3an+# Ana.!*)*8

$0



QWL

(erforman#e analysis is an important #omponent of

appraisal. Any ratin$s to the appraisees should &e $i*en only after a

throu$h analysis of performan#e.

P#$fo$3an+# %on4*8

All the permanent employees of the &an/ are eli$i&le to

parti#ipate in the Ban/s performan#e Bonus plan. here is no

$uarantee performan#e &onus. Bonus payout to employees is done as

per #riteria appro*ed &y the &oard e*ery!here.

he performan#e of the employee is s#ored &ased on their

$oals set at the &e$innin$ of the year and their efforts put for!ard in

order to a#hie*e the said $oals.

he performan#e of the employee is re*ie!ed !ee/ly, monthly,

and annually. Based on this performan#e and the impro*ement in

performan#e, the appraisal !ill &e $i*en to the employee.

EM(3OYEE (ER4ORMA:CE RE?0E)

(ro#ess Des#ription)

his do#ument aims at pro*idin$ $uidelines for

#ondu#tin$ re*ie!s to operations *oi#e and non *oi#e and support

fun#tions a#ross lo#ations at the #ustomer ser*i#e phone &an/in$

$roup.

$/



QWL

Re*ie!s need to &e of > types)

ee/ly Re*ie!)

• Meetin$ !ith #hannel headsfun#tional heads.

• Meetin$ to &e #ondu#ted *ia a #on#all.

• (erforman#e of s/ills and fun#tions to &e shared.

• Areas of #on#erns to &e hi$hli$hted.

• Su$$estions to &e as/ed to address the #on#erns.

• Best pra#ti#es to &e shared.

• M0S@s to &e maintained.

ype 7)

Re*ie! ) CSB Head

4reuen#y) Monthly.

Attendees) CS(B Centre head, Channel Heads.

Duration ) 7 hour

A$enda)

• Re*ie! of last months performan#e of the team.

• Hits and misses.

• ips or Su$$estions on impro*ement.

$$



QWL

• A#tion plan for the follo!in$ month.

ype <)

Re*ie! ) Channel Head

4reuen#y) Monthly.

Attendees) Channel mana$er, M@s and 3@s.

Duration ) 7 hour

A$enda)

• Re*ie! of last months performan#e of the team.

• Hits and misses.

• ips or Su$$estions on impro*ement.

• A#tion plan for the follo!in$ month.

• Desi$n a road map on a#tin$ upon the a#tion plan.

• Best pra#ti#es of the !ee/ly meet to &e per#olated to the team

(ro#ess Des#ription)

Ensure follo!in$ of standard pro#ess in pra#ti#in$ the

performan#e re*ie! pro#ess and implementin$ the same.

o Ensure the pro#ess on performan#e re*ie! and #orre#tion

a#tion is standardi6ed and do#umented.

o ensure the a##ura#y and the timeliness of the same is

measured.

$7



QWL

(erforman#e Re*ie! and Corre#ti*e A#tion)

• 4ollo!in$ are the steps for the o*erall pro#ess of performan#e

• 0dentifi#ation of need for performan#e re*ie!

• he follo!in$ may &e the tri$$er points )

E5ternal 4a#tors)

• Meetin$ the S3AS

• Redu#tion in Customer satisfa#tion s#ores

0nternal 4a#tors)

• eam performan#e

• 0ndi*idual performan#e

• 0nternal Audit S#ores

Re*ie!)

his refers to the pro#ess of re*ie! &y the pro#ess o!ner. his step !ill determine the effi#ien#y of performan#e re*ie!.

he re*ie! may &e done &y the follo!in$ steps)

• Data #ollation on all the $oals in the &alan#e s#ore #ard.

$&



QWL

• (erforman#e #ompensation on the indi*idual metri#es a$ainst

tar$ets.

• (erforman#e #ompensation a$ainst the peer performan#e.

• Ea#h (BO to &e ran/ed on the indi*idual metri#es.

• Dependin$ on the ran/in$ the &ottom 79K of the (BOs to &e

re#ommended &a#/ to &asi#s.

A&&re*iations) Respe#ti*e s/ills initials)

Channel head - CH

Business De*elopment Head - BOH

Channel mana$er - CM

Business De*elopment Mana$er - BOM

eam mana$er - M, eam 3eader - 3

3e*el > Re*ie!)

$8



QWL

• Assessment to &e #ondu#ted e*ery uarterly &y spo#@s

• Opportunities for 0mpro*ements O40@s and stren$ths to &e

shared !ith all CM@s &y Spo#@s.

• A#tion points to &e dis#ussed !ith the CM@s &y Spo#s.

• (ro#ess !al/s to &e #ondu#ted durin$ assessment.

• Business sol*in$ pro"e#ts to &e identified &y ea#h s/ills from

time to time.

• (ro"e#t leader and team mem&ers to &e appointed &y ea#h s/ill

to !or/ on the pro"e#t.

• he (ro"e#t Champion !ould &e the &usiness mana$er of that

parti#ular s/ill.

he results of the performan#e !ill de#ide (erforman#e

appraisal of the employee at the end of the year. E*ery year in

Mar#h the Annual performan#e of the employees is rated &ased on

the set matri#es and later the or$anisational stru#ture #han$es

due to #han$e in the offi#er le*els due to promotions.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# a--$oa+,

of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ ,#a.t,8

$9



QWL

0C0C0 has ta/en a Medi#laim family floater poli#y !ith

0C0C0 3om&ard eneral 0nsuran#e Co. 3td 030 !here in employee

and hisher dependents are #o*ered under this poli#y. he persons

entitled for the #o*era$e are spouse, dependent employee parents %

Children.

• (arents are #o*ered up to the a$e of 9years and

#hildren are #o*ered up to the a$e of <Gyears.

• 0f the parents, Spouse or #hildren are employed and are

$ettin$ hospitalisation &enefit from their employers then

they are not entitled for #o*era$e under our poli#y.

• 4or hospitalisation #laim to &e eli$i&le a minimum of

<Ghours stay is reuired !ith the e5#eption of Catara#t,

Dialysis, Chemotherapy, and an$io$raphy.

• Ea#h employee #an #o*er a ma5imum of ; persons

in#ludin$ self under the a&o*e poli#y.

• he employee and his dependents are #o*ered for a sum

of Rs. Gla# per annum.

DOMICILLARY BENEFIT8

• Ea#h employee is entitled to a sum of Rs.7<891 per

month to!ards domi#iliary e5penses for family.

• he amount !ill &e paid e*ery month throu$h salary.

• E*ery year &efore mar#h 79, the employee has to $i*e a

de#laration on the amount in#urred on Domi#iliary

7%



QWL

Medi#al E5penses alon$ !ith the other proof of

in*estments to salary se#tion.

• he rele*ant &ills are to &e /ept !ith the employee.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 4a.)t!

+ont$o. of t,# o$(an)*at)on8

he performan#e of the employees is #onstantly

monitored &y the 3 and M dire#tly and indire#tly &y the CM and

CH in the &asi# "o& roles of the employee.

here as the uality in the OR' BA3A:CE is

monitored &y 3 and the Spo#s in the indi*idual teams.

o maintain the uality in the !or/ 0C0C0 &elie*es that

there should &e a $ood relation &et!een the employee !ith the &ossor #o employees.

0C0C0 &elie*es in team !or/ and the uality is maintained

&y the offi#er the same is monitored &y their &osses, other

departments in the systems.

E*erythin$ in 0C0C0 is !ell set, !ith a##ura#y su#h that thereis no #han#e of dispute later.

7-



QWL

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# T#a3

%4).")n( t#a3 3ana(#3#nt an" t#a3 1o$k )n t,#

o$(an)*at)on8

A 4undamental &elief in Or$anisation De*elopment is that

!or/ teams are the &uildin$ &lo#/s of an or$anisation. A se#ond

&elief is that teams must mana$e their #ulture, pro#essed, systems and

relationships if they are to &e effe#ti*e.

eams are important for a num&er of reasons.

• 0ndi*idual &eha*iour is routed in the 1 #ultural norms

and *alues of the !or/ team.

• Many tas/s are so #omple5 they #annot &e performed

&y indi*iduals.

•

erms #reate syner$y.

• eams satisfy people@s needs for so#ial intera#tion,

status, re#o$nition and respe#t - teams nurture human

nature.

• 3ets us dis#uss the potential of teams and team !or/

and e5plore !ays to realise that potential.

A num&er of or$anisation de*elopment inter*entions

are spe#ifi#ally desi$ned to impro*e team performan#e.

7.



QWL

E5ample) eam &uildin$, inter1$roup team &uildin$,

pro#ess #onsultation, uality #ir#les, parallel learnin$ stru#tures,

so#iote#hni#al systems pro$rams.

rid Or$anisation de*elopment and te#hniues su#h as

role analysis te#hniue, role ne$otiation te#hniue and responsi&ility

#hartin$.

hese inter*entions apply to formal !or/ teams as !ell

as start1up teams, #ross1fun#tional teams, temporary teams, and the

li/e.

eam1&uildin$ a#ti*ities are no! a !ay of Balan#e for

many or$ani6ations. eams periodi#ally hold team1&uildin$ meetin$s,

people are trained in - $roup dynami#s and $roup pro&lem1sol*in$

s/ills, and indi*iduals are trained as $roup leaders and $roup

fa#ilitators.

Or$ani6ations usin$ autonomous !or/ $roups or self1

dire#ted teams de*ote #onsidera&le time and effort to ensure that

team mem&ers possess the s/ills to &e effe#ti*e in $roups. he net

effe#t is that teams perform at in#reasin$ly hi$her le*els, that they

a#hie*e syner$y, and that team!or/ &e#omes more satisfyin$ for team

mem&ers.

0n*estors are dis#o*erin$ !hy some teams are su##essful

!hile others are not. 3arson and 3afasto found ei$ht #hara#teristi#s

that are al!ays present in su##essful teams)

70



QWL

• A #lear, ele*atin$ $oal

• A results1dri*en stru#ture

• Competent team mem&ers

• Unified #ommitment

• A #olla&orati*e #limate

• Standards of e5#ellen#e

• E5ternal support and re#o$nition and

• (rin#ipled leadership

All these #hara#teristi#s are reuired for superior team

performan#e !hen any one feature is lost, team performan#e

de#lines. Hi$h - (erforman#e teams re$ulate the &eha*iour of team

mem&ers, help ea#h other, find inno*ati*e !ays around &arriers, and

set e*er1hi$her $oals. 0t is also dis#o*ered that the most freuent

#ause of team failure !as lettin$ personal or politi#al a$endas ta/e

pre#eden#e o*er the #lear and ele*atin$ team $oal.

A $roup of indi*iduals &e#omes a team only !hen

#ommitted to a#hie*in$ hi$h1performan#e $oals. ithout demandin$

performan#e $oals, $roups ne*er "ell into teams. herefore, they

!rite, LOr$anisational leaders #an foster team performan#e &est &y

&uildin$ a stron$ performan#e ethi#, rather than &y esta&lishin$ ateam1promotin$ en*ironment alone.

A 'ey #hara#teristi# of hi$h1performan#e teams is

Dis#ipline. Lroups &e#ome teams throu$h dis#iplined a#tion. hey

shape a #ommon purpose, a$ree on performan#e $oals, define a

7/



QWL

#ommon !or/in$ approa#h, de*elop hi$h le*els of #omplimentary

s/ills, and hold themsel*es mutually a##ounta&le for results.

And, as !ith any effe#ti*e dis#ipline, they ne*er stop doin$

any of these thin$s. 0t@s hard!or/ for $roups to &e#ome teams, &ut

hard !or/ is reuired to #reate hi$h 1 performan#e or$ani6ations.

0t is &elie*ed that teams !ill &e#ome e*en more important

in the future. 0n fa#t, most models of the Jor$anisation of future@ that

!e hear a&out - Jnet!or/ed@, J#lustered@, Jnon1hierar#hi#al@,

Jhori6ontal@, and so forth - are premised on teams surpassin$

indi*iduals as the primary performan#e unit.

om (eters asserts in 3i&eration Mana$ement that #ross1

fun#tional, autonomous, empo!ered teams are !hat the &est

or$anisations are usin$ ri$ht no! to outdistan#e the #ompetition.

Small pro"e#t teams ha*e the a&ility to produ#e hi$h uality,

superior #ustomer ser*i#e, fle5i&le response, and #ontinuous

learnin$. Hi$h responsi&ility, #lear o&"e#ti*es, and hi$h

a##ounta&ility dri*e these pro"e#t teams to outperform traditional

or$anisation stru#tures on e*ery measura&le dimension.

(ro"e#ts are the !or/ of the future teams !ill perform

pro"e#ts. 0nterestin$ly, normal hierar#hi#al #onsiderations &e#ome

7$



QWL

o&solete for these pro"e#t teams - you #ould &e the &oss of one team,

and report to one of your su&ordinates on another team.

eams ha*e al!ays &een an important foundation of OD,

&ut there is a $ro!in$ a!areness of the teams@ uniue a&ility to #reate

syner$y, respond ui#/ly and fle5i&ility to pro&lems, find ne! !ays to

$et the "o& done, and satisfy so#ial needs in the !or/pla#e.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* o$(an)*at)ona.

a--$oa+, to1a$"* t,#3 an" t,#)$ fa3).! %#n#f)t* -$o/)"#" to

t,# #3-.o!## an" /a$)o4* ot,#$ a++)"#nta. +.a)3*8

EMPLOYEE' CHILDREN 'CHOLAR'HIP 'CHEME8

he s#holarship s#heme is en*isa$ed to help employees to meet the

edu#ational reuirements of their #hildren !ho are e5#eptionally

outstandin$ in their studies.

he follo!in$ are the eli$i&ility #riteria for employees to

a*ail this fa#ility for their #hildren.

Minimum num&er of years ser*i#e) > years and

Minimum performan#e ratin$) G

E.)()%).)t! +o4$*#*8

• 0: 0:D0A) raduate and post$raduate pro$rammes in

professional fields su#h as medi#ine,

en$ineerin$, la!, ar#hite#ture et#.

77



QWL

• O?ERSEAS) (ost$raduate or professional pro$rammes

su#h as mana$ement, medi#ine, en$ineerin$, la!,

ar#hite#ture et#.

In a1a$")n( t,# *+,o.a$*,)- t,# fo..o1)n( +$)t#$)a 1).. %# 4*#"8

• he student should ha*e an outstandin$ a#ademi#

performan#e and s#ored 9K mar/s o*erall at HSC le*el

for $raduate pro$rammes and ;9K at $raduate le*el for

post1$raduation pro$rammes.

• Admission sou$htse#ured in !ell1/no!n uni*ersities and

edu#ational institutes.

• Students #an a*ail this &enefit only for one #ourse. 0n

#ase the &enefit is a*ailed for one #ourse, the student !ill

not &e eli$i&le for the &enefit for any other #ourse in

future

• he &enefit !ill not &e a*aila&le in the #ases !here the

#hild is #urrently employed or had &een employed in the

past.

F4n")n( +$)t#$)a8

• S#holarship !ill #o*er #urrent and su&seuent years only.

7&



QWL

• S#holarship !ill &e a*aila&le for the pres#ri&ed duration

of the #ourse !ith a ma5imum of 8 years.

• S#holarship amount !ithin 0ndia per year !ould &e not

e5#eeded <>rd of e5penses or Rs. 7.8 la#/year !hi#h e*er

is lo!er.

• S#holarship amount outside 0ndia !ill not e5#eed 89K of

the e5penses or Rs. 8 la#/year !hi#he*er is lo!er.

• he follo!in$ e5penses are #o*ered under s#heme.

7. uition fee<. Admission fee

>. e5t &oo/s rele*ant to the #ourse.

P$o+#"4$# of -a!3#nt8

(ayment !ill &e &ased on the produ#tion of the a#tual

re#eipts&ills. he payment !ill &e #redited to the students@ 0C0C0

&an/ a##ount.

Cont)n4at)on of *+,o.a$*,)-8

he students must su##essfully #lear ea#h annual semester

e5amination se#urin$ at least ;9K of mar/s for #ontinuation of the

s#holarship. (roof of passin$ #ertifi#ate !ith K of mar/s is to &e

su&mitted !hile applyin$ for the &enefit of the ne5t year semester.

78



QWL

Ho1 to +.a)38

he eli$i&le students #an apply for the &enefit. he appli#ation

form is a*aila&le under e1forms on the internet.

he #opy of the mar/ sheet, ori$inal fee re#eipt and other

supportin$ do#uments are reuired, to &e send to HMR, 0C0C0 Ban/

3td., ; th floor1 rans rade Centre, :ear 4loral De#/ (la6a, M0DC,

SEE(N, Andheri East , Mum&ai - G999=>. he eli$i&le s#holarship

!ill &e #redited to the &an/ a##ount of the student after dedu#tin$

appli#a&le ta5.

E3-.o!## *to+k o-t)on *+,#3#8

ESOS is $ranted to employees as per #riteria appro*ed &y the &oard

e*ery!here.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# t$a/#.

+.a)3* an" t$an*-o$t fa+).)t)#* -$o/)"#" %! t,# o$(an)*at)on8

LEA9E TRA9EL ALLOWANCE'8

79



QWL

4or the $rade Mana$er - < and a&o*e, lea*e tra*el

allo!an#e 3A is a part of supplementary allo!an#e. he

$rade !ise eli$i&ility for the $rades Mana$er - 7 and &elo! is

$i*en &elo!)

GRADE ANNUAL ELIGIBILITY

Mana$er - 7 M17 Rs. <G,999

Assistant mana$er - 7 and < Rs.<G,999

Senior offi#er Senior se#retary S> SG Rs. <9,999

Offi#er Se#retary S7 and S< 2unior offi#er Rs.7<,999

Cler/s Rs. 7<,999

Assistants Rs. 7<,999

Ser*i#e staff - 7 and < Rs. =,;99

2unior ser*i#e staff Rs. ,999

Offi#er trainees rainees (O :ot eli$i&le for this

&enefit

he 3A is paid monthly throu$h salary.

Ho1 to +.a)3 ta2 $#%at#8

4or #laimin$ ta5 re&ate on 3A, the employee has to

de#lare the amount in#urred on his her tra*el in the

&%



QWL

J0n*estment@ site under the human resour#es of 0C0C0 &an/

uni*erse appli#a&le to all $rades.

he ori$inal train air ti#/ets ha*e to &e su&mitted at

the end of the year to the salary se#tion alon$ !ith the other

in*estment proofs de#lared for the year.

Road tra*el has to &e #ompulsorily supported &y toll ta5

re#eipts and other supportin$ do#uments.

E5penses to!ards tra*el a&road !ill not &e #onsidered

for ta5 re&ate as per the 0 rules. a5 re&ate as per 0t rules #an

&e pro*ided only t!i#e in a &lo#/ of G years and the #urrent

&lo#/ is <99; - <99=.

Minimum < days lea*e should &e a*ailed for a*ailin$

ta5 re&ate.

To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#)$ *a.a$!

-a)" fo$

t,#)$ *#$/)+#*8

'ALARY AND ALLOWANCE'8

Basi# ay and supplementary allo!an#es are t!o

#omponents of salary and allo!an#es. he proof of e5penses

for #ar maintenan#e for those !ho ha*e ta/en the #ompany #ar

&-



QWL

under the s#hedule and e5penses on tra*el ti#/ets for lea*e

tra*el allo!an#es need to &e su&mitted at the end of the year.

4or #laimin$ ta5 re&ate the option to #hoose the

payment !ill &e a*aila&le on#e in the year, unless and until

there is a #han$e in the supplementary allo!an#es. 3un#h

e5penses reim&ursement is a part of the supplementary

allo!an#e and no other #laim for reim&ursement !ill &e

allo!ed.

On transfer to ne! lo#ations, the supplementary

allo!an#e !ill &e read"usted.

MA:AER - 7 A:D BE3O)

he salary and allo!an#es in#ludes &asi# salary,

lo#ation spe#ifi# house rent allo!an#e, #on*er$en#e

allo!an#e, transport allo!an#es, medi#al allo!an#es,

additional HRA. 0f opted for a loan en#ashment and lea*e

tra*el allo!an#es, lun#h e5penses reim&ursement then paya&le

alon$ !ith salary.


of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ '#.f $#*-#+t8

0C0C0 has the #omplete #ontrol in the employee1 employee

relation ship. 0n #ase of any ad*erse #onditions !here the self respe#t

of the employee is $ettin$ impa#ted, 0C0C0 !ill ne*er ta/e a !ay &a#/

&.



QWL

to ta/e the dis#iplinary a#tion on the other employee !ho held

responsi&le for the situation !ith proper in*esti$ation. hus #reatin$

the faith and trust on the or$anisation and feel #omforta&le to !or/

!ith.


to1a$"* t,# B4*)n#** Cont)n4)t! 3ana(#3#nt )n t,#

o$(an)*at)on8

0C0C0 stands first in #ase of analysis of mar/et #ondition

and in $uessin$ the pro&lem and findin$ the solution immediately

&efore the pro&lem e5ists.

he #ompeten#y le*el of 0C0C0 play a ma"or role in

plannin$ or de#ision ma/in$ in #ase of any ad*erse situation.

Chapter – IV

Data Analysis&0



QWL

QUALITY OF WORK BALANCE

T"!,*-1

OPINION ABOUT THE JOB ENVIRONMENT AND WORKING

CONDITION

Fariab*es =o of respondents =o of respondents in D

@ce**ent 0% 7%D

1ood -$ 0%D

Aerage $ -%D

Poor % %D

;"AR(#-

&/



Job environment and Working conditions

Excellent

60%

Good

30%

Average

10%

Poor

0%

ExcellentGood

Average

Poor

QWL

/T*R&R*T"T/

(he aboe graph reea*s that 7%D of the emp*oyees fee* that job

enironment and 4or3ing conditions are e@ce**ent i'e they are abso*ute*y

satisfiedC'0%D of the emp*oyees fee* that job enironment and 4or3ing

conditions are good i'e they are satisfiedC'-%D of the emp*oyees fee* that

job enironment and 4or3ing conditions are aeragei'e they are partia**y

satisfiedC' %D i'e none of the emp*oyees fee* job enironment and 4or3ing

conditions are poorC'

TABLE-2

PERCEPTION ABOUT THE GROWTH AND SECURITY

OPPORTUNITIES


@ce**ent .$ $%D

1ood -% .%D

Aerage -$ 0%D

&$



QWL

Poor % %D

CHART-2

/T*R&R*T"T/

(he aboe graph reea*s that$%D of the emp*oyees fee* that the

gro4th and security opportunities are @ce**ent that is they are abso*ute*y

satisfied'.%D of the emp*oyees fee* that the gro4th and security

opportunities are 1ood that is they are satisfied'0%D of the emp*oyees fee*

that the gro4th and security opportunities are Aerage that is they are

partia**y satisfied'%D i'e none of the emp*oyees fee* that the gro4th and

security opportunities are Poor'

TABLE -3

OPINION ABOUT THE CAREER-PLANNING PROGRAM IN THE

ORGANIZATION

&7



QWL


@ce**ent .% /%D

1ood .% /%D

Aerage -% .%D

Poor % %D

CHART-3

/T*R&R*T"T/

(he aboe graph reea*s that/%D of the emp*oyees fee* that the


satisfied'/%D of the emp*oyees fee* that the gro4th and security

opportunities are 1ood that is they are satisfied'.%D of the emp*oyees fee*


partia**y satisfied'%D i'e none of the emp*oyees fee* that the gro4th and


TABLE-4

&&



QWL

PERCEPTION ABOUT THE PAY STRUCTURE IN THE

ORGANIZATION

Fariab*es =o of respondents =o of respondents in D@ce**ent .$ $%D

1ood -% .%D

Aerage -$ 0%D

Poor % %D

CHART-4

/T*R&R*T"T/



satisfied'.%D of the emp*oyees fee* that the gro4th and security

opportunities are 1ood that is they are satisfied'0%D of the emp*oyees fee*


partia**y satisfied' %D i'e none of the emp*oyees fee* that the gro4th and


&8



QWL

TA,LE%&

OPINION ABOUT THE PROMOTION SYSTEM IN THE

ORGANIZATION


@ce**ent -% .%D

1ood .$ $%D

Aerage -% .%D

Poor $ -%D

CHART-5

/T*R&R*T"T/

(he aboe graph reea*s that.%D of the emp*oyees fee* that the


satisfied'$%D of the emp*oyees fee* that the gro4th and security


&9



QWL


partia**y satisfied' -%D i'e none of the emp*oyees fee* that the gro4th and


TABLE-6

ABLE TO LEARN AND ACQUIRE NEW SKILLS IN THE

ORGANZATION

Fariab*es =o of respondents =o of respondents in D@ce**ent .$ $%D

1ood -$ 0%D

Aerage -% .%D

Poor % %D

CHART-6

/T*R&R*T"T/

8%



QWL



satisfied'0%D of the emp*oyees fee* that the gro4th and security



partia**y satisfied' %D i'e none of the emp*oyees fee* that the gro4th and


TABLE-

STEPS TAKEN !OR JOB ENRICHMENT !OR

EMPLOYEES

Fariab*es =o of

respondents

=o of respondents in

D

<e*iberate upgrading ofresponsibi*ity

-% .%D

Widening the scope of actiities -/ .8D

Setting the cha**enges in 4or3 .% /%D

1iing e@posure to ariety of jobs 7 -.D

CHART-

8-



QWL

/T*R&R*T"T/

(he aboe graph reea*s that .%D of the emp*oyees fee* that Eob

nrichment 4i** *ead to de*iberate upgrading of responsibi*ity' .8D of the

emp*oyees fee* that Eob enrichment 4i** 4iden the scope of actiities'/%D

of the emp*oyees fee* that Eob nrichment 4i** set cha**enges in 4or3'-.D

of the emp*oyees fee* that Eob nrichment 4i** gie e@posure to ariety of

jobs'

TABLE -"

PURPOSE O! JOB DESIGN AND GOAL SETTING IN THE

ORGANIZATION

Fariab*es =o of

respondents

=o of respondents in D

)t faci*itates 4or3 f*o4 & -/D

ffectie co#ordination and integration -8 07D

Positie impact on emp*oyee satisfaction $ -%D

A** the aboe .% /%D

8.



QWL

CHART-"

/T*R&R*T"T/

(he aboe graph reea*s that-/D of the emp*oyees fee* that Eob

<esign and 1oa* setting 4i** faci*itate 4or3 f*o4' 07D of the emp*oyees

fee* that Eob <esign and 1oa* setting 4i** *ead to effectie co#ordination

and integration'-%D of the emp*oyees fee* that Eob <esign and 1oa* setting

4i** *ead to positie impact on emp*oyee satisfaction'/%D of

the emp*oyees fee* that a** the aboe three factors are important for Eob

<esign and 1oa* setting'

TABLE-#

PERCEPTION ABOUT INTEGRATION O! JOB$ CAREER$ !AMILY BALANCE

AND LEISURE TIME


@ce**ent .% /%D

1ood .$ $%D

80



QWL

Aerage $ -%D

Poor % %D

CHART-#

/T*R&R*T"T/

(he aboe graph reea*s that /%D of the emp*oyees fee* that the

integration of job! career! fami*y Ba*ance and *eisure time are e@ce**ent that

is they are abso*ute*y satisfied'$%D of the emp*oyees fee* that the

integration of job! career! fami*y Ba*ance and *eisure time are good that is

they are satisfied'-%D of the emp*oyees fee* that the integration of job!

career! fami*y Ba*ance and *eisure time are aerage that is they are partia**y

satisfied'%D i'e none of the emp*oyees fee* that the integration of job!

career! fami*y Ba*ance and *eisure time are poor'

TABLE -%&

8/



QWL

OPINION ABOUT THE LEAVES PROVIDED BY THE

ORGANIZATION

Fariab*es =o of respondents =o of respondents in D@ce**ent -% .%D

1ood 0$ &%D

Aerage $ -%D

Poor % %D

CHART-%&

/T*R&R*T"T/


*eaes proided by the organi2ation are e@ce**ent that is they are abso*ute*y

satisfied'&%D of the emp*oyees fee* that the *eaes proided by the

organi2ation are good that is they are satisfied'-%D of the emp*oyees fee*

that the *eaes proided by the organi2ation are aerage that is they are

partia**y satisfied'%D i'e none of the emp*oyees fee* that the *eaes

proided by the organi2ation are poor'

8$



QWL

TABLE -%%

LEAVE TRAVEL CONCESSION THAT IS PROVIDED BY THE

ORGANIZATION


@ce**ent -/ .8D

1ood .% /%D

Aerage 7 -.DPoor -% .%D

CHART-%%

/T*R&R*T"T/

(he aboe graph reea*s that.8D of the emp*oyees fee* that the

*eae trae* concession proided by the organi2ation are e@ce**ent that is

they are abso*ute*y satisfied'/%D of the emp*oyees fee* that the *eae trae*

concession proided by the organi2ation are good that is they are

87



QWL

satisfied'-.D of the emp*oyees fee* that the *eae trae* concession

proided by the organi2ation are aerage that is they are partia**y

satisfied'.%D i'e none of the emp*oyees fee* that the *eae trae* concession

proided by the organi2ation are poor'

TABLE-%2

CANTEEN !ACILITIES THAT IS PROVIDED BY THE

ORGANIZATION


@ce**ent -% .%D

1ood 0% 7%D

Aerage -% .%D

Poor % %D

CHART-%2

/T*R&R*T"T/

8&



QWL


canteen faci*ities proided by the organi2ation are e@ce**ent that is they are

abso*ute*y satisfied'7%D of the emp*oyees fee* that the canteen faci*ities

proided by the organi2ation are good that is they are satisfied'.%D of the

emp*oyees fee* that the canteen faci*ities proided by the organi2ation are

aerage that is they are partia**y satisfied'%D i'e none of the emp*oyees fee*

that the canteen faci*ities proided by the organi2ation are poor'

TABLE-%3

TRANSPORT !ACILITIES PROVIDED BY THE

ORGANIZATION


@ce**ent -. ./D

1ood 00 77DAerage $ -%D

Poor % %D

CHART-%3

88



QWL

/T*R&R*T"T/

(he aboe graph reea*s that ./D of the emp*oyees fee* that the

transport faci*ities proided by the organi2ation are e@ce**ent that is they are

abso*ute*y satisfied'77D of the emp*oyees fee* that the transport faci*ities

proided by the organi2ation are good that is they are satisfied'-%D of the

emp*oyees fee* that the transport faci*ities proided by the organi2ation are

aerage that is they are partia**y satisfied'%D i'e none of the emp*oyees fee*

that the transport faci*ities proided by the organi2ation are poor'

T"!,* -14

S"/T"T/ "/( C,*"/,Y M*"SR*S / T*

R'"/>"T/

Fariab*es =o of respondents =o of respondents in D@ce**ent -$ 0%D

1ood .% /%D

Aerage -% .%D

Poor $ -%D

CHART-%4

89



QWL

/T*R&R*T"T/

(he aboe graph reea*s that 0%D of the emp*oyees fee* that the

sanitation and c*ean*y measures in organi2ation are e@ce**ent that is they are

abso*ute*y satisfied'/%D of the emp*oyees fee* that the sanitation and

c*ean*y measures in organi2ation are good that is they are satisfied'.%D of

the emp*oyees fee* that the sanitation and c*ean*y measures in organi2ation

are aerage that is they are partia**y satisfied'-%D of the emp*oyees fee*

that the sanitation and c*ean*y measures in organi2ation are poor'

TABLE -%5

OPINION ABOUT THE TRAINING GIVEN IN THE

ORGANIZATION


@ce**ent .7 $.D

1ood .% /%D

Aerage / 8D

9%



QWL

Poor % %D

CHART-%5

/T*R&R*T"T/

(he aboe graph reea*s that $.D of the emp*oyees fee* that the

training in organi2ation is e@ce**ent that is they are abso*ute*y satisfied'/%D

of the emp*oyees fee* that the training in organi2ation is good that is they

are satisfied'8D of the emp*oyees fee* that the training in organi2ation is

aerage that is they are partia**y satisfied'%D that is none of the emp*oyees

fee* that the training in organi2ation is poor'

TABLE-%6

MANAGEMENT LIAISE BETWEEN THE EMPLOYEES AND THE

UNION

9-



QWL


@ce**ent -% .%D

1ood .% /%D

Aerage $ -%D

Poor -$ 0%D

CHART-%6

/T*R&R*T"T/

(he aboe graph reea*s that .%D of the emp*oyees fee* that the

management *iaise bet4een the emp*oyees and union in organi2ation are

e@ce**ent that is they are abso*ute*y satisfied'/%D of the emp*oyees fee* that

the management *iaise bet4een the emp*oyees and union in organi2ation are

good that is they are satisfied'-%D of the emp*oyees fee* that the

management *iaise bet4een the emp*oyees and union in organi2ation are

aerage that is they are partia**y satisfied'0%D of the emp*oyees fee* that

the management *iaise bet4een the emp*oyees and union in organi2ation are

poor'

9.



QWL

TABLE -%

MANAGEMENT HAVE ADEQUATE COMMUNICATION WITH THE

EMPLOYEES


@ce**ent -$ 0%D

1ood .% /%D

Aerage -% .%D

Poor $ -%D

CHART-%

/T*R&R*T"T/

90



QWL

(he aboe graph reea*s that 0%D of the emp*oyees fee* that the

management hae ade6uate communication 4ith the emp*oyees in the

organi2ation are e@ce**ent that is they are abso*ute*y satisfied'/%D of the

emp*oyees fee* that the management hae ade6uate communication 4ith

the emp*oyees in the organi2ation are good that is they are satisfied'.%D of

the emp*oyees fee* that the management hae ade6uate communication

4ith the emp*oyees in the organi2ation are aerage that is they are partia**y

satisfied'-%D of the emp*oyees fee* that the management hae ade6uate

communication 4ith the emp*oyees in the organi2ation are poor'

TABLE-%"

WORK AUTONOMY IN THE ORGANIZATION


@ce**ent -$ 0%D

1ood .% /%D

Aerage $ -%D

Poor -% .%D

CHART-%"

/T*R&R*T"T/

9/



QWL

(he aboe graph reea*s that 0%D of the emp*oyees fee* that 4or3

autonomy in the organi2ation are e@ce**ent that is they are abso*ute*y

satisfied'/%D of the emp*oyees fee* that 4or3 autonomy in the organi2ation

are good that is they are satisfied'-%D of the emp*oyees fee* that 4or3

autonomy in the organi2ation are aerage that is they are partia**y

satisfied'.%D of the emp*oyees fee* that 4or3 autonomy in the organi2ation

are poor'

TABLE-%#

AWARENESS ABOUT THE QUALITY O! WORK

BALANCE IN THE ORGANIZATION


@ce**ent .$ $%D

1ood -% .%DAerage -% .%D

Poor $ -%D

CHART-%#

9$



QWL

/T*R&R*T"T/

(he aboe graph reea*s that $%D of the emp*oyees fee* that

a4areness about the 6ua*ity of WOR? BALA=; in the organi2ation are

e@ce**ent that is they are abso*ute*y satisfied'.%D of the emp*oyees fee* that

a4areness about the 6ua*ity of WOR? BALA=; 4or3 in the organi2ation

are good that is they are satisfied'.%D of the emp*oyees fee* that a4areness

about the 6ua*ity of WOR? BALA=; in the organi2ation are aerage that

is they are partia**y satisfied'-%D of the emp*oyees fee* that a4areness

about the 6ua*ity of WOR? BALA=; in the organi2ation are poor'

TABLE-2&

PERCEPTION ABOUT THE JOB SATIS!ACTION


@ce**ent 0% 7%D

1ood -$ 0%DAerage $ -%D

Poor % %D

CHART-2&

97



QWL

/T*R&R*T"T/

(he aboe graph reea*s that 7%D of the emp*oyees fee* that job

satisfaction in the organi2ation are e@ce**ent that is they are abso*ute*y

satisfied'0%D of the emp*oyees fee* that job satisfaction in the organi2ation

are good that is they are satisfied'-%D of the emp*oyees fee* that job

satisfaction in the organi2ation are aerage that is they are partia**y

satisfied' %D i'e that is none of the emp*oyees fee* that job satisfaction is

poor'

9&



QWL

C/C,S/S

ery organi2ation to sustain in the industry has to satisfy some of the

basic needs and demands of its emp*oyees' Satisfied and motiated emp*oyees are

the source of achieing the organi2ationa* goa*s and objecties'

98



QWL

)n order to use the ma@imum potentia* of the human resource! the

organi2ation has to proide them 4ith the best 6ua*ity of their 4or3ing *ife'

(herefore eery organi2ation needs to update and improe the 6ua*ity of

WOR? BALA=; of the emp*oyees 4ho ma3e better contribution to production!

6ua*ity and productiity'

;)L has proed itse*f to be the number one in the e*ectronics

industry' )t has pioneered in many ne4 areas because of its inentory of

professiona* and s3i**ed emp*oyees' And this 4as on*y possib*e by

proiding its emp*oyees! good 4or3ing conditions and 4e*fare faci*ities'

;)L is recogni2ed as the organi2ation 4ith neg*igib*e emp*oyee

turnoer' (his is because it gies its emp*oyees ade6uate and fair

compensation and the emp*oyees hae no reason to 6uit the company' (his

can be supported by the fact that the emp*oyees in ;);); BA=? hae a

serice more than .% years on an aerage'

(here is a cordia* atmosphere of co#operation and co#ordination bet4een

the emp*oyees and emp*oyers' (he f*o4 of communication is f*e@ib*e and c*ear the

career prospects of ;);); BA=? are considered to be the best in the pub*ic sector'

(hey p*an for the career dee*opment of the emp*oyees since they join'

(herefore they gie the potentia* emp*oyees permanent emp*oyment

and gie them enhance to gro4 both interna**y and e@terna**y'

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QWL

(he emp*oyees are gien reasonab*e autonomy for their job' (his ma3es

them fee* more responsib*e and cha**enging and 4or3 hard for

achieing it' (here e@ists a strong bond among the emp*oyees! 4hich

he*ps them to 4or3 as team and ma3e group accomp*ishments'

(hough there are some *imitations *i3e office *ayout! seating

arrangements and *ac3 of seriousness of 4or3ers! it has sustained in the

industry and is cha**enging the competition'

;);); BA=?is striing hard to reduce the *imitations by practicing

better QWB interentions

and ma3e it een better p*ace to 4or3 ')t is in the process of updating

and moderni2ing

the 4or3ing conditions in tune 4ith the priate organi2ations' +ina**y!

4e can conc*ude that;);); BA=?is proiding its emp*oyees best Qua*ity

of Wor3 Life! 4hich inf*uence their performance and productiity

-%%



QWL

FINDING'

The infrastructure is found healthy and hygienic and many of

the employees are satisfied with the present environment to

work with.

There is a positive attitude towards ICICI and the company is

also in the leading position in the banking sector.

The technology opted by ICICI is a benchmark and some other

financial institutions also follow this.

ICICI has the highest E-Learning library which helps in grooming

the employees for higher levels.

The employees are not satisfied with the procedure of availing

the leave

The employees are satisfied with the number and types of

leaves provided to them.

The Quality control systems of the organisation helps the

employee to avoid the mistakes and improve their

performances

Employees in ICICI are always supported by the hierarchy in

their personal and professional life.

The ecurity systems are user friendly and risk free in ICICI.

-%-



QWL

The travel claims and transport facilities provided by ICICI are

easy to avail and secured enough to travel with.

The Travel benefits and discounts given by ICICI are !orld wide

and can be utilised under the employee scheme.

'UGGE'TION'

Creation of feasi&ility in the pro#ess of utilisation of the lea*es

pro*ided to the employee.

o impro*e the relation &et!een the senior mana$ement of the

#ompany and the first le*el employees.

Should #on#entrate more on the si5 si$ma pro#ess feed&a#/s to

impro*e the relation &et!een su&ordinate and &oss in turn a#hie*e

the or$anisational $oals.

-%.



QWL

-%0



QWL

BIBLIOGRAPHY

INTERNET

• !!!.$oo$le.#om

• !!!.as/.#om

BOOK'

• Human Resour#e and (ersonnel Mana$ement - illiam

rether

• 0C4A0 Uni*ersity (ress - HRM Re*ie!

-%/

http://www.google.com/

http://www.ask.com/

http://www.ask.com/

http://www.google.com/



QWL

APPENDICES

-%$



QWL

6*ST//"R*

=A,:

<PAR(,=(:

-' What is your opinion about the job enironment and 4or3ingconditionsK

a' @ce**ent b' 1ood c' Aerage d' Poor

.' What is your perception about the gro4th and securityopportunitiesK


0' What is your perception about the career#p*anning program in the

organi2ationK


-%7



QWL

/' What is your perception about the pay structure in the organi2ationK


$' What is your opinion about the promotion systemK


7' What is your opinion about that you are ab*e to *earn and ne4 s3i**s

in this

Organi2ationK


&' What are the steps ta3en for the job enrichment for emp*oyeesK a' <e*iberate upgrading of responsibi*ity

b' Widening the scope of actiities

c' Setting the cha**enges in 4or3

d' 1iing e@posure to ariety of jobs

8' What is the purpose of job design and goa* setting in theorgani2ationK

a' )t faci*itates 4or3 f*o4

b' ffectie co#ordination and integration

c' Positie impact on emp*oyee satisfaction

d' A** the aboe

9' What is your perception about the sensib*e integration of job! career!

fami*y Ba*ance

and *eisure timeK


-%&



QWL

-%' What is your perception 4ith the *eaes proided by the

organi2ationK


--' What is your perception about the *eae trae* concession that is

proided by the

Organi2ationK


-.' What is your opinion about the ;anteen faci*itiesK


-0' What is your perception about the transport faci*itiesK


-/' What is your opinion about the sanitation and c*ean*y measuresK


-$' What is your opinion about the training gien by the organi2ationK


-7' What is your opinion about the management *iaise bet4een theemp*oyees and

the unionK


-%8



QWL

-&' What is your opinion that the management hae ade6uatecommunication 4ith

the emp*oyeesK


-8' What is your opinion about the Wor3 Autonomy in the organi2ationK


-9' What is your opinion about that the a4areness of Qua*ity of WOR?

BALA=; in the

organi2ation K


.%' What is your perception about the job satisfactionK


Quality of Work Balance ICICI BANK

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Transcript of Quality of Work Balance ICICI BANK