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A REPORT

ON

ENGAGEMENT STRATEGY AND EMPLOYEESATISFACTION IN UNION BANK OF INDIA

BY

ASHVINA MAHAJAN

A REPORT SUBMITTED IN PARTIAL FULFILLMENT OF

THE REQUIREMENT OF

MBA PROGRAM OF

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY

NEW DELHI

INTERNAL EXAMINER EXTERNAL EXAMINAR

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ACKNOWLEDGMENT

I would like to express my sincere gratitude to Mr. Mohan Lal

Senior manager of Union Bank of India who has helped me with all

the required resources to complete the project.

I would also like to thank Mr. Salil Raheja who has helped me in

suggesting how to go ahead with this project.

I would also like to thank the entire staff of Regional Office for the

constant help they have extended to me during the course of my

project.

Finally and especially thanks to Mrs Renu Singh and my institute

Army Institute of Management and Technology, Greater Noida

that provided me this opportunity to interact so closely with this

organization and understand intricacies of corporate world.

I would like to express my sincere gratitude to all those who were

instrumental in the completion of the project.

DATE:

PLACE: CHANDIGARH

ASHVINA MAHAJAN

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Declaration by the Candidate

This is to state that the Summer Project on Engagement Strategy and Employee

Satisfaction in Union Bank of India submitted to Guru Gobind Singh

Indraprastha University, in partial fulfilment of the requirement for the award

of the degree of Masters of Business Administration, is a bonifide work carried

out by me.

The project work done by me has not been submitted to any university for the

award of any degree.

Signature of the Candidate

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INDEX

CHAPTER CONTENTS PAGE NO.EXECUTIVE SUMMARY 6-7

1 INTRODUCTIONABOUT THE BANK

1.1EMERGING TRENDS IN INDIAN BANKINGSCENARIO

1.2ABOUT VISION 2012 OF UBI

LITERATURE REVIEW

1.3EMPLOYEE ENGAGEMENT AND SATISFACTION

1.4PROJECT OBJECTIVES

1.5PROJECT DESCRIPITION

9-31

2 RESEARCH METHODOLOGY2.2 RESEARCH DESIGN

2.3 RESEARCH OBJECTIVE

2.4 RESEARCH INSTRUMENTS

2.5ANALYSIS OF DATA

2.6 LIMITATION OF STUDY

33-51

3 RESEARCH FINDINGS 53-55

4.1 SUGGESTIONS 57-674.2 CONCLUSION 68

TERMINOLOGY 69BIBLOGRAPHY 70

ANNEXURES 71-75

Executive Summary

Union Bank of India has become increasingly aware of the interest-surrounding employee

engagement from both an academic and a business related point of view. As a consequence of

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this shift and its likely impact upon our clients, I undertook a piece of research to investigate

this phenomenon, and identify practical steps that organisations can take to raise their employee

engagement levels.

Employee engagement is associated with many desirable outcomes, such as job satisfaction,

intention to stay and job performance. Companies with a greater number of engaged employees

typically have lower operating costs, higher customer satisfaction and higher profits. There is a

tangible monetary benefit to companies investing time and resources in fostering higher

engagement within their employees.

The task of precisely defining employee engagement is still ongoing, but it is most often

defined in terms of behaviour exhibited in the workplace. Engaged employees are prepared to

go the extra miles in pursuit of workplace excellence. They are ambassadors for their

organisations, who will speak highly of the company and its people, even when they are not in awork setting.

An engaged employee is identifiable by workplace behaviour such as losing track of time as

they are so absorbed in the task at hand. This is distinct from excessive overtime in order to

give the impression of hard work. Both look the same, but one is productive for the employer-

employee relationship and one is not.

The research concluded that the job itself is a problem for union bank of India. Among other

important findings are transparency of HR must be increased. Ideal psychometric profile for

Union Bank employees and their motivational sources are also developed.

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CHAPTER 1

INTRODUCTION

INTRODUCTION OF BANK

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Since the name of Mahatma Gandhi is associated with the Union Bank of India who

inaugurated its Head office in 1921 the bank is determined to grow and become become one

of the countrys largest public sector financial institutions and placed itself among the top 5

banks in the public sector financial institution. With annual revenue of more than INR 6,000

crore (approximately US$1.3 billion), the bank is more than fulfilling Gandhis directive that

India should have the ability to carry on a big bank, to manage efficiently crores of rupees

in the course of our national activities. The Union Bank of India now operates in 2,642

branches across India, administered by approximately 80 offices, including 55 regional

offices.

To be the first choice for customers by building beneficial and lasting relationships with

customers through continuous improvement, and in recent years the pursuit of this vision has

seen it embrace state-of-the-art banking technology, including online banking and payment

gateway solutions. As a result, the bank has earned a reputation for being technology-savvy

and customer service-focused. Union Bank has ensured complete customer delight, living up

to its image of, GOOD PEOPLE TO BANK WITH. Anticipative banking- the ability to

gauge the customer's needs well ahead of real-time - forms the vital ingredient in value-

based services to effectively reduce the gap between expectations and deliverables. The key

to the success of any organisation lies with its people. No wonder, Union Bank's unique

family of about 26,000 qualified / skilled employees is and ever will be dedicated and

delighted to serve the respected customers with professionalism and wholeheartedness.

VISION, MISSION & FUTURE PROSPECTS OF THE BANK:

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The Bank's vision statement is To become the bank of first choice in our chosen

areas by building beneficial and lasting relationships with customers through a

process of continuous improvement."

The bank have collectively framed vision 2012 objectives to become one among the

top three nationalized banks in the country by the year 2012.

The corporate mission of the bank is to gain market recognition in chosen areas by

building effective strategies.

Very soon the bank will turn into a global bank by more penetration in overseas

locations, maintaining standards & practicing methods of international standards.

The Bank is moving towards becoming a financial super market.

The Bank aims to become innovative and adaptive organization with young and

strong workforce.

The Bank would focus on all its system and procedures to make it more customers

centric.

The Bank aims to care more for society and deliver best corporate governance.

To prepare our self to conquer all hurdles arising due to opening of economy to

foreign sector by 2009.

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AWARDS

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T Type Public

H Headquarters Mumbai, India

K Key people Mavila Vishwanathan Nair (Chairman)

II Industry Financial Commercial banks

R Revenue USD 1.23 billion

N Net income USD 0.16 billion

E Employees 26,000

Website www.unionbankofindia.co.in

11

http://www.unionbankofindia.co.in/http://www.unionbankofindia.co.in/

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1. 3 times winner of Golden Peacock Award introduced by Government of India for

Financial Institutions.

2. 2006- Best information technology user Award under Banking and financial services

Industry category

3. Best human Resource system-Awarded to bank by Asian banker IT implementation

Award 2007.

4. AWARD TO THE BANKER'S HOUSE JOURNAL, i.e. Union Dhara Publication

consecutively for 20th year.

5. Union Bank was rated as the number one among Indian banks in India as top wealth

creator for the shareholders during 2004-05 by ASSOCHAM.

6. In 2004, the bank was among the seven new entrants to Forbes -2000 list of world's

biggest and most powerful companies. The bank was among the 30 Indian companies

listed by the Forbes top 2000 worldwide firms.

HUMAN RESOURCE STRUCTURE

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The success of any bank depends upon the structure of business control and suited frame to

develop a motivation to achieve the goals. Union Bank of India has a lean three-tier

structure. The delegated powers have been enhanced. The decentralised power structure has

accelerated decision-making process and there by Bank quickly responds to changing needs

of the customers and has also been able to adjust with the changing environment. Bank has

field General Manager Offices at Ahmadabad, Luck now, Delhi, Mumbai, Calcutta and

Chennai, which functions as an extended arm of corporate office. It also has two Zonal

Offices at Bhopal and Pune. Tier 3 comprises of 55 Regional Offices at various geographical

centre of the country.

Chairman & Managing Director and Executive Directors

General Manager

Deputy General Manager

Assistant General Manager

Chief Manager

Senior Manager

Manager

Assistant Manager

Clerk

Sub Staff

1.1. Emerging trends in Indian Banking scenario:

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India embarked upon economic reforms in 1991 after the Balance of Payments (BoP) crisis

and some of the biggest impact of economic reforms was seen in banking sector which after

several decades of Government ownership was thrown open to private enterprises and even

foreign investments.

In the earlier regulated environment , the role of Bank officials was largely restricted to

complying with the rules or norms. However, economic reforms in general and banking sector

reforms in particular have changed the scenario dramatically. With the field thrown open to new

private sector and foreign banks, banks started feeling the impact of competition. Interest rates

are deregulated; prudential norms are introduced and gradually sharpened; banks are now

moving from capital adequacy to capital efficiency; risk management; management and

mitigation concepts etc. are being refined to a great extent.

Technology struck roots and is branching out into all areas of banking; customers are happily

switching over to banks as there are ever so ready and eager takers with new competitive

products to lure both retail and corporate customers with offers of service at the door step.Whether it is launching of new lines of business or opening or closing of branches or HR

matters or mergers and acquisitions of other banks, todays Indian Banks have greater freedom.

During the past two decades Banking in India has undergone a vast change.

Customer satisfaction and customer loyalty play a key role in ensuring the business success

today with market and competition becoming truly global in ever-changing business

environment.

The emerging banking scenario is highly competitive and organizations with competent

people definitely surge ahead. The way people function in different roles has great implications

on development of the organization.

The Global Banking Industry needs to focus on:

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Consolidation.

Implementation of Basel II norms.

Risk Management.

Credit quality and Management of distressed assets.

Corporate Governance.

Technology.

Funding the economic growth with inclusion.

Creating Global Brands.

Anti Money Laundering and KYC Norms.

In short, learn the targeted strategies for

Revenue Growth.

Risk Management. Funding the Growth.

Relationship Management.

Gear up to the future challenges.

Emerging Business Opportunity.

Regulatory Compliance.

Efficiency Enhancement.

Now it is high time to think seriously of how to face the changing trends and maintain

consistency. Can the bank face and accept it?

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1.2 Analysis of Union Bank of Indias position in context to emerging trends in banking

scenario:

Union Bank of India has shown improvement in many areas and is able to match to the

emerging trends .As there is no end to perfection, Union Bank of India still has to improve in

many areas to fulfil its vision, i.e. to become the Bank of first choice in our chosen areas by

building beneficial and lasting relationships with customers through a process of continuous

improvement. The bank have not been able to position in a large scale Union Bank of India

Brand image in the minds of people. Competencies among the staff are below compared to

other top banks. Leadership quality, taking initiatives, group interaction, job knowledge,

sharing of knowledge, skills, taking responsibility, motivation, commitment, team building etc.

are exhibited only by a few and not by majority. In many cases there is a wide gap between

customers expectation level and actual level of satisfaction received by the customer. If these

are all the hurdles then definitely there can be some strategies for overcoming these hurdles.

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1.3 ABOUT VISION 2012 OF UNION BANK OF INDIA

It is in this background that the bank wants to look up at the possible positioning of our bank by

the year 2012 and accordingly work out strategies to become a financial conglomerate having

strong global presence and brand equity. They have now synthesized the aspirations of all to

frame the VISION 2012, which needs collective efforts from all to turn our Bank by 2012 as

follows:

The largest nationalized bank in India, with global presence.

A financial supermarket, with leadership in identified spaces.

A top shareholder wealth creator where growth is a passion.

A young innovative and adaptive organization.

A bank where customers are supreme and the brand arrived by all stakeholders.

An organization that cares for society and demonstrates best corporate governance.

VISION 2012 statement and quantitative targets set for various departments (Consulting from

change management dept.)

Not only quantity but also quality of staffs to be ensured.

Competency mapping.

Optimum no. of staff to be ensured.

Productivity of staff, i.e. business per employee and profit per employee to be improved and

simultaneously cost to income ratio has to reduce.

Conducive working environment for growth of the organization.

Talent management: Attracting, Developing and Retaining.

Mentoring and nurturing.

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Team building approach.

Creating more leaders than managers.

Industrial peace.

Recruitment of specialists in Treasury, IT, Forex etc.

Performers to be recognized rewarded and promoted.

Non performers to be encouraged to perform or else dis -incentives by not giving promotion

or not considering choice place of posting.

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LITERATURE REVIEW

1.4 Employee Engagement and Satisfaction

Engagement at work was conceptualized by 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 behaviour 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 total involvement. 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.

Employee engagement is the thus the level of commitment and involvement an employee has

towards their organization and its values. An engaged employee is aware of business context,

and works with colleagues 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. Thus Employee

engagement is a barometer that determines the association of a person with the organization.

Engagement is most closely associated with the existing construction of job involvement 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 involvement

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 form a cognitive judgment about the needs satisfying abilities of the job.

Jobs in this view are tied to ones self image. Engagement differs from job in as it is

concerned more with how the individual employees his/her self during the performance of

his / her job. Furthermore engagement entails the active use of emotions. Finally engagement

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may be thought of as an antecedent to job involvement in that individual who experience

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

When Kahn talked about employee engagement he has given important to all three aspects

physically, cognitively and emotionally. Whereas in job satisfaction importance has been

more given to cognitive side.

HR practitioners believe that the engagement challenge has a lot to do with how employee

feels about the about 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. 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.

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can do it and say they have finished. They focus on accomplishing tasks vs. achieving an

outcome. Employees who are not-engaged tend to feel their contributions are being

overlooked, and their potential is not being tapped. They often feel this way because they

don't have productive relationships with their managers or with their co workers.

Actively Disengaged --The " actively disengaged " employees are the "cave dwellers." They're

"Consistently against Virtually Everything." They're not just unhappy at work; they're busy

acting out their unhappiness .They sow seeds of negativity at every opportunity. Every day,

actively disengaged workers undermine what their engaged co-workers accomplish. As

workers increasingly rely on each other to generate products and services, the problems and

tensions that are fostered by actively disengaged workers can cause great damage to an

organization's functioning .

Factors Leading to Employee Engagement-

Studies have shown that there are some critical factors which lead to Employee engagement.

Some of them identified are

Career Development- Opportunities for Personal Development

Organizations with high levels of engagement provide employees with opportunities to

develop their abilities, learn new skills, acquire new knowledge and realise their potential.

When companies plan for the career paths of their employees and invest in them in this way

their people invest in them.

Career Development Effective Management of Talent

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Career development influences engagement for employees and retaining the most talented

employees and providing opportunities for personal development.

Leadership- Clarity of Company Values Employees needs to feel that the core values for

which their companies stand are unambiguous and clear.

Leadership Respectful Treatment of Employees

Successful organizations show respect for each employees qualities and contribution

regardless of their job level.

Leadership Companys Standards of Ethical Behaviour

A companys ethical stand also lead to engagement of an individual

Empowerment

Employees want to be involved in decisions that affect their work. The leaders of high

engagement workplaces create a trustful and challenging environment, in which employees

are encouraged to dissent from the prevailing orthodoxy and to input and innovate to move

the organization forward.

Image

How much employees are prepared to endorse the products and services which their

company provides its customers depends largely on their perceptions of the quality of those

goods and services. High levels of employee engagement are inextricably linked with high

levels of customer engagement.

Other factors

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Equal Opportunities and Fair Treatment

The employee engagement levels would be high if their bosses (superiors) provide equal

opportunities for growth and advancement to all the employees

Performance appraisal

Fair evaluation of an employees performance is an important criterion for determining the

level of employee engagement. The company which follows an appropriate performance

appraisal technique (which is transparent and not biased) will have high levels of employee

engagement.

Pay and Benefits

The company should have a proper pay system so that the employees are motivated to work

in the organization. In order to boost his engagement levels the employees should also be

provided with certain benefits and compensations.

Health and Safety

Research indicates that the engagement levels are low if the employee does not feel secure

while working. Therefore every organization should adopt appropriate methods and systems

for the health and safety of their employees.

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Job Satisfaction

Only a satisfied employee can become an engaged employee. Therefore it is very essential

for an organization to see to it that the job given to the employee matches his career goals

which will make him enjoy his work and he would ultimately be satisfied with his job.

Communication

The company should follow the open door policy. There should be both upward and

downward communication with the use of appropriate communication channels in the

organization. If the employee is given a say in the decision making and has the right to be

heard by his boss than the engagement levels are likely to be high.

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Family Friendliness

A persons family life influences his work life. When an employee realizes that the

organization is considering his familys benefits also, he will have an emotional attachment

with the organization which leads to engagement.

Co-operation

If the entire organization works together by helping each other i.e. all the employees as well

as the supervisors co-ordinate well than the employees will be engaged.

Engagement rules

Engagement cannot be a corporate initiative. Employee engagement happens only When

you remove barriers to work, and those barriers are unique to every work group. We often

think that incredibly important corporate initiatives will transform our organizations into

places where everyone will come to work and want to be more engaged . Corporate

initiatives cant make the magic. Thats why all those other HR fads did not work in the

past. Thats why employees wait for the latest fads to be over. Corporate initiatives live out

their life and then go away. The people who deliver the corporate initiatives have to make

engagement happen, and those people must be your managers. We are good at providing

managers with engagement scores, but we are not quite so good at giving them things that

they can use to change engagement. In order for engagement to be something other than a

fad, we need to be specific in helping managers , and our solutions have to be customized to

help each individual manager.

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Impact of Employee Engagement on Employees

How to measure Employee Engagement?

Step I: Listen

The employer must listen to his employees and remember that this is a continuous process.

The information employees supply will provide direction. This is the only way to identify

their specific concerns. When leaders listen, employees respond by becoming more engaged.

This results in increased productivity and employee retention. Engaged employees are much

more likely to be satisfied in their positions, remain with the company, be promoted, and

strive for higher levels of performance.

Step II: Measure current level of employee engagement

Employee engagement needs to be measured at regular intervals in order to track its

contribution to the success of the organisation. But measuring the engagement (feedback

through surveys) without planning how to handle the result can lead employees to disengage.It is therefore not enough to feel the pulsethe action plan is just as essential.

Step III- Identify the problem areas

Identify the problem areas to see which are the exact areas, which lead to disengaged

Employees

Step IV: Taking action to improve employee engagement by acting upon the

problem areas

Nothing is more discouraging to employees than to be asked for their feedback and see no

movement toward resolution of their issues. Even the smallest actions taken to address

concerns will let the staff know how their input is valued. Feeling valued will boost morale,

motivate and encourage future input. Taking action starts with listening to employee

feedback and a definitive action plan will need to be put in place finally

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Importance of Engagement

Engagement is important for managers to cultivate given that disengagement or alienation is

central to the problem of workers lack of commitment and motivation. Meaningless work is

often associated with apathy and detachment from ones works .In such conditions,

individuals are thought to be estranged from their selves. Other Research using a different

resource of engagement (involvement and enthusiasm) has linked it to such variables as

employee turnover, customer satisfaction loyalty, safety and to a lesser degree,

productivity and profitability criteria .An organizations capacity to manage employee

engagement is closely related to its ability to achieve high performance levels and superior

business results. Some of the advantages of Engaged employees are

Engaged employees will stay with the company, be an advocate of the

company

and its products and services, and contribute to bottom line business success.

They will normally perform better and are more motivated.

There is a significant link between employee engagement and profitability.

They form an emotional connection with the company. This impacts their

attitude towards the companys clients, and thereby improves customer

satisfaction and service levels

It builds passion, commitment and alignment with the organizations

strategies

and goals

Increases employees trust in the organization

Creates a sense of loyalty in a competitive environment

Provides a high-energy working environment

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Boosts business growth

Makes the employees effective brand ambassadors for the company

A highly engaged employee will consistently deliver beyond expectations. In the workplaceresearch on employee engagement (Harter, Schmidt & Hayes, 2002) have repeatedly asked

employees whether they have the opportunity to do what they do best everyday. While one

in five employees strongly agree with this statement. Those work units scoring higher on

this perception have substantially higher performance.

Thus employee engagement is critical to any organization that seeks to retain valued

employees. The Watson Wyatt consulting companies has proved that there is an intrinsic

link between employee engagement, customer loyalty, and profitability. As organizations

globalize and become more dependent on technology in a virtual working environment, there

is a greater need to connect and engage with employees to provide them with an

organizational identity.

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1.5 PROJECT OBJECTIVE

Conduct an Employee satisfaction and Employee Engagement survey.

Developing a strategy for Employee satisfaction and Employee engagement.

1.6 PROJECT DESCRIPTION

1.6.1. RESEARCH METHOD

1. The data for this study was collected from employees in Union Bank of India mostly

from Chandigarh

2. The survey included a cover letter/consent form that informed participants about the

Purpose of the study.

3. Participants were asked to complete the survey as part of a study on employee

Satisfaction and engagement.

4. Participation was voluntary and participants were informed that their responses would

remain anonymous and confidential.

5. Then hard copy of survey was distributed among employees.

6. Total 200+ employees are covered by the survey.

7. A total of 198 surveys were received.

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CHAPTER 2

RESEARCH METHODLOGY

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2.1 RESEARCH METHODOLOGY

Research methodology is design to solve the problem. In research methodology, we not only talk of

the research method but also consider the logic behind the method. The purpose of the methodology

is to describe the research procedure. It includes the overall design, the sampling procedure, me

-thods of data collection, and methods of analysis and interpretation procedure.

Thus the present study has been conducting in following order:

Defining research topic

Developing information source

Collecting data

Analysis of data

Presenting the findings

2.2 RESEARCH DESIGN

Acc. to PAULEN V YOUNG Research design is a logical and systematic planning & deriving a

piece of research. The design results from translating general specific model into various research

procedures.

A research design is the arrangement of conduction for the collection & analysis of the data

in the manner that aims to combine relevance to the research with economy in procedure. The

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research design is a conceptual with in which the research is conducted. It constitutes the method

for collection, measurement and analysis of data.

The research design for this research was exploratory. It seeks to discover new

relations.

2.3 RESEARCH OBJECTIVE

The purpose of research is to discover answers to the question through the applications of scientific

procedures. The main aim of research is to find out the truth which is hidden and which has not

been discovered as yet.

The research objective for this research was to develop the strategy for employee engagement and

employee satisfaction in Union bank of India.

2.4 RESEARCH INSTRUMENTS

After the determination of research objective and the information needed the next step is to decide

about the research conducted or data collection method.

DATA COLLECTION: various methods of data collection are being use for the study these are-

Primary data collection

Secondary data collection

In primary data collection, you collect the data yourself using methods such as interviews and

questionnaires. The key point here is that the data you collect is unique to you and your research

and, until you publish, no one else has access to it. There are many methods of collecting primary

data and the main methods include:

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Questionnaires

Interviews

Focus group interviews

Observation

Case-studies

Diaries

Critical incidents

Portfolios.

Questionnaires

Questionnaires are a popular means of collecting data, but are difficult to design and often require

many rewrites before an acceptable questionnaire is produced

Interviews

Interviewing is a technique that is primarily used to gain an understanding of the underlying reasons

and motivations for peoples attitudes, preferences or behavior. Interviews can be undertaken on a

personal one-to-one basis or in a group. They can be conducted at work, at home, in the street or in

a shopping centre, or some other agreed location

Case-studies

The term case study usually refers to a fairly intensive examination of a single unit such as a person,

a small group of people, or a single company. Case studies involve measuring what is there and how

it got there. In this sense, it is historical. It can enable the researcher to explore, unravel and

understand problems, issues and relationships. It cannot, however, allow the researcher to

generalize, that is, to argue that from one case-study the results, findings or theory developed apply

to other similar case-studies.

Diaries

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A diary is a way of gathering information about the way individuals spends their time on

professional activities. They are not about records of engagements or personal journals of thought!

Diaries can record either quantitative or qualitative data, and in management research can provide

information about work patterns and activities.

Critical incidents

The critical incident technique is an attempt to identify the more noteworthy aspects of job

behavior and is based on the assumption that jobs are composed of critical and non-critical tasks.

For example, a critical task might be defined as one that makes the difference between success and

failure in carrying out important parts of the job. The idea is to collect reports about what people do

is particularly effective in contributing to good performance. The incidents are scaled in order of

difficulty, frequency and importance to the job as a whole.

Portfolios

A measure of a managers ability may be expressed in terms of the number and duration of issues

or problems being tackled at any one time. The compilation of problem portfolios is recording

information about how each problem arose, methods used to solve it, difficulties encountered, etc.

b.) Secondary Data

All methods of data collection can supply quantitative data (numbers, statistics or financial) or

qualitative data (usually words or text). Quantitative data may often be presented in tabular or

graphical form. Secondary data is data that has already been collected by someone else for a

different purpose to yours. For example, this could mean using:

Data supplied by an organization

Company MIS

Government statistics.

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For the collection of data a structured questionnaire was design as per the objective of research. To

collect the primary data questionnaire method is adopted because it best suited to the purpose of

research.

Questionnaire Mainly Serve Three Functions:

- Translated the research objective into specific question which respondent could

answer.

- Helped in recording the reality and also recorded the attitude and opinion of

respondent.

- Large numbers of respondent could be concluded, hence proved to be a time saving

effort.

SAMPLING PLAN

UNIVERSE- The first step in developing a sample design is to clearly define the set of objects,

technically called the universe. The universe in this research includes the employees of regional

office of UBI.

SAMPLING TECHNIQUE- This was used to cover the large range of employees.

SAMPLING UNIT- A decision has to be taken concerning a sampling unit before selecting sample.

Sampling unit in this research are-

Regional Office Employees

Branch Employees

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SAMPLE SIZE- This refers to the no. of items to be selected from the universe to constitute a

sample. The size of sample should neither be excessively large, nor too small. It should be optimum.

The sample size of this research was 198.

PARAMETERS ON THE BASIS OF WHICH QUESTIONNAIRE WAS DEVEPOPED

o Job Involvement

o Work Culture

o Training and Development

o Performance Appraisal

o Awards And Recognition

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AGE PROFILE (In Years)

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40%

22%

14%

24%

50 and above

49 to 40

39 to 30

29 to 20

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2.5 ANALYSIS OF DATA

1. My job involves me doing a whole and identifiable piece of work i.e. I execute my work

from the beginning to the end.

2. My performance and behaviour in the organization depends on tangible rewards like pay

hikes, promotion, recognition .

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3. I am satisfied with the training imparted by my organisation

4. I really feel that problems faced by my organization are also my problems.

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5. My managers or colleagues always let me know exactly how well I am doing on my job

i.e. they give me proper feedback in form of Performance Appraisal .

6. Do you know what is expected from you at work.

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7. The rewards/recognition I receive is appropriate for my performance.

8. I prefer on the job training than off the job training.

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9. My organization cares about my opinions and well being .

10. Performance Appraisal process in my organisation is transparent and Unbiased.

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11. At work do your opinion seems to count.

12. During the last year have you had the opportunity to work to learn and grow.

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13. I have been able to express my views and feelings about how rewards And recognitions

are given in my organization.

14. Mission/purpose of my company makes you feel your job is important.

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15. Status and Social acceptance received by me helps me to deliver my best to Organisation.

16. Training should be imparted once is 4 months to each departments.

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17. Are your associates committed to do quality work.

18. I am satisfied with current performance appraisal system

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19. My job permits me to decide on my own how to go about doing the work (Autonomy) .

20. At work, I often get the opportunity to do what I do best.

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2.5 Limitations Of Study

The research was conducted within a limited duration. So a detailed and comprehensive

study could not be made.

The sample was confined to 198 respondents. So this study cannot be regarded as full

proof one.

Some respondents hesitated to give the actual situation; they feared that management

would take any action against them.

The findings and conclusions are based on knowledge and experience of the respondents

sometime may subject to bias.

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CHAPTER 3

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positive feedback etc both from their job and from their organization does not play any major

role in engaging employees in Union Bank of India.

3. Distributive justice i.e. the reward, recognition, transfer, promotion etc given by the

organization plays the least significant role as far as attrition is concern.

4. Job Characteristic plays the most important role as far as Job Engagement and

organizational Engagement is concern. Job characteristic constitutes of

A. Autonomy

B. Task Significance

C. Feedback

D. Task Identity

E. Skill Variety

5. As far as promotion, transfer, rewards are given employees in Union Bank of India value

how things are given more than what is given i.e. consistency and transparency in systems,

policies is more important.

6. Perceived organizational support plays a major role in organizational commitment in

union Bank of India.

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7. Organization plays a very significant role as far as providing job autonomy, opportunity to

use different skills, feedback is concern. In Union Bank of India employees believe

immediate supervisor does not have much power and freedom to provide them with intended

job dimensions.

8 In union Bank of India employees do not leave their job because of lack of autonomy,

significance or variety in the job. The most important factor for leaving the job is procedural

justice i.e. the transparency and consistency in the system.

9. Also employees in Union Bank Of India feel valuable when their goals, opinion is

strongly considered and employee well being is taken care of by both organization and

supervisor. Lack of this kind of care and affection lead to attrition.

10. Instrumental motivation has no correlation with job or organizational engagement i.e.

salary, bonuses can never make your employees engaged. But it certainly has high negative

correlation with job satisfaction and very high positive correlation with intention to quit.

It also states that for satisfying employees high salary, bonuses, perks are important but those

readily do not translate to performance.

11. Employees of Union bank of India are highly satisfied with the current training

programme, staff welfare schemes, other facilities which are provided by the bank but

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employees feel on the job training would be more suitable for imparting skill and knowledge

rather than class room training.

CHAPTER 4

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SUGGESTION AND

CONCULSION

4.1 SUGGESTIONS:

Job Redesign in Union Bank of India:

The most important step needs to be taken is redesigning the present jobs employees are

Involved in.

The major steps required for job design is

1. Providing employees in Union Bank of India with more autonomy to perform a job

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2. Creating Task Significance i.e. designing the job in such a way that it fulfils employees

ego.

3. Quick and Accurate Feedback about the task performed.

4. Providing Task Identity

5. Skill Variety i.e. designing the job in such a way that employee can use their different

skills at different time.

Job redesign can be achieved by:

1. Job Rotation

2. Social Activities

3. Quality of Work Life Programs

4. Job Enlargement

5. Job Enrichment

6. Knowledge of Results

7. Vision creation

8. Goal Setting

9. Empowerment in mission development

When introducing job redesign-type programs, the following three questions should be

asked:

Do employees need jobs that involve responsibility, variety, feedback, challenge,

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Accountability, significance, and opportunities to learn?

Yes, they need it, according to the survey,

What techniques can be implemented without changing the job-classification plan?

What techniques would require changes in the job-classification plan?

In assessing the organizations readiness for Japanese-style management or quality-of work

life programs, a company should answer these questions:

* Do individuals want to work in teams to solve problems or make decisions?

* Do employees need jobs that involve responsibility, variety, feedback, challenge

accountability, significance, and opportunities to learn?

* Do workers need to learn and grow in the organization, to be part of its identity, and to

assist in its corporate future?

* What organization-structure adjustments are needed to respond to these design

suggestions?

* How should the job-classification plan be altered to respond to these structural changes?

We have used the following procedure in organizations that have been reluctant to begin

large-scale job-design programs:

1. Define the systems goals. Select the organization, system, or subsystem to be studied.

Define which groups of workers will be involved and how they relate to each other.

What are the broad objectives of the larger organization - the department, plant, and

company - of which these jobs are a part?

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How is the organization structured to accomplish these goals?

What is the current job-classification structure?

2. Define the relevant tasks and activities.

What work tasks lead to the accomplishment of the organizations objectives?

What unique managerial or personal skills are required?

What unique needs and aspirations do workers in these jobs have? Managers should keep

in mind the function of the organization and the need to balance social and technical

requirements.

2. Interview. In conducting a job analysis, an analyst gets information from the following

Sources: direct observation or on -the-job experience; interviews with job incumbents and

their supervisors; meetings with higher-level management and human resources

representatives; questionnaires or checklists completed by job incumbents, their supervisors,

and/or others familiar with the job; psychological tests and ratings of requirements; and other

sources of available information such as training manuals and existing job guides. The

primary goal is to obtain a rough idea of what the job consists of. We have learned to rely on

a process of open-ended interviewing to probe about the job and the many underlying human

elements making it up. Each social system is unique, and much of the information about

worker preferences can best be derived from such interviews.

4. Define the unique characteristics or constraints. Each organization has particular

characteristics or constraints, such as the age of the work-force, the work setting, and the

job-classification plan. These characteristics should be identified.

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5. Develop a clustering of tasks. How do work tasks and personal skills cluster on the basis

of similar behaviour or common requirements? Which tasks may be meaningfully grouped

together and defined as a job?

6. Develop a list of intervention techniques. In devising such a list, it is helpful to pick the

techniques that are considered relevant based on the approaches defined in this article.

7. Relate techniques to requirements and assumptions. Managers can brainstorm to develop a

list of techniques and principles that may be appropriate for the job clusters.

8. Define the appropriate level of implementation. Managers should clarify how each

technique should be implemented in the organization.

9. Pull it together in a picture. At this stage it is sometimes useful to draw a picture of what

has been accomplished thus far.

10. Screen generalities. Screen the list of techniques to eliminate generalities or vague

statements that do not specify implementation plans.

11. Develop a process of implementation. The process of implementation is as important as

the theory of design. It is important to define the forces that may aid implementation and

those that may hinder it. It is also necessary to screen the list of design techniques for those

that cannot be implemented without changing the job-classification plan.

A separate process of implementation is required for job-classification plan changes.

12. Adapt the job description and process of design. The job description and process should

be reviewed and altered as the organizations critical requirements change.

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Along with that, Internal Job Posting (IJP) must be introduced so that employees can apply

for their desired job profile without letting their immediate supervisor know about it. Internal

Job Posting also must be supported by Internal Recruitment Drive.

Improving Perceived Organizational Support in Union Bank of India :

POS Works by Creating:

Felt obligation to help the organization its objectives.

Emotional commitment to the organization Confidence in ones abilities.

Belief that the organization can be counted for help when needed.

Belief that the organization will notice rewards ones superior performance.

Principles for Increasing POS:

Discretionary Treatment

Provide favourable discretionary treatment

Voluntary treatments have the biggest effects on POS. Job conditions the organization

readily controls have six times the influence on POS as low-control job conditions.

Application: Stress organizations control over favourable treatment and lack of control over

unfavourable treatment. Avoid misinformation.

Upper Management Support In Union Bank Of India

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Effectively communicate upper management support

Upper managers are closely identified with the organization and therefore contribute

substantially to POS.

Application: Upper-level Managers should indicate positive valuation of employees and

concern with their welfare through various public acts

Supervisor Support

Provide supervisor support in Union Bank of India

l. Because supervisors act as agents of the organization and interact with subordinates on a

regular basis, their treatment of employees contributes to POS.

Application: Foster a culture in which supervisor support of subordinates is publicized and

lauded. Base supervisor evaluations, in part, on how well they treat subordinates.

Procedural Justice

Monitor procedural justice in Union Bank of India

l. The establishment and enforcement of fair procedures for evaluations, promotions, etc.

indicate a strong concern for employees welfare and thus have a considerable positive

influence on POS.

Application: Educate employees about formal procedures concerning pay raises, promotions,

and avenues of appeal.

Maximizing the Benefits of POS

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POS will most benefit the organization if felt obligation and affective commitment are

focused on organizational priorities.

Application: Socialization of newcomers should emphasize the organizations short-term and

long-term objectives.

Application: Periodically assess employees knowledge of organizational priorities to be sure

they are being effectively disseminated.

Application: Find ways to recognize and reward employee loyalty and dedication. Make

these rewards meaningful to employees.

At the time of joining, Individual Development Plan (IDP) must be chucked out to fulfils

employees individual goal and ambition. Every year organization must take care of updating

the IDP. At the year end, evaluation of IDP must be conducted and certain weightage in

performance appraisal must be devoted for IDP fulfilment.

A buddy program for employees newly transferred and weakly frees health check up facility

will be appreciated as organizational support.

Improving Perceived Supervisor Support in union Bank of India :

The best way to develop and increase the relation between supervisor and subordinate is to

engage the supervisor in supervisor Development Program.

Supervisors must be trained on

Delegating

Motivating and Praising

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Delivering Criticism and Discipline

Working Under Pressure

Meeting Tight Deadlines

Training New Employees

Organizing People, Projects, and Schedules

Performance Management

Employee Relations

Working with HR

Worker's Comp and Safety

Supervisors in union Bank also must be trained on different motivational; sources of the

employees and different leadership techniques to deal with those motivational sources.

Immediate supervisors must be informed about an employees motivational sources and

personality types beforehand.

Informal feedback session with the supervisor must be conducted to build the supervisor

subordinate relationship.

Anonymous feedback about the supervisor must be conducted twice a year. Gap analysis

between the expectation of the subordinates and the supervisor actual performance must be

conducted.

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Develop a buddy program for an employee of union Bank of India newly transferred to a

new place and necessities like accommodation, language problem etc. must be taken care

off.

Introduce Best Supervisor of the month Award

Introduce Supervisory Induction Program (SIP) for new supervisors and Supervisory

Development Program (SDP) for existing supervisors

Develop an Effective Mentoring Program

Develop a mentor induction and mentor development program

Link mentorship with appraisal

Introduce Best Mentor Of This Month Award

Creating Procedural Justice in Union Bank of India:

1. Training need analysis must be done properly. Everyone must get balanced training and

training must be aligned to an individual's IDP.

2. Promotion is mostly seniority based. Zone of consideration must be restructured and based

on performance. Everyone from the last promoted batch must get a call for interview

Seniority list needed to be scrapped

3. Transfer policy must be transparent. Continuity in transfer policy must be maintained

4. Performance appraisal must be more transparent and objective.

Creating Distributive Justice in Union Bank of India.

1. Some amount of training must be allocated as per Individual development program.

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2. All employees wanting a rural posting for fast track promotion must be given a chance.

Rotational policy of a time span of 1-1.5 year must be followed to accommodate everyone

for rural posting.

3. Transfer process must be scientific.

4. Timely Fitment after transfer i.e. relocation allowance must be provided as soon as the

Employee reaches his new work destination

Managerial and Social Inducement System in Union Bank of India

For satisfying other motivational sources like self Concept Internal and Goal Internalization

following steps are required along with job redesign :

More Empowerment

Motivating employees to participate in problem solving

Linking skills to mission

Mission-Task Alignment Activities

Providing employees with the knowledge of results

Develop Goal Alignment Matrix

Performance Appraisal

1. Performance appraisal must be transparent and objective

2. Employees of Union Bank of India must be encouraged to develop their own goals

according to the organizational goals.

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3. Strategy mapping must be implemented to link organizational strategy with key

performance indicators. It will help in mission-goal linkage.

4. Display of Organizational Citizenship Behaviour must be included as critical incidents in

performance appraisal process.

5. Develop a detailed Goal-Alignment Matrix to align personal and departmental goal with

organizational goal.

Training and Development

To increase employee engagement in Union Bank of India, employee orientation plays a

major role. It provides

The employer-employee exchange relationship.

Understanding of how the job contributes to the organization's mission.

Offer skill development to enhance:

Performance.

Satisfaction.

Self-efficacy.

Provide training to encourage prescribed and voluntary performance

Foster person-organization fitvital for developing productive and dedicated employees.

Developing a well planned, exhaustive induction program should be a top most priority for

the union bank.

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4.2 Conclusion

Achieving an engaged workforce may take some time, but managers do have many tools to

help them get there. Employees are more satisfied when they believe they are responsible for

identifying and satisfying the needs of the customers, and when they believe the organization

have the best interests of its customers in mind. Once employee satisfaction is achieved,

managers will find comfort knowing employee engagement is close at hand. Both

satisfaction and engagement have direct effects on customer behaviour and, hence, both

indirectly influence an organizations financial performance. The project identified the key

drivers of employee satisfaction: intention to quit, job and organizational engagement and

Organizational commitment.

Armed with this knowledge, the organization must identify the most relevant and task

oriented tools to specifically address the problems. Managers can now move one step closer

to closing the gap between employee engagement and financial success.

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Terminology

Job Characteristics:

Autonomy : Freedom to do the work

Task Significance: the importance of the job

Feedback: Clear and direct information about job outcomes or performance

Task Identity: Doing a complete job from beginning to end, the whole job rather than bits

and pieces.

Skill Variety: Doing different things; using different valued skills, abilities, and talents.

Perceived Supervisor Support: My supervisor takes care of my well being, goals, dream

Perceived Organizational Support: My supervisor takes care of my well being, goals,

dream.

Motivational Sources:

Goal Identification: Believe in the cause, goals of an organization

Intrinsic Process: Fun/Enjoyment

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Self Concept Internal: Achievement, Validation of competencies, Challenge

Self Concept External Group acceptance, Individual worth, Group Status, Recognition

Instrumental Motivation: Pay, Bonus, Promotion

BIBLIOGRAPHY

Books/Journals

1. Annual - Employee Engagement Strategies. Human capital

2. Steve Batts reports of union bank of India

3. Workforce Management HR Journal.

4. Jo Anna Brandi Getting engaged HR Magazine society for

Human Resource Management, Feb. 2004.

5. Steve Crabtree (2004) Getting personnel in the work place

Are negative relationships squelching productivity in your

company? Gallup Management Journal.

Websites

1. www.cipd.com

2. www.Business week.com

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3. Unionbankofindia.com

ANNEXURES

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EXPLORATORY RESEARCH SURVEY

Age : Location :

Sex : Department :

Designation : Total Experience (Year) :

Following are the few parameters on the basis of which the employee

engagement survey are been conducted in various financial institutions.

1. Training programme

2. Work Culture

3. Challenging work

4. Awards and Recognition

5. Performance Appraisal

6. Job rotation

7. Job stability

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8. Job Involvement

In order to conduct my study on employee engagement I would request

you to circle 8 factors which you consider important for your organisation.

Your cooperation would be of great help.

SURVEY ON EMPLOYEE ENGAGEMENT IN UNION BANK OF INDIA

Please circle the number that best describes your level of agreement with the various aspects of

your job and life listed below.

1: Strongly Disagree

2: Moderately Disagree

3: Moderately Agree

4: Strongly Agree

Describe yourself as you see yourself at the present time, not as you wish to be in the

future.

1. My job involves me doing a whole and identifiable piece of work i.e. 1 2 3 4

I execute my work from the beginning to the end.

2. My performance and behaviour in the organization depends on tangible 1 2 3 4

rewards like pay hikes, promotion, recognition .

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3. I am satisfied with the training imparted by my organisation 1 2 3 4

4. I really feel that problems faced by my organization are also my problems. 1 2 3 4

5. My managers or colleagues always let me know exactly how well I am 1 2 3 4

doing on my job i.e. they give me proper feedback in form of Performance

Appraisal

6. Do you know what is expected from you at work. 1 2 3 4

7. The rewards/recognition I receive is appropriate for my performance. 1 2 3 4

8. I prefer on the job training than off the job training. 1 2 3

4

9. My organization cares about my opinions and well being 1 2 3

4

10. Performance Appraisal process in my organisation is transparent and 1 2 3 4

Unbiased.

11. At work do your opinion seems to count. 1 2 3 4

12. During the last year have you had the opportunity to work to learn and grow 1 2 3 4

13. I have been able to express my views and feelings about how rewards 1 2 3 4

And recognitions are given in my organization.

14. Mission/purpose of my company makes you feel your job is important. 1 2 3 4

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15. Status and Social acceptance received by me helps me to deliver my best to 1 2 3 4

Organisation

16. Training should be imparted once is 4 months to each departments. 1 2 3 4

17. Are your associates committed to do quality work. 1 2 3 4

18. I am satisfied with current performance appraisal system. 1 2 3 4

19. My job permits me to decide on my own how to go about doing the work 1 2 3 4

(Autonomy)

20. At work, I often get the opportunity to do what I do best. 1 2 3 4

THANK YOU FOR YOUR COOPERATION...

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A Project Report On

Engagement Strategy and EmployeeSatisfaction In Union Bank of India

In the partial fulfilment of the requirement forthe award of Degree of

Master of Business Administration

Of

GGSIP University, Delhi

Batch 2008-10

Submitted By Under theSupervision of

ASHVINA MAHAJAN MRS RENU SINGH

Roll No