sbi report banking sector report on hr

8/13/2019 SBI Report banking sector report on hr

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Project report on

Organizational Culture

Employee Engagement

Organizational effectiveness

In State Bank of India

A report submitted in Partial Fulfillment of the Requirement of MBA Programme of Amity

International Business School

Submitted to,

Prof.Dr Shikha kapoor

\

Submitted By,Abhishek Bhati(A1802013120)

Aditya chauhan(A1802013031)


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Acknowledgement

We take this opportunity to express our utmost gratitude to our faculty guide, Professor DrShikha kapoor

for her constant co-operation and support at each and every step during this project.

We also thank Amity nternational !usiness "chool for an opportunity to undertake a

#rgani$ational !ehavioural Project at the start of our %!A course which helped us to integrate

the classroom ac&uisition of #rgani$ational !ehavioural concepts with actual conditionsprevailing in the organi$ation.


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THEORETICAL RA!E"OR#

E!$LO%EE E&'A'E!E&T

An organi$ation's productivity is measured not in terms of employee satisfaction (ut (y

employee engagement. )mployees are said to (e engaged when they show a positive attitude

toward the organi$ation and express a commitment to remain with the organi$ation.

)mployees feel more engaged when they are a(le to make a uni&ue contri(ution, experience

empowerment and have opportunities for personal growth. )mployees feel more engaged when

they have clear direction, performance accounta(ility, and an efficient work environment. *hey

must get feed(ack to ensure that they are on the right track and (eing held accounta(le for their

progress. People want to work in an organi$ation that is efficient in terms of time, resources and

(udget. )mployees feel more engaged when they work in a safe environment. "afe in this

context means that employees trust one another and are a(le to &uickly resolve conflicts when

they arise. *hey want to (e a(le to rely on one another and focus on the tasks that really matter.

According to +er$(erg, true motivators at work include achievement, recognition, work itself,

responsi(ility and personal growth. +igher engagement translates into higher and faster revenue

growth. )ngaged employees are more innovative and place more emphasis on meeting customer

needs.

"tudies indicate that people often &uit their jo( (ecause of low employee engagement.

%easurement of employee engagement can have many applications within an organi$ation.

)ngagement can (e a general index of + effectiveness in a + scorecard. )ngagement

measures also can (e used to (enchmark the work climate against other organi$ations. #ther uses

of employee engagement include

limate survey "ome organi$ations use engagement measures as simple indices of the

workplace culture.

/eadership or department feed(ack (ased on employee engagement one can create

(reakout reports (y department or leader. 0epartments and leaders can gain a (etterunderstanding of how engagement within their team differs from the overall engagement

prevalent within the rest of the organi$ation. *his information can help in creating

development plans for the long term.

)mployees that (elieve on improving organi$ational engagement focus on the following


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Cutue*t consists of a foundation of leadership, vision, values, effective

communication, a strategic plan, and + policies that are focused on the employee.

C+ntinu+us Rein,+ce-ent +, $e+.e/+cused $+icies* ontinuous reinforcement

exists when senior management provides staff with (udgets and resources to accomplish

their work, and empowers them.

!eanin,u !etics**hey measure the factors that are essential to the organi$ation's

performance. !ecause so much of the organi$ation's performance is dependent on

people, such metrics will naturally drive the people-focus of the organi$ation and lead to

(eneficial change.

Oaniati+na $e,+-ance* t ultimately leads to high levels of trust, pride,

satisfaction, success, and (elieve it or not, fun.

1ollowing measures can (e taken to improve employee engagement

onduct periodic meetings with employees to communicate good news, challenges

and easy-to-understand company financial information. %anagers and supervisors

should (e comforta(le communicating with their staff, and a(le to give and receive

constructive feed(ack.

Provide variety *edious, repetitive tasks can cause (urn out and (oredom over time.

f the jo( re&uires repetitive tasks, look for ways to introduce variety (y rotating

duties, areas of responsi(ility, delivery of service etc.

ndulge in employee deployment if he feels he is not on the right jo(. Provide an open

environment.

ommunicate openly and clearly a(out what2s expected of employees at every level -

your vision, priorities, success measures, etc.

3et to know employees2 interests, goals, stressors, etc. "how an interest in their well-

(eing and do what it takes ena(le them to feel more fulfilled and (etter (alanced in

work and life.

ele(rate individual, team and organi$ational successes. atch employees doing

something right, and say 4*hank you.4

!e consistent in your support for engagement initiatives. f you start one and then

drop it, your efforts may (ackfire. *here2s a strong connection (etween employees2

commitment to an initiative and management2s commitment to supporting it.


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OR'A&IATIO&AL CLTRE

Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance

at best and often a disaster."Prof. 3eert +ofstede, )meritus Professor, %aastricht 5niversity.

ulture is always a collective phenomenon, (ecause it is at least partly shared with people who

live or lived within the same social environment, which is where it was learned. t is the

collective programming of the mind which distinguishes the mem(ers of one group or category

of people from another. 6+ostede, 3eert7

#rgani$ational culture refers to a system of shared meaning held (y mem(ers that distinguishes

the organi$ation from other organi$ations. *his system of shared meaning is a set of key

characteristics that the organi$ation values. esearch suggests that there are 8 elements that

capture the essence of organi$ational culture

Inn+4ati+n and isk takin the degree to which employees are encouraged to (e

innovative and take risks.

Attenti+n t+ detai the degree to which employees are expected to exhi(it precision,analysis and attention to detail.

Outc+-e +ientati+n the degree to which management focuses on results or outcomes

rather than on the techni&ues and processes used to achieve those outcomes.

$e+.e +ientati+n the degree to which management decisions take into consideration

the effect of outcomes on people within the organi$ation.

Tea- +ientati+n the degree to which work activities are organi$ed around teams

rather than individuals.

Aessi4eness the degree to which people are aggressive and competitive rather than

easygoing.

5tabiity the degree to which organi$ational activities emphasi$e maintaining the status

&uo in contrast to growth.


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Assessing an organi$ation on the (asis of these aspects gives a composite picture of the

organi$ation's culture. 6o((ins 9:;97

*he mark of a strong culture is when the organi$ation's core values are strongly held and widely

felt (y the employees. *he more the num(er of people who accept these values, the stronger the

culture is. *he reverse is true for a weak culture. A strong culture implies high degree ofagreement among its mem(ers and helps in (uilding cohesiveness, loyalty and organi$ational

commitment. *he more committed an employee is the lesser are the chances that heew employees initially distur( the culture prevalent in an organi$ation (ecause they are new to

it (ut the organi$ation gradually helps the new recruits in adjusting themselves to the culture (y a

process known as sociali$ation.

R+e +, cutue in an +aniati+n*

Cutue .+4ides a sense +, identity- employees feel a strong sense of identity and feel

that they (elong to the organi$ation.

Cutue eneates c+--it-ent t+ the +aniati+n6s -issi+n- When there is a strong

culture people feel that they are a part of that larger well- defined whole and are involvedin the entire organi$ation's work. !igger than an individual's interests, culture reminds

people of what their organi$ation is all a(out.

Cutue cai,ies and ein,+ces standads +, beha4i+u- ulture guides employees'

words, deeds, making it clear what they should do or say in a given situation, which is

especially useful to newcomers.

*here are four types of organi$ational cultures

&et7+ked cutue it is characteri$ed (y high levels of socia(ility and low levels of

solidarity.

!ecenay cutue t is characteri$ed (y a low degree of socia(ility and a high degree

of solidarity.

a-ented cutue it is characteri$ed (y a low degree of socia(ility and a low level of

solidarity


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C+--una cutue* haracteri$ed (y (oth a high degree of socia(ility and a high degree

of solidarity. 3reen(erg ? !aron 9::@

5taes +, cutua de4e+.-ent*

ist stae*revolves around issues of dependency and authority. *he &uestion of who

will lead the group or organi$ation. *he type of person who is selected to lead is

indicative of many values and norms of the group or organi$ation. /eader characteristics

such as age, training, (ackground, gender and experience may (e important in the

formation of a group.

5ec+nd stae* the first stage is likely to produce a feeling of success and good feelings

a(out mem(ership that are likely to carry over for an extended period of time. )arly

success can motivate employees.

Thid stae*n this stage issues of creativity and sta(ility are dealt with. *he group or

organi$ation (egins to cope with the innovative approaches that (rought its initial success

as that innovation and creativity come into conflict with the needs for order and sta(ility.

+uth stae* the organi$ation or group matures only to encounter a confrontation of

survival and growth issues. *he organi$ation or group learns whether it is flexi(le and

adapta(le to changing conditions in the surrounding environment or whether its very

survival will (e &uestioned. 6+odge, Anthony ? 3ales, ;B7

Cutua indicat+s and -ani,estati+ns*

Rites ituas and cee-+nies*eremonies, rites and rituals hold the group together.

%any of these ceremonies re&uire mem(ers of the organi$ation to come together. *hese

events are manifestations of the (eliefs and values, and the perceptions and

understandings of the organi$ation.

5y-b+s and s+ans*"ym(ols and slogans play an important role in sustaining the

culture. /ogos and trademarks also indicate cultural values and (eliefs. *hese logos may

(e uni&ue, readily identifia(le markers of a company's products and services.

Lanuae*one of the marks of the groups is its tendency to develop a language or a

jargon of its own. *he language serves as shorthand to mem(ers and as a (arrier to non-

mem(ers. %em(ers develop an organi$ational voca(ulary, and mem(ers use it their daily

contacts with each other.

!yths and 5t+ies*3roups and organi$ations develop a history of operations and events

over time in the form of myths and stories that is handed down from one generation to


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another. *hese play a part in guiding mem(ers a(out the appropriate and expected

(ehaviors.

$hysica En4i+n-ent*A physical environment is composed of three (asic elements

Physical structures, physical stimuli, and sym(olic artifacts.

E,,ects +, cutue +n +aniati+ns*

ulture can help push an organi$ation towards its goal or away from it. t can either (e a

positive drive or a negative one. *hus, culture gives specific direction to an organi$ation.

f the culture is weak, the organi$ation lacks a core of commonly held (eliefs, norms and

values. )mployees can find it difficult to identify with such a company.

1lexi(le cultures are adapta(le to changing conditions. *he extent of flexi(ility orinflexi(ility can (e seen in how organi$ations respond in times of crisis.

ulture affects the level of commitment felt (y the employees of the organi$ation.

ulture creates conditions in the organi$ation where mem(ers are willing or non-willing

to commit themselves to the organi$ations goals. A high a degree of employee

commitment is shown (y an organi$ation with a strong culture.

Willingness to adopt an organi$ation's culture is an essential part of assimilation into the

organi$ation. With the passage of time employees feel essence of identity with the

organi$ation and even make sacrifices for it. *his augments commitment among theemployees.

H+,stede6s a-7e7+k ,+ Assessin Cutues

n the late ;8:'s the most extensive study for analy$ing organi$ational cultures was carried out(y 3eert +ofstede. +e surveyed more than ;,;B,::: employees of !% across C: countries

a(out their work related values and (eliefs.

+ofstede2s study demonstrated that there are national and regional cultural groupings that affectthe (ehaviour of societies and organi$ations, and that are very persistent across time. *he studydemonstrated that managers and employees vary on five value dimensions of national culture.

*hese dimensions are Power distance, individualism versus collectivism, masculinity versus

femininity, uncertainty avoidance and long term versus short term orientation.


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$+7e distance/ that is the extent to which the less powerful mem(ers of organi$ations

and institutions 6like the family7 accept and expect that power is distri(uted une&ually.

*his represents ine&uality 6more versus less7, (ut defined from (elow, not from a(ove. t

suggests that a society2s level of ine&uality is endorsed (y the followers as much as (y the

leaders. Power and ine&uality, of course, are extremely fundamental facts of any society

and any(ody with some international experience will (e aware that 2all societies are

une&ual, (ut some are more une&ual than others2.

Indi4iduais-on the one side versus its opposite, collectivism, that is the degree to

which individuals are integrated into groups. #n the individualist side we find societies in

which the ties (etween individuals are loose everyone is expected to look afterhim


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with /ong *erm #rientation are thrift and perseverance= values associated with "hort

*erm #rientation are respect for tradition, fulfilling social o(ligations, and protecting

one2s 2face2. !oth the positively and the negatively rated values of this dimension arefound in the teachings of onfucius, the most influential hinese philosopher who lived

around @:: !..= however, the dimension also applies to countries without a onfucian

heritage.

OR'A&IATIO&AL EECTI9E&E55

Oaniati+na e,,ecti4enessis the concept of how effective an organi$ation is in achieving the

outcomes the organi$ation intends to produce. An organi$ation2s effectiveness is also dependent

on its communicative competence and ethics. *he relationship (etween these three are

simultaneous. )thics is a foundation found within organi$ational effectiveness. An organi$ation

must exemplify respect, honesty, integrity and e&uity to allow communicative competence with

the participating mem(ers. Along with ethics and communicative competence, mem(ers in that

particular group can finally achieve their intended goals.

An effective organi$ation esta(lishes and acts upon mission-(ased priorities, sets direction, has a

clear vision, innovates, and adapts to change. #rgani$ational effectiveness relies on the leader or

leaders' a(ility to mo(ili$e the resources needed to achieve mission.

ohr(augh , ohr(augh and Fuinn 6;GD7 and Fuinn 6;GG7 noted that organi$ations were likely

to experience tension among organi$ational effectiveness attri(utes for example H all

organi$ations have need for some level of sta(ility as well as a need to (e flexi(le and adapta(le=

a need for control and discipline as well as a need to allow some degree of freedom and


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autonomy= a need for rational formal structures and non- rational informal relations. *he

concluded that effectiveness depended on the a(ility of an organi$ation, and its managers to

strike the right (alance among these critical attri(utes, as re&uired (y the organi$ation's

o(jectives and situations.

5TATE BA O I&:IA/ CO!$A&% $ROILE

*he "tate !ank of ndia, the country's oldest and largest (ank and a premier in terms of (alance

sheet si$e, num(er of (ranches, market capitali$ation and profits is today going through amomentous phase of change and transformation H the two hundred year old pu(lic sector

(ehemoth is today stirring out of its pu(lic sector legacy and moving with an agility to give the

private and foreign (anks a run for their money. %easured (y the num(er of (ranch offices, "!is the second largest (ank in the world.

*he (ank is entering into many new (usinesses with strategic tie ups H Pension 1unds, 3eneral

nsurance, ustodial "ervices, Private )&uity, %o(ile !anking, Point of "ale %erchantAc&uisition, Advisory "ervices, structured products etc H each one of these initiatives having a

huge potential for growth.

*he !ank is forging ahead with cutting edge technology and innovative new (anking models, to

expand its rural (anking (ase, looking at the vast untapped potential in the hinterland andproposes to cover ;::,::: villages in the next two years.


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t is also focusing at the top end of the market, on whole sale (anking capa(ilities to provide

ndia's growing mid> !>, >etwork ;G recogni$ed this momentous transformation journey, the "tate !ank

of ndia is undertaking, and has awarded the prestigious ndian of the Jear H !usiness, to its

hairman, %r. #. P. !hatt in Kanuary 9:;9.

"tate !ank of ndia has seven associate (anks namely

;. "tate !ank of !ikaner and Kaipur 6"!!K79. "tate !ank of +ydera(ad 6"!+7

D. "tate !ank of ndore 6"!r7

C. "tate !ank of %ysore 6"!%7

@. "tate !ank of Patiala 6"!P7


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B. "tate !ank of "aurashtra 6"!"7

8. "tate !ank of *ravancore 6"!*7

"tate !ank of ndia provides various domestic, international and products and services, through

its vast network in ndia and overseas. "tate !ank of ndia is present in D9 countries, where it has

GC offices serving the international needs of the (ank2s foreign customers, and in some cases

conducts retail operations. *he focus of these offices is ndia-related (usiness.

"tate !ank of ndia has its presence in the following countries

Australia

!ahrain

!angladesh

!elgium

anada

1rance

3ermany

+ong Long

srael

Kapan

People's epu(lic of hina

epu(lic of %aldives

"ingapore

"outh Africa

"ri /anka

"ultanate of #man

*he !ahamas

5nited Ara( )mirates

5L

5"A


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*he following are the (ank's foreign su(sidiaries

;. "tate !ank of ndia nternational 6%auritius7 /td.

9. "tate !ank of ndia, alifornia

D. "tate !ank of ndia, anada

C. "tate !ank of ndia, /agos

*he !ank has the following >on-!anking "u(sidiaries in ndia

;. "! apital %arkets /td

9. "! 1unds %anagement Pvt /td

D. "! 1actors ? ommercial "ervices Pvt /td

C. "! 01+ /td

"tate !ank of ndia on %arch , 9:;9 (ecame the second (ank in the world to have ;:,:::

(ranches when 5nion 1inance %inister P hidam(aram inaugurated its latest (ranch at his

native place at Puduvaval.


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OB;ECTI9E5 O THE $RO;ECT

*o assess the organi$ational culture prevalent at "tate !ank of ndia.

*o get to know the degree of employee engagement among the employees of "tate !ank

of ndia.

*o know the intensity of organi$ational effectiveness within the (ank.

"tate !ank of ndia (eing a pu(lic sector organi$ation gave us an insight into knowing

the critical aspects which go into the working of the organi$ation.

!ETHO:OLO'%

*he methodology adopted for the project can (e (roadly divided into D heads

$i-ay s+uces- there were D &uestionnaires filled (y the employees of "!=

one each for organi$ational culture, organi$ational effectiveness and

employee engagement. *he &uestionnaires assessed each component

on a scale of ; to @. *his formed the most authentic source of data

collection. "urveys are (est suited for descriptive research- to learn

a(out people's perceptions, preferences and satisfaction level.

5ec+nday s+uces- A wide cross section of (ooks, journal and we(sites were referred

to for arriving at the literature given in the project.

5a-.e su4ey- A sample si$e of D: was given to us 6though we could manage to get

only ;: &uestionnaires filled7. +alf of the sample si$e was to (e filled

(y employees from the frontline and the other half (y managerial level

employees.

*he &uestionnaires were distri(uted in the following (ranches of "tate !ank of ndia


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%ain (ranch- Parliament "treet

All ndia nstitute of %edical "ciences, Ansari >agar

"outh )xtension Part

"outh )xtension Part

3reen Park )xtension

%odel *own

A&AL%5I5 O RE5LT5 RO! 5A!$LE 5R9E% A5$ER $IE CHART5

ORG!I"#IO!$ C%$#%RE


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OR'A&IATIO&AL CLTRE* A&AL%5I5

B:M employees feel that values play an important role in the organi$ation. 9:M feel that values

are shared only at the top level. C:M feel that the si$e of a room and its furniture is according to

the rank the person has in the organi$ation. @:M have o(served that the room of a senior mem(er

has enough space to hold meetings with the other employees. C:M feel that it would (e wrong to

say that the leaders expect their su(ordinates to o(ey them implicitly. *his indicates that some

amount of freedom is given to the employees. #nly ;:M feel that their leaders are role models.

;:M employees feel that people are expected to follow the proper channels that have (een laid

down. A majority of the employees feel that the leaders do not set the standards of performance.

*his area seems to (e an area of concern as a leader sets the pattern for an organi$ation's

culture.@:M of the employees feel that there is no hierarchy in the seating pattern during

meetings and people can sit wherever they find place= though C:M feel that the seats for top

management people are reserved. #nly 9:M feel that the customer is regarded as the most

important person. C:M feel that most communication is generated at the meetings of the top level

management. B:M of the employees are of the opinion that there is not much work related


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communication among people. Around C:M of the people feel that there is little or no

communication (etween mem(ers when it comes to solving pro(lems that come up in the team.

C:M feel that there is little attention given to updating the technology. *he employee opinion is

e&ually divided on the issue whether the top management has parties to cele(rate good

performances of the organi$ation. *his is corro(orated (y the fact that @:M of the employees feel

that high performance is not cele(rated with every(ody in the organi$ation. #nly ;:M of the

people feel that the rules and regulations are streamlined.

"ince the culture of an organi$ation influences (ehaviour of the employees, then the culture

should (e such that the desired (ehaviours and other organi$ational performances are more or

less guaranteed. "uch a situation can (e ensured during the recruitment process and (y instituting

a reward program for employees that reinforces conformity. n any organi$ation the mem(ers of

the top level management are considered very influential. *his is (ecause of the power structure

that favours them and their (ehaviour forms a (enchmark for the rest of the mem(ers of the

organi$ation. *he manager should (e an artifact that should act like a sym(ol. 6%ary Ko +atch,

9::B7


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OR'A&I5ATIO&AL EECTI9E&E55


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OR'A&IATIO&AL EECTI9E&E55* A&AL%5I5

A majority of the employees feel that their work group planned together and coordinated its

effort well. *his notion was made clearer when 8:M agreed that their work group made good

decisions and solved pro(lems well. *his indicates that there is work coordination among the

employees. 8:M feel that information a(out important events and situations is shared within the

group. G:M of the employees feel responsi(le for meeting their group's o(jectives successfully.

C:M were indifferent to the response the group gave to unusual work pressure. B:M of the

employees trust and confide in the other mem(ers of their work group though there were ;:M

who did not agree to this. *he following were the findings in assessing the level of satisfaction

among employees vis- a- vis certain parameters

8:M - satisfaction with people in the work group

G:M - satisfaction with the (oss


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B:M - satisfaction with the jo(

B:M- satisfaction with the organi$ation

G:M - satisfaction with the progress made in the organi$ation

@:M - satisfaction with chance of getting ahead in the organi$ation in future

@:M of the employees feel that the organi$ation is effective in getting them to meet its needs and

thus add to its effectiveness. *his indicates that half the employees feel that the organi$ation does

not motivate them to contri(ute to the organi$ation's effectiveness. @:M feel that the

organi$ation helps them in meeting their individual needs. *his component shows that there is

@:M of the employees who feel motivated to work for the organi$ation as it helps them in

meeting their individual needs.@:M feel that the team's goals are well defined= while D:M are

indifferent. G:M of the employees think that the team gives enough freedom to them to decide

their way of working. *he mem(ers do not hesitate to discuss the pro(lems facing the team= B:Mfeel that there is transparency to discuss pro(lems faced in the team. :M of the employees are

clear a(out the team's task= thus indicating that there exists a good communication channel

within the team. +alf of the people feel that there is high sense of responsi(ility within the

team.B:M of the employees are indifferent whether or not the team comes up with an alternative

solution= this shows somewhat low organi$ational effectiveness as the organi$ation does not feel

the urgent need to come up with an alternative solution. B:M of the employees feel that the team

divides the task allotted to them into small groups thus achieving work efficiency. A majority of

the employees feel that there is not much importance assigned to assess the true extent of

achievement of the team's goals. 9:M of the employees are indifferent whether or not they know

their role in the team and another 9:M felt that there was a discrepancy there as they did notknow their role in the team. #ut of the ones who are clear a(out their role in the team, B:M are

clear a(out how to work towards the team's goals. @:M employees opine that the team has

autonomy in vital areas of its working. D:M of the employees are of the opinion that they cannot

openly express their differences with each other.


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E!$LO%EE E&'A'E!E&T


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E!$LO%EE E&'A'E!E&T* A&AL%5I5

B:M of the employees accepted that they knew what was expected of them at work. 8:M were

content (ecause they had the material and e&uipment that was re&uired to do their work. @:M of

the employees feel that they do not have anyone at work who would encourages their

development. B:M people feel that the vision or the mission of the company makes their work

seem important. A vast majority of people, a(out 8:M were of the opinion that their opinions did

not seem to count at work. *hese findings suggest that the employees have low motivation

engagement as they do not feel valued at their place of work. C:M employees opine that their

fellow workers are little committed to doing &uality work and D:M feel that their fellow workers

somewhat do &uality work. *his also indicates that the level of engagement that the employees

have with their work is low. B:M stated that they do not have a (est friend at work. B:M statedthat in the last six months, there hasn't (een anyone who has talked a(out their progress. f there

is someone who constantly recogni$es the progress of the employees then they also feel

encouraged to do well and work efficiently for the organi$ation. #nly 9:M of the people felt that

in the last year they have had opportunities at work to learn and grow.


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I&:I&'5 A&: :I5C55IO&

REA5O&5 OR $ROBLE!5 ACE:

According to an + survey, )mployee engagements levels of government sector are relativelylow in all countries. People higher in the organi$ation expectedly show higher levels of

engagement as they are closer to the centers of decision making and have more say in the

organi$ation. *hus, here also the opinion of vast majority of people is not counted that affectstheir motivation levels.

As far as the organi$ational culture of our organi$ation is concerned, no major scopes and growth

opportunities for employees was witnessed. *his can (e attri(uted to the reason that there was

very little appreciation for work and cele(ration of success was restricted mostly to topmanagement. A majority of the employees also feel that there was not much importance assigned

to assess the true extent of achievement of the team's goals.

RECO!!E&:ATIO&5


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n government regulated organi$ation like ours, 0ecentrali$ation of authority with regard

to decision making can prove su(stantial in improving organi$ation's culture.

Periodic meetings with employees should (e conducted to communicate good news,

challenges and easy-to-understand company financial information. %anagers andsupervisors should (e comforta(le communicating with their staff, and a(le to give and

receive constructive feed(ack.

ewards play a very important role in employee motivation and performance levels. "otime-to-time rewards in form of appreciation and recognitions should (e given.

#ppurtunities to learn and grow at work is an important parameter. *he organi$ation

should encourage independent thinking and there should (e a direct link (etween

performance and play. 1urther , informal activities like fun workshops and meets can (eorgani$ed.

*ime to time employee training should (e organi$ed so that they are aware of the new

technologies and its implementations in the organi$ation.

)ffective 0istri(ution of work load can help employees perform (etter. *hus, efforts

should (e employed to reduce work pressure. *his can (e done (y ensuring maximum

attendance so that the work doesn't go pending.

ulture of mutual respect should exist (etween the higher authorities and employees as

well as among the employees.


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ustomer satisfaction should (e given e&ual importance as given in private organi$ations.

*his would definitely improve the image of pu(lic organi$ations which has a directimpact on its employees as well.

CO&CL5IO&

n our organi$ation, "tate (ank of ndia the organi$ation effectiveness was found to (e medium

which could have (een improved had the work culture and employee engagement levels (een

improved. *he analysis of organi$ational culture indicates that the leader is not too effective and

thus the su(ordinates do not feel motivated enough to work. *his is reflected in low levels of

employee engagement.

*hus, our survey showed a clear link and impact of organi$ation culture existing on the

effectiveness of the organi$ation. *he culture of an organi$ation is directly proportional to how

effective it is in its way of functioning. ulture of an organi$ation shapes the way (y which its

employees work. *he varying values, (eliefs and practices practiced largely influenced

productivity, motivation and self contentment levels of employees.

REERE&CE5

(1) http


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(2) www.nonprofitcongress.org


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6;;7 +ostede, 3eert 6;;7 ultures and #rgani$ations "oftware of the %ind. >ew

Jork, >J %c3raw-+ill

6;97 http

sbi report banking sector report on hr

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