A Project Report On

Analysis of Study of Employee Engagement Practices In Banking Industry"

Submitted For The Partial Fulfillment Of Two Years Full Time Course MASTERS IN BUSINESS ADMINISTRATION Batch (2010-2012)

Submitted to:
FMS, MAIET
Jaipur

Submitted By:
Khushbu Zindal MBA SEM-III (2011-2012)

Rajasthan Technical University

Faculty of Management Studies Maharishi Arvind Institute of Engineering & Technology,Jaipur (Affiliated to Rajasthan Technical University)

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DECLARATION
I, hereby declare that the project report on " Analysis of Study of Employee Engagement Practices In Banking Industry"is my original work as a part of the summer training undertaken at HR department of Bank of Baroda, Jaipur region May-June 2011.

All the information contained in the report has been obtained from the data available and searching through internet and books which provided in depth knowledge about the topic undertaken.

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

Signature: _____________

Name: KhushbuZindal Date:

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ACKNOWLEDGEMENT
Appreciation can make a day, even change a life. Your willingness to put it into words is all that is necessary. It is a pleasure to record our thanks and gratitude to persons and organizations whose generous help and support enabled us to complete this project within the stipulated time period. We would like to thank Mr. Ajay Deroliya faculty of FMS, MAIET has given us the opportunity to work on this project and for him active guidance and support from time to time during the project. I would like to thank in particular the Mr. N. V. Parmar (Chief Manager, HRM, Regional office) Mr. Ashok Yadav (Senior Manager, HRM, Regional office), and Ms Uma Yadav (Officer, HRM) for their constructive suggestions and painstaking efforts in brining out this project in an excellent manner. They gave me time from their busy schedule & under whose guidance this project has been successfully completed.

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

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

Khushbu Zindal

Rajasthan Technical University

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PREFACE
Summer Training constitutes an important part of a good practice oriented management course. In keeping with the syllabus of MBA, each student has to undergo 6 weeks practical training in a commercial organization or industry. So in order to fulfill this requirement, I under went this training at BANK OF BARODA. Practical training is necessary to learn as to how theoretical knowledge can be put into practice in real life situations. I went to the training knowing fairly well some basic principles of management and this training has indeed helped me to understand the vast difference between theory as well as practice. During my summer training, I learned how the day to day problems are tackled by the executives; how an industrial unit is run, etc. i.e. I saw the actual working of an organization which left me awestruck. The overall knowledge gained by me will be reflected in the training report itself. In todays globalize world where cut-throat competition is prevailing in the market theoretical knowledge is not sufficient so the practical knowledge has become very essential for an individual who would help him/her for bright future and career activities. My project is an attempt to gain better understanding about Analysisof Study of Employee Engagement Practices In Banking Industry of employees in Bank of Baroda.

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TABLE OF CONTENTS S.No. 1. 2. Contents

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

Page No.
6-9 10 11-15 16 17 18 22 23-24 24 25 28-30

2.

Introduction-Employee Engagement Practices Concept of Employee Engagement Definition Origin studies Strategies to increase EE Aspects Benefits to the org. Literature rewiew Research methodology Empirical analysis Key findings Conclusion Recommendations & suggestions Bibliography References Appendix Questionnaire

31-33 34 35 36-38 39-42 43-44 45 46-47 48-49 50-69 70 71 72-73 74 75 76-81

3. 4. 5. 6. 7. 8. 9. 10.

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BANKING INDUSTRY-AN OVERVIEW

Meaning of Bank
An organization, usually a corporation, chartered by a state or federalgovernment, which does most or all of the following: receives demand deposits and time deposits, honorsinstruments drawn on them, and paysinterest on them, makes loans, and invests in securities; collects checks, drafts, and not; and issues drafts and cashier's checks. The Banking Industry was once a simple and reliable business that took deposits from investors at a lower interest rate and loaned it out to borrowers at a higher rate.

Through technology development, banking services have become available 24 hours a day, 365 days a week, through ATMs, at online banking, and in electronically enabled exchanges where everything from stocks to currency futures contracts can be traded.

Banking in India has a long and elaborate history of more than 200 years. The beginning of this industry can be traced back to1786, when the countrys first bank, Bank of Bengal, was established.But the industry changed rapidly and drastically, after the nationalization of banks in 1969. Industry estimates indicate that out of 274 commercial banks operating in the country, 223 banks are in the public sector and 51 are in the private sector. These private sector banks include 24 foreign banks that have begun their operations here. The specialized banking institutions that include cooperatives, rural banks, etc. form a part of the nationalized banks category. Banks in India can be categorized into non-scheduled banks and scheduled banks. Scheduled banks constitute of commercial banks and co-operative banks. There are about 67,000 branches of Scheduled banks spread across India. During the first phase of financial reforms, there was a nationalization of 14 major banks in 1969. This crucial step led to a shift from Class banking to Mass banking. Since then the growth of the banking industry in India has been a continuous process.

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As far as the present scenario is concerned the banking industry is in a transition phase. The Public Sector Banks (PSBs), which are the foundation of the Indian Banking system account for more than 78 per cent of total banking industry assets. Unfortunately they are burdened with excessive Non Performing assets (NPAs), massive manpower and Lack of adaptation and also due to lack of new ideas of younger generation.

On the other hand the Private Sector Banks in India are witnessing immense progress. They are leaders in Internet banking, mobile banking, phone banking, ATMs. On the other hand the Public Sector Banks are still facing the problem of unhappy employees. There has been a decrease of 20 percent in the employee strength of the public sector in the wake of the Voluntary Retirement Schemes (VRS). As far as foreign banks are concerned they are likely to succeed in India.

The transformation of the Indian banking sector

As you are aware, the financial sector reforms in the country were initiated in the beginning of the 1990s. The reforms have brought about a sea change in the profile of the banking sector. Our implementation of the reforms process has had several unique features. Our financial sector reforms were undertaken early in the reform cycle. Notably, the reforms process was not driven by any banking crisis, nor was it the outcome of any external support package. Besides, the design of the reforms was crafted through domestic expertise, taking on board the international experiences in this respect. The reforms were carefully sequenced with respect to the instruments to be used and the objectives to beachieved. Thus, prudential norms and supervisory strengthening were introduced early in the reform cycle, followed by interest-rate deregulation and a gradual lowering of statutory pre-emptions. The morecomplex aspects of legal and accounting measures were ushered in subsequently when the basic tenets of the reforms were already in place.

The public sector banks continue to be a dominant part of the banking system. As on March 31, 2008, the PSBs accounted for 69.9 per cent of the aggregate assets and 72.7 per cent of the aggregate advances of the Scheduled commercial banking system. A unique feature of the reform of the public sector bankswas the process of their financial restructuring. The banks were recapitalised by the government to meet prudential norms through recapitalisation bonds. The mechanism of hiving off bad loans to a separate government asset management company was not considered appropriate in view of the moral hazard. Rajasthan Technical University Page 8

The subsequent divestment of equity and offer to private shareholders was undertaken through a public offer and not by sale to strategic investors. Consequently, all the public sector banks, which issued shares to private shareholders, have been listed on the exchanges and are subject to the same disclosure and market discipline standards as other listed entities. To address the problem of distressed assets, a mechanism has been developed to allow sale of these assets to Asset Reconstruction Companies which operate as independent commercial entities.

As regard the prudential regulatory framework for the banking system, we have come a long way from the administered interest rate regime to deregulated interest rates, from the system of Health Codes for an eight-fold, judgmental loan classification to the prudential asset classification based on objective criteria, from the concept of simple statutory minimum capital and capital-deposit ratio to the risksensitive capital adequacy norms initially under Basel I framework and now under the Basel II regime. There is much greater focus now on improving the corporate governance set up through fit and proper criteria, on encouraging integrated risk management systems in the banks and on promoting market disciplinethrough more transparent disclosure standards. The policy endeavor has all along been to benchmark our regulatory norms with the international best practices, of course, keeping in view the domestic imperatives and the country context. The consultative approach of the RBI in formulating the prudential regulations has been the hallmark of the current regulatory regime which enables taking account of a wide diversity of views on the issues at hand.

The implementation of reforms has had an all round salutary impact on the financial health of the banking system, as evidenced by the significant improvements in a number of prudential parameters.

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

The average capital adequacy ratio for the scheduled commercial banks, which was around two per cent in 1997, had increased to 13.08 per cent as on March 31, 2008. The improvement in the capitaladequacy ratio has come about despite significant growth in the aggregate asset of the banking system.This level of capital ratio in the Indian banking system compares quite well with the banking system inmany other countries though the capital adequacy of some of the banks in the developed Rajasthan Technical University Page 9

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

In regard to the asset quality also, the gross NPAs of the scheduled commercial banks, whichwere as high as 15.7 per cent at end-March 1997, declined significantly to 2.4 per cent as at end-March2008. The net NPAs of these banks during the same period declined from 8.1 per cent to 1.08 per cent.These figures too compare favourably with the international trends and have been driven by theimprovements in loan loss provisioning by the banks as also by the improved recovery climate enabled by the legislative environment. What is noteworthy is that the NPA ratios have recorded remarkableimprovements despite progressive tightening of the asset classification norms by the RBI over the years.

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BANK OF BARODA ORGANISATION HISTORY & INTRODUCTION

Bank of Baroda is the third largest bank in India, after the State Bank of India and the Punjab National Bank and ahead of ICICI Bank. BOB has total assets in excess of Rs. 2.27 lakhcrores, or Rs. 2,274 billion, a network of over 3,000 branches and offices, and about 1,100 ATMs. IT plans to open 400 new branches in the coming year. It offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialised subsidiaries and affiliates in the areas of investment banking, credit cards and asset management. Its total business was Rs. 4,402 billion as of June 30. As of August 2010, the bank has 78 branches abroad and by the end of FY11 this number should climb to 90. In 2010, BOB opened a branch in Auckland, New Zealand, and its tenth branch in the United Kingdom. The bank also plans to open five branches in Africa. Besides branches, BoB plans to open three outlets in the Persian Gulf region that will consist of ATMs with a couple of people.

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The Maharajah of Baroda, Sir SayajiraoGaekwad III, founded the bank on 20 July 1908 in the princely state of Baroda, in Gujarat. The bank, along with 13 other major commercial banks of India, was nationalised on 19 July 1969, by the government of India.

INTERNATIONAL PRESENCE
In its international expansion, the Bank of Baroda followed the Indian diaspora, especially that of the Gujaratis. It has significant international presence with a network of 72 offices in 25 countries, six subsidiaries, and four representative offices. Among the Bank of Barodas 42 overseas branches are ones in the worlds major financial centers (e.g., New York, London, Dubai, Hong Kong (which it has upgraded recently), Brussels and Singapore), as well as a number in other countries. The bank is engaged in retail banking via 17 branches of subsidiaries in Botswana, Guyana, Kenya, Tanzania, and Uganda. The Bank of Baroda also has a joint-venture bank in Zambia with nine branches. The Bank of Baroda maintains representative offices in Malaysia, China, Thailand, and Australia. It plans to upgrade its offices in China and Malaysia shortly to a branch and joint-venture, respectively. The Bank of Baroda has received permission or in principle approval from host country regulators to open new offices in Trinidad and Tobago and Ghana, where it seeks to establish joint ventures or subsidiaries. The bank has received Reserve Bank of India approval to open offices in The Maldives, and New Zealand. It is seeking approval for operations in Bahrain, South Africa, Kuwait, Mozambique, and Qatar and is establishing offices in Canada, New Zealand, Sri Lanka, Bahrain, Saudi Arabia, and Russia. It also has plans to extend its existing operations in the United Kingdom, the United Arab Emirates, and Botswana. The slogan of bank of baroda is "India's International Bank".

HISTORY
1908-1959

1908: Maharaja SayajiraoGaekwad IIIset up Bank of Baroda (BOB). 1910: BoB established its first branch in Ahmedabad. 1953: BoB established a branch in Mombasa and another in Kampala. Page 13

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1954: BoB opened a branch in Nairobi. 1956: BoB opened a branch in Dar-es-Salaam. 1957: BoB established a branch in London. 1959: BoB acquired Hind Bank.

1960s

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

BOB also opened a branch in Fiji. 1962: BoB opened a branch in Mauritius. 1963: BoB acquired Surat Banking Corporation in Surat, Gujarat. 1964: BoB acquired two banks, Umbergaon Peoples Bank in southern Gujarat and Tamil Nadu Central Bank in Tamil Nadu state.

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

1965: BoB opened a branch in Guyana. 1967: The Tanzanian government nationalized BoBs three branches there and transferred their operations to the Tanzanian government-owned National Banking Corporation.

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

1970s

1972: BoB acquired The Bank of Indias operations in Uganda. 1974: BoB opened a branch each in Dubai and Abu Dhabi. 1975: BoB acquired the majority shareholding and management control of Bareilly Corporation Bank (est. 1928) and Nainital Bank (est. in 1954), both in Uttar Pradesh. Since then, Nainital Bank has expanded to Uttarakhand State.

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1976: BoB opened a branch in Oman and another in Brussels. The Brussels branch was aimed at Indian firms from Mumbai (Bombay) engaged in diamond cutting and jewellery having business in Antwerp, a major center for diamond cutting.

1978: BoB opened a branch in New York and another in the Seychelles. 1979: BoB opened a branch in Nassau, the Bahamas. 1977: BoB Opened a branch in imphal

1980s

BoB opened a branch in Bahrain and a representative office in Sydney, Australia. BoB, Union Bank of India and Indian Bank established IUB International Finance, a licensed deposit taker, in Hong Kong. Each of the three banks took an equal share.

1985: BoB (20%), Bank of India (20%), Central Bank of India (20%) and ZIMCO (Zambian government; 40%) established Indo-Zambia Bank (Lusaka). BoB also opened an Offshore Banking Unit (OBU) in Bahrain.

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

1990s

1990: BoB opened an OBU in Mauritius, but closed its representative office in Sydney. 1991: BoB took over the London branches of Union Bank of India and Punjab & Sind Bank (P&S). P&Ss branch had been established before 1970 and Union Banks after 1980. The Reserve Bank of India ordered the takeover of the two following the banks' involvement in the Sethia fraud in 1987 and subsequent losses.

1992 BoB incorporated its operations in Kenya into a local subsidiary with a small tranche of shares quoted on the Nairobi Stock Exchange.

1993: BoB closed its OBU in Bahrain. 1996: BoB Bank entered the capital market in December with an Initial Public Offering (IPO). The Government of India is still the largest shareholder, owning 66% of the bank's equity.

1997: BoB opened a branch in Durban. 1998: BoB bought out its partners in IUB International Finance in Hong Kong. Apparently this was a response to regulatory changes following Hong Kongs reversion to the Peoples

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Republic of China. The now wholly owned subsidiary became Bank of Baroda (Hong Kong), a restricted license bank.

BoB also acquired Punjab Cooperative Bank in a rescue. BoB also incorporate wholly owned subsidiary BOB Capital MarketsLtd.for Broking Business. 1999: BoB merged in Bareilly Corporation Bank in another rescue. At the time, Bareilly had 64 branches, including four in Delhi.

In Guyana, BoB incorporated its branch as a subsidiary, Bank of Baroda Guyana. BoB added a branch in Mauritius, but closed its Harrow Branch in London.

2000s

2000: BoB established Bank of Baroda (Botswana). 2002: BoB acquired Benares State Bank (BSB) at the Reserve Bank of Indias request. BSB was established in 1946 but traced its origins back to 1871 and its function as the treasury office of the Benares state. In 1964, BSB had acquired Bareilly Bank (est. 1934), with seven branches; it also had taken over Lucknow Bank in 1968. The acquisition of BSB brought BOB 105 new branches.

2002: Bank of Baroda (Uganda) was listed on the Uganda Securities Exchange (USE). 2003: BoB opened an OBU in Mumbai. 2004: BoB acquired the failed Gujarat Local Area Bank, and returned to Tanzania by establishing a subsidiary in Dar-es-Salaam. BoB also opened a representative office each in Kuala Lumpur, Malaysia, and Guangdong, China.

2005: BoB built a Global Data Centre (DC) in Mumbai for running its centralized banking solution (CBS) and other applications in more than 1,900 branches across India and 20 other counties where the bank operates. BoB also opened a representative office in Thailand.

2006: BoB established an Offshrore Banking Unit (OBU) in Singapore. 2007: In its centenary year, BoBs total business crossed 2.09 lakh crores, its branches crossed 1000, and its global customer base 29 million people.

2008: BoB opened a branch in Guangzhou, China (02/08/2008) and in Kenton, Harrow United Kingdom.

2008: BoB opened a joint venture life insurance company with Andhra Bank and Legal and General (UK) called IndiaFirst Life Insurance Company

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2009: The Bank of Baroda registered with the Reserve Bank of New Zealand, enabling it to trade as a bank in New Zealand (2009/09/01)

2010s

2010: Malaysia awarded a commercial banking license to a locally incorporated bank to be jointly owned by Bank of Baroda, Indian Overseas Bank and Andhra Bank. The new bank, India BIA Bank (Malaysia), will reside in Kuala Lumpur, which has a large population of Indians. Andhra Bank will hold a 25% stake in the joint-venture, BoB will own 40% and IOB the remaining 35%.

BANK OF BARODA-VISION STATEMENT 2011

The Bank aspires to regain the leadership spot in the public sector banking space by 2009-10, deploying the most modern technology and pursuing global best practices for affording world-class banking experience and best values to its customers. To double its global business size next 2-3 years and take it to Rs.4 lacscrore by 2010. To regain the leadership spot among the public sector banks in India. To acquire at least 2 million customers every year. To double the retail assets and fee based income. To bring at least 300 to 400 of the top 1000 corporate in the Banks loan book. To transform the top 500 branches into the best-of-the-breed sales and services centers through improve ambience, processes, people and technology. To pursue best global practices for delivering best values to the customers.

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BANK OF BARODA-MISSION STATEMENT 2011 "To be a top ranking National Bank of International Standards committed to augmenting stake
holders' value through concern, care and competence

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BRANCHES AND OFFICES:

Branch Network Area Metro Urban Semi-Urban Rural Extension Counters Total (Indian) Foreign (Overseas) Total (Global) Controlling Offices Zonal Offices Regional Offices 10 43 No. of Branches 675 580 721 1127 26 3129 70 3199

PRODUCTS AND SERVICES:

Given below is the list of services offered by the Bank of Baroda: Retail Banking Rural / Agri Banking Wholesale Banking SME Banking Wealth Management Demat Product Enquiry Internet Banking NRI Remittances Baroda e-trading Interest Rates Deposit Products Page 19

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Loan Products ATM / Debit cards

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

Concentration (%): Domestic Branch Network

Rest of India, 21.42

Gujarat, 22.52

Maharashtra, 11.29

UP & Uttaranchal, 21.96

South, 11

Rajasthan, 11.81

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BOARD OF DIRECTORS:

Board of Directors of Bank of Baroda

The following persons are the Board of Directors of the bank:1. Shri. M.D. Mallya, Chairman & Managing Director 2. Shri. Rajiv Kumar Bakshi, Executive Director 3. Shri. N.S. Srinath, Executive Director 4. Shri. Alok Nigam 5. Shri. A. Somasundaram 6. Shri. Ajay Mathur 7. Shri. Ranjit Kumar Chatterjee 8. Dr. MasarratShahid 9. Dr. AtulAgarwal 10. Dr. DharmendraBhandari 11. Dr. Deepak B. Phatak 12. Shri. MaulinVaishnav

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Logo of Bank of Baroda

The new logo is a unique representation of a universal symbol. It comprises dual B letterforms that hold the rays of the rising sun. It called as the THE BARODA SUN.

The sun is an excellent representation of what the bank stands for. It is the single most powerful source of light and energy its far reaching rays dispel darkness to illuminate everything they touch. Bank of Baroda seek to be the source that will help all our stakeholders to realize their goals. To our customers, we seek to be a one-stop, reliable partner who will help them address different financial needs. We also recognize that the bank is characterized by diversity. Network of branches spans geographical and cultural boundaries and rural-urban divides. Customers come from a wide spectrum of industries and backgrounds. The Baroda Sun is a fitting face for its brand because it is a universal symbol of dynamism and optimism it is meaningful for many audiences and easily decoded by all.

Bank's new corporate brand identity is much more than a cosmetic change. It is a signal that people recognize and are prepared for new business paradigms in a globalized world. At the same time, people will always stay in touch with bank's heritage and enduring relationships on which the bank is founded. By adopting a symbol as simple and powerful as the Baroda Sun is, communicate both the things to the public.

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PATTERN OF SHAREHOLDING: 31ST MAR, 2011

Indian Corp. Public Bodies 6.0% 4.9% FIIs 17.1%

Others 0.1%

Insura nce Cos 9.1% Mutual Funds 9.1%

Govt. of India 53.8%

AWARDS & ACCOLADES OF BANK OF BARODA

The Bank was also conferred the following awards: Business Today adjudged bank as one of the to top 10 Marketers according to a survey conducted. Banks rating has improved in Economic Times Brand Equity Survey from 22nd to 20th position. Bank of the Year Award' in India Leadership Conclave at Delhi by Wockhardt Foundation 14th September, 2009.

SKOCH Challenger Award for Bank of the Year 18th March 2010.

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Second Rank as Best Nationalized Bank in Indias best Bank Survey 2009-10 by Financial Express Group.

Rank 34 [up from Rank 39 last year] - Indias Most Valuable Brand 2009 (Brand Finance, UK). Rank 33 [up from Rank 36 last year] ET 500 2009. Rank 4 [up from Rank 17 last year] Business Today KPMG Survey 2009. These awards should encourage and energize every Barodian to work harder and smarter towards Business Excellence.

HR ROLE IN BANKING
The bankers are increasingly aware of the importance of technology for their operation. Banks are adopting and adapting to technological tools to further their business. This new technology is transforming the skill structure in banking. What, then, exactly is the impact of technology on the human resources employed in banking? How should an HR Manager in a bank respond to this fast-changing scenario? These new and enhanced skills would require new knowledge and behavioral adjustments in respect of existing human resources. How should a HR Manager in a bank respond to this fast-changing scenario? In this context, the training system will emerge as an important tool of intervention. The training system in the banking industry has a strong structural base. However, in the past, the training activities have been more ritualistic due to absence of a strategic link between training and human resources development. Today, it is important that the training function is made an effective organizational intervention by establishing a clear policy of training and development within the framework of total human resource development. The training establishments need to be actively involved in the total training process starting from the identification of training needs, evaluation of training effectiveness and the benefits of training to the end-users, viz., the internal and external customers. Rajasthan Technical University Page 24

The core function of HRD in the banking industry is to facilitate performance improvement, measured not only in terms of financial indicators of operational efficiency, but also in terms of the quality of financial services provided. Factors like skills, attitudes and knowledge of the human capital play a crucial role in determining the competitiveness of the financial sector. The quality of human resources indicates the ability of banks to deliver value to customers. Capital and technology are replicable but not the human capital which needs to be valued as a highly valuable resource for achieving that competitive edge. The primary emphasis needs to be on integrating human resource management strategies with the business strategy. HRM strategies include managing change, creating commitment, achieving flexibility and improving teamwork.

HR OBJECTIVESOF BANK OF BARODA

To initiate & institutionalize globally competitive HR practices in the Bank in our pursuit tobecome a Bank of international standards and to become an employer of preferred choice. To put in place relevant HRD strategies and use modern methodologies to undertake organizational renewal; identify and nurture talent, bring about marked changes in the mindset of employees at all levels so as to enhance HR Quality. To create a performance-driven culture and an exciting workplace for the employees. To create a pool of entrepreneurial managers and business leaders for future. To inculcate a strong and effective sales and service culture across levels in the organization in order to generate strong stakeholder affiliation. To create a learning organization for employee's intellectual growth and creativity To re-skill the workforce to operate in digitally enabled modern core banking environment.

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HR BUSINESS MODEL IN BANK OF BARODA

The Strategic HR Business Model adopted by Bank of Baroda incorporates its HR Mission and Philosophy and is focused towards attainment of long-term organizational goals. A very strong Organizational Leadership at different levels forms the key link in the Model. These are; Strategic Leadership - Corporate level Business Leadership - Zonal & Regional level Operational Leadership - Business unit level The two vital Human Resource sub-systems (i.e. HR Planning & Management Sub-System & Competency Based HRD Sub-System) shape the very crucial Performance Environment within the Bank which facilitates development of enabling capabilities of people through proper developmental inputs; Positive Attitude & Right Mindset is created among people. Through proper Communication Medium and an Organizational Culture of sharing, openness, collaboration & confrontation, autonomy etc., people in the organization are facilitated to give their best output (performance). The Model is adequately supported by a suitable learning Platform, which imparts proper knowledge and enhances learning among people (functional, behavioral etc) so that their competence increases and their potential could be properly leveraged for greater Individual and Organizational Effectiveness.

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HR Initiatives in Bank of Baroda

HR blueprints for business driven HR reforms Broad level approved strategy paper outlining various organizations wide HR reforms/ interventions. HR steering committee Broad level HR committee for piloting HR initiatives and reforms. The committee comprise of Directors and leading professionals as experts from outside the bank. Khoj Organization wide talent identification and development program for officers and clerks (through scientific process of identification and selection, employee with high potential to be deployed in key business areas. Such employees to be provided with suitable grooming and career growth opportunities). Sampark SOS (Save Our Souls) employee help line (employee in distress can directly approach the CMD for immediate relief). Paramarsh Employees Counseling Centre (Counseling centers for providing psychological assistance and guidance to overcome their stress, complexities and conflicts in order to lead a better life. This is totally confidential between the employee and the counselor. First such center set up at Mumbai where services of professional Clinical Psychologist are available. Baroda Financial Rewards For Business Leaders Weighted Index based Model (with pre-defined weightages for different business KRAs) for balanced assessment of efforts of Business Leaders (Branch Heads, Regional Heads, Deputy Regional Heads and Zonal Heads)Rewards in Cash for achievement of business KRAs.

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 Mep-Tikshna Management Education Program for Executives (GM, DGM, AGM, Chief Managers) in association with top B-Schools like IIM-Ahemedabad and Management Development Institute, Gurgaon. The specially designed program is aimed at development of strategic business leaders for the future. So far, 213 executives have undergone the programme. HR Policy For Overseas Selection & Development

Scientific and process orientation in the new revamped policy for selection and deployment of officers at the Banks overseas territories.

HR Resourcing Policy New HR Resourcing Policy formulate to take care of various recruitment needs of the bank consequent upon abolition of the erstwhile Banking Services Recruitment Board. Performance Appraisal System for Clerical and Sub-Staff With the objective of bringing an organization wide performance culture in the organization, hitherto uncovered employees in the Clerical and Sub-Staff cadre brought in under a new performance appraisal system.

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

To take care of the Banks requirement in different specialized areas like IT, Treasury, HR, Marketing & Sales, Credit, International Business etc (Around 500 officers being recruited). A New Induction cum Grooming Programme for Young Officers With the objective of developing future managers and leaders and for deployment in key areas, a revamped Officers Induction cum Grooming Programme is launched. Fast Track Career Growth Opportunities for Executives and Officers In order to provide fast track growth opportunities to aspiring Executives and Officers, Rajasthan Technical University Page 28

promotional opportunities have been provided. Baroda Leadership Development Centre Board has taken the decision to set-up a World-Class Leadership Development Centre to be set up to prepare future leaders for the Bank.

New Group HR Structure A new Group HR Organization Structure is being put in place to take care of the strategic business HR needs of the Organization. The Structure would have balanced focus on HRM and HRD aspects and will put in place competency based HR systems and practice

HRnes in Bank of Baroda

HRnes: (Human Recourse network for Employees Services and Employee Payroll System). HRnes is a web based solution that provides the advantages of latest web application technology to deliver online, real time human resource management solution. It is easy, cost effective and meets the present demand of HRM. HRnes (Human Resources network for Employees Services), the web-enabled enterprise wide HR solution was launched on 26/11/2007 audit was rolled out across the country during the year. Further, additional employee-friendly functionalities were added to enable the employee to submit online application for request transfer, grievance redressal, promotions. Selection, Asset liability statement, income tax declaration etc. payroll has been implemented in all branches/ offices in Indian enabling automatic calculation and credit of salary in the account of employee. PF and loan deduction etc. This has been significantly contributed in deduction of cost improvement in efficiency in HR administration and convince to the employees. Objectives Centralize data base for decision making. Provides employee self service. Automation of various manual processes. Reduction of cost (cost effective) by stream lining repetitive jobs. Plugging/ arresting revenue leakages. Uniform application of HR rules/ guidelines/ policies. Rajasthan Technical University Page 29

Various modules of HRnes Core HRMs, Manpower planning, roster, pay fixation, conformation, seniority, disciplinary action, industrial relation, and grievance, employee survey, self service, manager self service, intimation/ permission, transfer, separation, recruitment, promotion, selection alerts, payroll.

PASAS (Performance Appraisal System for Award Staff)

Objectives for PASAS are as under: To promote a performance oriented culture. To identify good performers. To identify talent amongst employees. To improve upon strength and areas of improvement. To identify training needs. To match job roles of employees with aptitude of individuals during job rotation exercise. To identify employees for proper placement. Effective utilization of aptitude and potential.

The following staffs are covered under PASAS":1. All clerical staff (including those having combined designations and also all those drawing any special pay). 2. All full time subordinate staff (including staff having combined designation or drawing any special pay).

Performance appraisal process:-

The performance appraisal shall be 3- tired:-

1. Self appraisal by individual employee (this is optional). 2. First review by Reviewing Authority (RA). 3. Second and final review by Final Reviewing Authority (FRA).

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EPMs - (EMPLOYEE PERFORMANCE MANAGEMENT SYSTEM FOR ALL OFFICERS)

The new system recognize that performance is not something only to be assessed, but needs to be plan and managed well, hence this in the nomenclature itself. A deliberate shift is therefore being made from an employee performance review (EPR) system to an employee performance system. The new system needs each officer primarily responsible for his / her performance in a way which enables him /her to improve upon his / her performance on a continuous basis. Objectives of EPMS: . Aggressively canvassing non- fund based business so as to improve the share of fee based income Maintaining a fine balance the size (top line) and the strength (bottom line) of the Balancesheet by managing net interest margin (NIM), Risk profile of the bank and improving the costIncome Ratio. Enhancing the image of the bank as a customer centric organization. Provide Role Clarity Measure Performance against KRAs Identify exceptional aptitude/ potential/ talents Identify Training/ Developmental needs Increased Communication between RA/Reviewer From being an organizational/ supervisor driven activity to making it self driven activity. Introducing and In.stitutionalizing concept of personal Planning. Letting the employee judge his performance first-self scoring. Linking Individual performance to Unit performance-i.e. performance of

branch/Region/Zone/Bank. Giving feedback and formulating development plan Final Objective-CONTINUOUS IMPROVEMENT

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Objectives
Centralize data base for decision making. Provides employee self service. Automation of various manual process. Reduction of cost (cost effective) by stream lining repetitive jobs. Plugging/ arresting revenue leakages. Uniform application of HR rules/ guidelines/ policies.

Objective of this topic

To analyse the level of commitment and organization. To identify strong feelings of employee engagement towards organization. involvement an employee has towards their

Objective of this Reseach

The research aims of this project are to clarify the construct of EE. Specifically, The development of a scale to measure EE; To establish if EE is unidimensional or multidimensional as a construct; To establish reliability and validity of the scale, testing as to whether engagement shows discriminant validity withrespect to job satisfaction, job involvement, intrinsic motivation, affective commitment,organisational citizenship behaviours and in- role behaviours; To clarify predictors of employee engagement. An examination of the impact of individual differences are also explored.

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EMPLOYEE ENGAGEMENT

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

Introduction
Every successful organization especially service oriented organizations like banks; thinks that people are as valuable as their performance. The earlier concept of motivation employee satisfaction has become less relevant now-a-days and new concept is emerging i.e. engagement is directly linked to productivity.

Employee Engagement is about motivating the employees to do their best return to the institution/ organization. It is also called work engagement or worker engagement, is a business management concept. An engaged employee is one who is fully involved in, and enthusiastic about, his or her work, and thus will act in a way that furthers their organizations interests/ goals.

Employees who are engaged experiences intellectual and emotional connectivity with the organization and its value and fully share the vision and mission of the organization. .

Engagement is characterized by employee being committed to the organization, believing in what it stands for and being prepared to go above and beyond what is expected to them to deliver outstanding service to customer. employee engagement is more psychological contract than a physical one. It is some thing employee has to offer.

Engaged employee feel inspired by their work, they are customer focused in their approach, they care about the future of the organization and are prepared to invest their own effort to see that the organization succeed. In other words engaged employee thinks, feels and is proactive in relation to achieving organizational goals for customer, colleague and other stakeholders.

Engaged employees believe they can positively impact quality of their organization products, positively affect their customer service, positively impact quality in their job or branch and feel strong emotional bond to the organization that employees them. Rajasthan Technical University Page 34

Empirical studies demonstrated that engaged employees are more productive, more profitable, more customer focused.

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

Definitions
According to DereckStockely The extent that an employee believes in the mission, purpose and values of an organization and demonstrates that commitment through their actions as an employee and their attitude towards the employer and customers. Employee engagement is high when the statements and conversations held reflect a natural enthusiasm for the company, its employees and the products or services provided. According to Schmidt et al An engaged employee involvement with, commitment to, and satisfaction with work. According to Robinson Engaged employees care abut the future of the company/institution and are willing to invest the discretionary effort and feel a strong emotional band to the organization that employs them. According to work foundation Engaged employee are emotional and intellectual commitment to their organization and its success and experience a compelling purpose and meaning in their work and give of their discrete effort to advance the organization objective.

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 According to the best companies Engagement can be defined as an employees drive to use all their ingenuity and resources for the benefit of the company/ institutions.

Origin of employee engagement

Engagement at work was conceptualized by William A. Kahn (1990) as the harnessing of organizational members selves to their work roles. In engagement, people employ and express themselves physically, cognitively, and emotionally during role performances. The second related construct to engagement in organizational behavior is the notion of flow advanced by Csikszentmihalyi (1975, 1990). Csikzentmihalyi (1975) defines flow as the holistic sensation that people feel when they act with 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. It is the level of commitment of and involvement an employee has towards their organizational and its values. An engaged employee is aware of business context and works with colleague to improve performance within the job for the benefit of the organization. The organization must work to develop and nurture engagement, which requires a two-way relationship between employer and employee. Engagement is most closely associated with the existing construction of job involvement (Brown 1996) and flow (Csikszentmihalyi 1990). Job involvement is defined as the degree to which the job situation is central to the person and his or her identity (Lawler & Hall 1970). (Kanungo 1982) maintained that job 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 from a cognitive judgment about the needs satisfying abilities of the job. Finally engagement may be thought as an antecedent to job involvement in that individuals who experience deep engagement in their roles should come to identify with their jobs. HR practitioners believe that the engagement challenge has a lot to do with how employees feel about the work experience and how he or she is treated in the organization. It has a lot to do with emotions which are fundamentally related to drive bottom line success in a company. There will always be people who never give their best efforts no matter how hard HR and line managers try to engage them Rajasthan Technical University Page 36

but for the most part employees want to commit to companies because doing so satisfies a powerful and a basic need in connect with and contribute to something significant.

Studies by Consultants
Engaged employees care about the future of the company and are willing to invest the discretionary effort.

Emotional attachment

Only 29% of employees are actively engaged in their jobs. These employees work with passion and feel a profound connection to their company. People that are actively engaged help move the organization forward. 88% of highly engaged employees believe they can positively impact quality of their organization's products, compared with only 38% of the disengaged. 72% of highly engaged employees believe they can positively affect customer service versus 27% of the disengaged. 68% of highly engaged employees believe they can positively impact costs in their job or unit, compared with just 19% of the disengaged. Engaged employees feel a strong emotional bond to the organization that employs them. This is associated with people demonstrating willingness to recommend the organization to others and commit time and effort to help the organization succeed. It suggests that people are motivated by intrinsic factors (e.g. personal growth, working to a common purpose, being part of a larger process) rather than simply focusing on extrinsic factors (e.g. pay, reward).s

Involvement
Eileen Appelbaum and her colleague studied 15 steel mills, 17 apparel manufacturers and 10 electronic instrument and imaging equipment producers. Their purpose was to compare traditional production Rajasthan Technical University Page 37

systems with flexible high performance production systems involving teams, training and incentive pay systems. In all three industries, the plants utilizing high involvement practices showed superior performance. In addition, workers in the high involvement plants showed more positive attitudes including trust, organizational commitment and intrinsic enjoyment of the work. The concept has gained popularity as various studies have demonstrated links with productivity. It is often linked to the notion of employee voice and empowerment.

Commitment

It has been routinely found that employee engagement scores account for as much as half of the variance in customer satisfaction scores. This translates into millions of dollars for companies if they can improve their scores. Studies have statistically demonstrated that engaged employees are more productive, more profitable, more customer focused, safer, and less likely to leave their employer. Employees with the highest level of commitmentperform 20% better and are 87% less likely to leave the organization, which indicates that engagement is linked to organizational performance. For example, at the beverage company of Molson Coors, it was found that engaged employees were five times less likely than non engaged employees to have a safety incident and seven times less likely to have a lost time safety incident. In fact, the average cost of a safety incident for an engaged employee was $63, compared with an average of $392 for a non engaged employee. Consequently, through strengthening employee engagement, the company saved $1,721,760 in safety costs in 2002. In addition, savings were found in salesperformance teams through engagement. In 2005, for example, low engagement teams were seen falling behind engaged teams, with a difference in performance-related costs of low versus high engagement teams totaling $2,104,823.3. Rajasthan Technical University Page 38

Life insurance industry

Two studies of employees in the life insurance industry examined the impact of employee perceptions that they had the power to make decisions, sufficient knowledge and information to do the job effectively and rewards for high performance. In both studies, high involvement management practices were positively associated with employee morale, employee retention and firm financial performance. Watson Wyatt found that high commitment organizations out performed those with low commitment by 47% in the 2000 study and by 200% in the 2002 study.

Productivity
In a study of professional service firms, the Hay Group found that offices with engaged employees were up to 43% more productive. The most striking finding is the almost 52% gaps in operating incomes between companies with highly engaged employees and companies whose employees have low-engagement scores. High-engagement companies improved 19.2% while low-engagement companies declined 32.7% in operating income during the study period. For example, New Century Financial Corporation, a U.S. specialty mortgage banking company, found that account executives in the wholesale division who were actively disengaged produced 28% less revenue than their colleagues who were engaged. Furthermore, those not engaged generated 23% less revenue than their engaged counterparts. Engaged employees also outperformed the not engaged and actively disengaged employees in other divisions. It comes as no surprise then that engaged employees have been statistically linked with innovation events and better problem solving.

Generating engagement

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Recent research has focused on developing a better understanding of how variables such as quality of work relationships and values of the organization interact and their link to important work outcomes. 84% of highly engaged employees believe they can positively impact the quality of their organization's products, compared with only 31 percent of the disengaged. From the perspective of the employee outcomes range from strong commitment to the isolation of oneself from the organization. The study done by the Gallup Management Journal has shown that only 29% of employees are actively engaged in their jobs. Those engaged employees work with passion and feel a strong connection to their company. About of the business units scoring above the median on employee engagement also scored above the median on performance. Moreover, 54% of employees are not engaged meaning that they go through each workday putting time but no passion into their work. Only about of companies below the median on employee engagement scored above the median on performance. Access to a reliable model enables organizations to conduct validation studies to establish the relationship of employee engagement to productivity/performance and other measures linked to effectiveness. It is an important principle of industrial and organizational psychology (i.e. the application of psychological theories, research methods, and intervention strategies involving workplace issues) that validation studies should be anchored in reliable scales (i.e. organized and related groups of items) and not simply focus on individual elements in isolation As employee productivityis clearly connected with employee engagement, creating an environment that encourages employee engagement is considered to be essential in the effective management of human capital.

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Strategies to increase employee engagement

1.Maslow's hierarchy of needs

2. Factors affecting engagement of employees are as follows:

1) Respect for employees individuality 2) Recognition of industry as a human organization 3) Communication 4) Interesting work profile 5) Quality of work-life 6) Excess regulations, red-tape and paper work 7) Inadequate leisure 8) Ethical and social considerations 9) Freedom to take initiative 10) Organizational vision and objective 11) Delegation Rajasthan Technical University Page 41

12) Responsibility with authority 13) Appreciation for good performance 14) Reward and incentive 15) Opportunity for self-development 16) Sense of competence 17) Compensation package 18) Job enlargement 19) Organizational climate 20) Partnership between management and employees 21) Behavior of Boss 22) Exit Interview

Influences

Employer engagement - A company's commitment to improving the partnership between employees and employer. Employers can stay engaged with their employees by actively seeking to understand and act on behalf of the expectations and preferences of their employees. Employee perceptions of job importance - According to a 2006 study by Gerard Seijts and Dan Crim, "an employees attitude toward the job's importance and the company had the greatest impact on loyalty and customer servicethen all other employee factors combined."

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 Employee clarity of job expectations - If expectations are not clear and basic materials and equipment not provided, negative emotions such as boredom or resentment may result, and the employee may then become focused on surviving more than thinking about how he can help the organization succeed. Career advancement/ improvement opportunities - "Plant supervisors and managers indicated that many plant improvements were being made outside the suggestion system, where employees initiated changes in order to reap the bonuses generated by the subsequent cost savings." Regular feedback and dialogue with superiors - "Feedback is the key to giving employees a sense of where they are going but many organizations are remarkably bad at giving it. What I really wanted to hear was 'Thanks you did a good job.' but all my boss did was hand me a check. Quality of working relationships with peers, superiors, and subordinates - if employees relationship with their managers is fractured, then no amount of perks will persuade the employees to perform at top levels. Employee engagement is a direct reflection of how employees feel about their relationship with the boss. Perceptions of the ethos and values of the organization - Inspiration and values are the most important of the six drivers in our Engaged Performance model. Inspirational leadership is the ultimate perk. In its absence, It is unlikely to engage employees. Effective Internal Employee Communications - The effect of poor internal communications is seen as its most destructive in global organizations which suffer from employee annexation. In the worst case, employee annexation can be very destructive when the head office attributes the annex's low engagement to its poor performance when its poor performance is really due to its poor communications.

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Aspects of employee engagement

Some basic aspects of employee engagement according to the global studies are: Employee engagement is a barometer that determines the association of a person with the organization. Most organizations today realize that a satisfied employee is not necessarily the best employee in terms of loyalty and productivity. It is only an engaged employee who is intellectually and emotionally bound with the organization, feels passionately about its goals and is committed towards its values. Engaged employees goes the extra mile beyond the basic job responsibility and is associated with the actions that drive the business.In times of diminishing loyalty, employee engagement is a powerful retention strategy. The fact that it has a strong impact on the bottom line adds to its significance. The employers and their ability to create the conditions that promote employee engagement. Interaction between employees at all levels.

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Thus, it is largely the organizations responsibility to create an environment and culture conducive to this partnership, and a win-win equation.

Meaning of the term engagement

A clear view of the behavior demonstrated by the engaged employee thus obtained are: Belief in the organization. Desire to work to make things better. Understanding of business context and bigger picture. Respectful and helpful to colleague. Willingness to go the extra mile. Keeping up to date with development in the field.

Engagement has clear overlaps with more exhaustively researched concepts of commitment and organizational citizenship behavior but there are also differences. In this, way organization must to engage the employees who in turn have a choice about the level of engagement to offer the employee.

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Benefits to the organization

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

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Literature Review
Employee engagement has become a hot topic in recent years. Despite this, there remains apaucity of critical academic literature on the subject, and relatively little is known about how employee engagement can be influenced by management. Although there is a great deal ofinterest in engagement, there is also a good deal of confusion. At present, there is noconsistency in definition, with engagement having been operationalised and measured inmany disparate ways.

The review indicates that there are more employees whoare disengaged or not engaged than there are engaged employees. Despite this, manyorganisations believe that engagement is a dominant source of competitive advantage. Resultsfrom research organisations and corporate results have demonstrated there may be a stronglink between engagement, employee performance and business outcomes. The key drivers ofemployee engagement identified include communication, opportunities for employees to feedtheir views upwards and thinking that their managers are committed to the organisation. Whilst key drivers of engagement have been identified it is also clear that one size does not fit all.

The review also identifies gaps and issues that have not so far been investigated, making clearthe focus of where further enquiry should be. It is apparent that there is a lack of researcharound the predictors of engagement and whether or not interventions, such as trainingmanagers on how to communicate effectively, could help to increase engagement. There isalso a need for future research to concentrate on individual differences and whether variablessuch as personality impact engagement.

The review aims to add value to the current state of knowledge by critically evaluating theexisting literature on employee engagement and providing a reflective stance on existingdebates and findings. As a result, it addresses concerns about the lack of agreement on whatengagement is and how issues surrounding it can be addressed.

Moreover, engaged employees have been found to outperform their disengaged counterparts. Employee engagementcan and has been found to make a difference. However there is great disagreementsurrounding how to define engagement, how it should be operationalised and whether or Rajasthan Technical University Page 47

not itis actually a valid construct at all. Furthermore, it is evident that sound, academic researchlags somewhat behind practice given that the literature is under developed, and the concept ofengagement is still in its infancy. The review addresses key questions in turn, as follows: 1. How has employee engagement been conceptualised? 1.1 What is employee engagement? 1.2 How has it been defined? 1.3 How has it been operationalised? 1.4 What are the constituent elements of employee engagement? 1.6 What are the suggested antecedents and consequences of employee engagement? 2. How do individual differences relate to employee engagement? 2.1 How is employee engagement related to how work is perceived? 2.2 To what extent is engagement related to emotional experiences and wellbeing, andwhy? 2.3 How does engagement influence outcome variables? 3. How does employee involvement relate to employee engagement? 3.1 What kinds of voice mechanisms seem to offer employees a greater sense ofinvolvement? 3.2 What evidence is there of mutual decision-making and problem solving? 3.3 To what extent are management willing to share control with employees?

The models in the literature illustrate the factors that can affect engagement and howengagement impacts on the wider performance of the organisation. However, what can be concluded is that the primarydriving force behind engagement is the organisation, its view of engagement and how it acts to create an environment conducive to engaging employees. Important areas in which theorganisation can work to improve engagement include training and career development,effective management, promoting a clear strategic vision, communication, fair treatment, payand benefits, job satisfaction, cooperation and trust. These factors vary between those thattend to be taken as given, and written explicitly into the contract of employment (i.e. pay andbenefits) and those that are organisationaldependent, cannot be taken for granted and requirethe organisation to take an initiative (i.e. ensuring two-way communication, promoting astrategic vision and building trust).Secondary to this are some variations in individual employees, with different groups orindividuals responding differently to the environment in which they work, as discussedabove.

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METHODOLOGY & PROCEDURE OF WORK

Research :-Reseach is a process of collecting, analyzing, interpreting and summarizing in a significant manner for the purpose of framing out necessary conclusion and findings of data perceived and formulated for deriving out the meaningful information. To carry our research necessary survey is to be followed. Process :- Methodology or process involving in the Research followed during the course of summer training is as follows: a) Collection of data: - This is an important aspect in formulating the objective of research process where the data is collected via two process: - i) Primary Sources and ii) Secondary sources Primary sources: -. The primary data is the information which is collected for the first time and thus happens to be original in nature. It is obtained through observation and through direct

communication with the respondents. It includes the collection of data through questionnaires. The primary data for the thesis is collected through the following tools like: A questionnaire that includes different parameters like ( job security , awareness about the vision and mission of the organization, working Environment, job satisfaction and opportunity for growth, development of employees etc.) in Bank of Baroda. Personal interaction/ interview with the award- staff / officers of Bank of Baroda. Direct observation of the working condition of employees in Bank of Baroda.

Secondary sources:The Secondary data is the information which is already available i.e., they refer to the data, which has already been collected and analyzed by someone else. The secondary data for the thesis is collected through the following tools like:

Internet. Books and journals of Bank of Baroda. Intranet of Bank of Baroda. Page 49

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Analyzing of collected data: - The data collected through market survey and published sources is then processed to obtained necessary inferences and findings for the purpose of achieving the objective as well as to derive necessary conclusion. A considerable skill and knowledge is involved in analyzing the data for the purpose of interpreting there of. b) Interpreting of data: - It is the significant step where the data collected and analyzed is interpreted in the forms of graphs and figures is depicted in the report called Project report. c) Summarizing of data: - Thereby necessary summary is prepared which is essential in the project report of the summer training being done under an organization. Questionnaire: - Questionnaire is a set or group of questions being framed for the purpose of obtaining market perspective about a particular aspect or topic. Questionnaire being considered necessary for the survey of the project being undertaken was: a) Close ended questionnaire: - where the respondents is limited to the choice of answer being delivered by the interviewer itself so that quick and fast means of responses be derived out without wasting much time. Here close ended questionnaire being followed by me during the course of the summer training market survey.

Sampling:Random Sampling Method: - A random sample method is used for the collection of data and the survey has been done on 50 employees of the different branches of Bank of Baroda.

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EMPIRICAL ANALYSIS

1.

Overall, how satisfied are you with Bank of Baroda as an employer? Neutral Satisfied Very Satisfied 3 4 5

Very Dissatisfied Dissatisfied 1 2

0% 24% 6% 10% VD D N 60% S VS

Very dissatisfied 0 dissatisfied Neutral Satisfied Very Satisfied 3 5 30 12

INTERPRETATION:
It can be observed from the above data and chart that 84% people are satisfied with Bank of Baroda as an employer and 6% are dissatisfied with this statement .this shows that employees are satisfied with Bank of Baroda however 10% people dont want to give any negative or positive feedback.

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2. BOB's leadership and planning [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] I have confidence in the leadership of BOB 1.2...3..4..5

There is adequate planning of corporate objectives1.2...3..4......5 Management does not say one thing and do another 1.2...3..4......5

leadership and planning

25

no.of employees

20 15

10

0 I have confidence in the leadership of BOB There is adequate planning of corporate objectives Management does not say one thing and do another

SD 0 4 1

D 5 8 9

N 20 12 10

A 20 20 20

SA 5 6 10

INTERPRETATION:
1. It can be observed from the above data and chart that 50% people have confidence in the leadership of BOB and gives positive feedback. Whereas 10% people gives negative response and 40% people are neutral on this statement.

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2.It can be observed from above data that 51% people are agree with the statement and only24% are disagree with the statement whereas 24% are not sure about it. This shows that there is adequate planning of corporate objectives.

3.It can be observed from the above data that 60% people gives positive feedback on the statement,20% people are not sure and 20% people gives negative feedback so it has been observed that Management does not say one thing and do another.

4. Corporate Culture [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] Quality is a top priority with BOB ....................................................1.............2.............3.............4.............5 Individual initiative is encouraged at BOB .......................................1.............2.............3.............4.............5

corporate culture
25 no. of employees 20 15 10 5 0 quality is a top priority with bob individual initiative is encouraged at bob SD 5 2 D 5 3 N 5 10 A 15 20 SA 20 15

INTERPRETATION:
1. It can be observed from the above data and chart that 70% people gives positive feedback. Whereas 20% people gives negative response and 10% people are neutral on this statement.This shows that quality is a top priority with BOB.

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2.It can be observed from above data that 70% people are agree with the statement and only10% are disagree with the statement whereas 20% are not sure about it. So it has been observed that individual initiative is encouraged at BOB.

4. Communications [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] BOB's corporate communications are frequent enough ...................1.............2.............3.............4.............5 I feel I can trust what BOB tells me ..................................................1.............2.............3.............4.............5 There is adequate communication between departments..................1.............2.............3.............4.............5

cummunication
35 30 25 20 15 10 5 0 bob's corporate communoication are frequent enough I feel I can trust what bob tells me there is adequate communication between departments no.of employees

SD 2 1 2

D 3 4 2

N 5 7 6

A 25 23 30

SA 15 15 10

INTERPRETATION:
1. It can be observed from the above data and chart that 80% people gives positive feedback. Whereas 10% people gives negative response and 10% people are neutral on this statement.So from above data it has found that BOB's corporate communications are frequent enough.

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2.It can be observed from above data that 76% people are agree with the statement and only10% are disagree with the statement whereas 14% are not sure about it. This shows that It can be trust what BOB tells me.

3.It can be observed from the above data that 80% people gives positive feedback on the statement,20% people are not sure and 20% people gives negative feedback so it has been observed that There is adequate communication between departments .

5. Career Development [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] I have a clearly established career path at BOB ...............................1.............2.............3.............4.............5 I have opportunities to learn and grow .............................................1.............2.............3.............4.............5 If you have been here at least six months, please respond to these performance appraisal items

My last performance appraisal accurately reflected my performance 1234.5 The performance appraisal system is fair1.23..45

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career development
30 25 no.of employees 20 15 10 5 0 I have a clearly established career path at BOB I have opportunities to learn and grow If you have been here at least six months, please respond to these performance appraisal items SD 2 2 5 4 D 5 3 15 18 N 8 15 5 4 A 25 25 10 8 SA 10 5 15 16

INTERPRETATION:
1. It can be observed from the above data and chart that 70% people gives positive feedback. Whereas 10% people gives negative response and 10% people are neutral on this statement. This shows that it has been a clearly established career path at BOB.

2.It can be observed from above data that 60% people are agree with the statement and only10% are disagree with the statement whereas 30% are not sure about it. It can be say thatthere is opportunities to learn and grow.

3.It can be observed from the above data that 50% people gives positive feedback on the statement,10% people are not sure and 40% people gives negative feedback so it has been observed that My last performance appraisal accurately reflected my performance

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4. It can be observed from the above data and chart that 48% people gives positive feedback. Whereas 8% people gives negative response and 44% people are neutral on this statement. This shows that The performance appraisal system is fair.

6. Your Role [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] I am given enough authority to make decisions I need to make .......1.............2.............3.............4.............5 I feel I am contributing to BOB's mission ........................................1.............2.............3.............4.............5 I have the materials and equipment I need to do my job well ..........1.............2.............3.............4.............5

INTERPRETATION:
1. It can be observed from the above data and chart that 70% people gives positive feedback. Whereas 6% people gives negative response and 24% people are neutral on this statement.

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2.It can be observed from above data that 80% people are agree with the statement and only 6% are disagree with the statement whereas 14% are not sure about it.

3.It can be observed from the above data that 70% people gives positive feedback on the statement,6% people are not sure and 24% people gives negative feedback .

7. Recognition and Rewards [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] If I do good work I can count on making more money ....................1.............2.............3.............4.............5 If I do good work I can count on being promoted ............................1.............2.............3.............4.............5 I feel I am valued at BOB .................................................................1.............2.............3.............4.............5 BOB gives enough recognition for work that's well done ................1.............2.............3.............4.............5 My salary is fair for my responsibilities ...........................................1.............2.............3.............4.............5

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INTERPRETATION:
1. It can be observed from the above data and chart that 4% people gives positive feedback. Whereas 76% people gives negative response and 20% people are neutral on this statement. It shows that if an employee do good work he would not be counted on making more money.

2.It can be observed from above data that 60% people and agree with the statement and only 24% are disagree with the statement whereas 16% are not sure about it.

3.It can be observed from the above data that 70% people feel that t hey is valued at BOB and gives positive feedback on the statement,20% people are not sure and 10% people gives negative feedback .

4. It can be observed from the above data and chart that 80% people gives positive feedback. Whereas 16% people gives negative response and 4% people are neutral on this statement. It shows that BOB gives enough recognition for work that's well done.

5.It can be observed from above data that 40% people and agree with the statement and only 40% are disagree with the statement whereas 20% are not sure about it.

8. Teamwork and Cooperation [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] I feel part of a team working toward a shared goal ...........................1.............2.............3.............4.............5 Politics at this company are kept to a minimum ...........................1.............2.............3.............4.............5

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teamwork and cooperation

30 25 20 15 10 5 0 I feel part of a team working towards a shared goal Politics at this co. kept to a minimum

no.of employees

SD 2 5

D 3 10

N 5 10

A 25 10

SA 15 15

INTERPRETATION:
1. It can be observed from the above data and chart that 80% people gives positive feedback. Whereas 10% people gives negative response and 10% people are neutral on this statement.

2.It can be observed from above data that 60% people and agree with the statement and only 30% are disagree with the statement whereas 20% people give neutral response.

9. Working Conditions [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] I believe my job is secure..................................................................1.............2.............3.............4.............5 My physical working conditions are good ........................................1.............2.............3.............4.............5 Deadlines at BOB are realistic ..........................................................1.............2.............3.............4.............5 My workload is reasonable ...............................................................1.............2.............3.............4.............5 Rajasthan Technical University Page 60

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

working condition
40 35 30 no. of employees 25 20 15 10 5 0 I believe my job is secure My physical working conditions are good Deadlines at BOB are realistic My workload is reasonable I can keep a reasonable balance between work and personal life SD 0 1 2 0 0 D 0 1 3 10 10 N 5 5 5 10 20 A 10 8 35 20 10 SA 35 35 5 10 10

INTERPRETATION:
1.It can be observed from the above data and chart that 90% people feel that they believe their job is secure and agree with the statement and noone feel that they believe their job is not secure..

2. It can be observed from the above data and chart that 86% people feel that their physical working conditions are good and gives positive feedback. Whereas 4% people gives negative response and 10% people are neutral on this statement.

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3.It can be observed from above data that 80% people are agree with the statement and only 10% are disagree with the statement whereas 10% are not sure about it. This shows that deadlines at BOB are realistic.

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

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

10. Your Immediate Supervisor [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] My supervisor treats me fairly ..........................................................1.............2.............3.............4.............5 My supervisor treats me with respect ...............................................1.............2.............3.............4.............5 My supervisor handles my work-related issues satisfactorily ..........1.............2.............3.............4.............5 My supervisor asks me for my input to help make decisions ...........1.............2.............3.............4.............5 My supervisor is an effective manager .............................................1.............2.............3.............4.............5

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your supervisor
35 30 no. of employees 25 20 15 10 5 0 My supervisor treats me fairly My supervisor treats me with respect My supervisor handles my workrelated issues satisfactorily My supervisor asks me for my input to help make decisions My supervisor is an effective manager SD 0 0 0 0 0 D 2 2 0 2 2 N 8 3 10 8 8 A 10 15 20 25 25 SA 30 30 20 15 15

INTERPRETATION:
1.It can be observed from the above data and chart that 80% people feel that they feel that their supervisor treats them fairly and agree with the statement response and 4% people are neutral on this statement. Whereas 16% people gives negative

2. It can be observed from the above data and chart that 90% people gives positive feedback. Whereas 4% people gives negative response and 6% people are neutral on this statement.

3.It can be observed from above data that 80% people are agree with the statement whereas 20% are not sure about it. It shows that supervisor handles work-related issues satisfactorily.

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4.It can be observed from the above data that 80% people gives positive feedback on the statement ,16% people are not sure and 4% people gives negative effect.

5.It can be observed that 80% people gives higher priority while 16% do not give and 4% people are not sure about it. It shows that supervisor is an effective manager. From above data it can be say that employees are satisfied with their supervisor.

11. BOB's Training Program [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] BOB provided as much initial training as I needed ..........................1.............2.............3.............4.............5 BOB provides as much ongoing training as I need...........................1.............2.............3.............4.............5

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INTERPRETATION:

1.It can be observed from the above data and chart that 80% people feel that they feel that BOB provided as much initial training as they needed and agree with the statement Whereas 16% people gives negative response and 4% people are neutral on this statement.

2. It can be observed from the above data and chart that 90% people gives positive feedback. Whereas 10% people are neutral on this statement.

12. Benefits [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] Amount of vacation...........................................................................1.............2.............3.............4.............5 Sick leave policy ...............................................................................1.............2.............3.............4.............5 Amount of health care paid for .........................................................1.............2.............3.............4.............5

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benefits
35 30 25 no. of employees 20 15 10 5 0 Amount of vacation Sick leave policy Amount of health care paid for

SD 0 0 0

D 0 0 1

N 20 5 9

A 10 25 30

SA 20 20 10

INTERPRETATION:

1.It can be seen from the above data that 60% people feel that amount of vacation is enough and 40% people are do not want to give any feedback on this statement.

2.It can be seen from the above data that 90% people are agree with the statement while 10% people are may or may not be sure.itcan be say that majority of the people feel that sick leave policy is good for employees. 3. It can be observed from the above statement that 80% people give positive response on the statement that coaching and mentoring helps to develop interpersonal and communication skills and 2% gives negative response but 18% people give neutral response.

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13.

Would you recommend employment at BOB to a friend? Probably not Maybe Probably would Definitely

Definitely not would

Definitely not Probably not May be

2 3 20

Probably would 10 Definitely would 15

25

20

no. of employees

15

10

0 DN PN MB PW DW

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

organization and recommend employment at BOB to a friend they and agree with the statement Whereas 10% people gives negative response and 40% people are neutral on this statement.

14. After joining this Organization, I feel a. my happiness increased upto 0-25% 25-50% 50-75% 75-100%

b. welfare schemes of the organization increases my satisfaction level 0-25% 25-50% 50-75% 75-100%

c. to have more such benefits from my organization 0-25% 25-50% 50-75% 75-100%

25

20 no. of employees

15

10

0 my happiness increased upto welfare schemes of the organization increases my satisfaction level to have more such benefits from my organization

0-25% 0 0 0

25-50% 10 10 10

50-75% 20 20 20

75-100% 20 20 20

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INTERPRETATION:

1.It can be observed from the above data and chart that 40% people feel that their happiness increased upto 75-100%, and 40%. happiness increased upto 50-75% and 20% people feel that their happiness increased upto 25-50%.

2. .It can be observed from the above data and chart that 40% people feel welfare schemes of the organization increases my satisfaction level upto 75-100%, and 40%.people feel welfare schemes of the organization increases my satisfaction level upto 50-75% and 20% people feel that welfare schemes of the organization increases my satisfaction level upto 25.

14.

I perform my duties with full dedication and keep myself involved in the process, when it

comes to the area that has a direct effect on my working. a. Agree b. Disagree c. No Opinion

10% 10% agree disagree 80% no opinion

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Agree Disagree No opinion

5 40 5

INTERPRETATION:
It can be observed from the above data and chart that 80% people feel that they perform their duties with full dedication and keep involved in the process, when it comes to the area that has a direct effect on my working.and agree and 10% are disagree 0% people dont want to give any negative or positive feedback.

KEY FINDINGS
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Following are the findings that have emerged out of the feed back collected through Questionnaire: Most of the employees have given positive feed back on every question pertaining to the bank. Employees in more number strongly agree that theyare satisfied with Bank of Baroda as an employer. Employees feel that they have confidence in the leadership of BOB. It can also be found that by taking it also help employees to work as a team and also help to enhance knowledge. Employees are motivated and feel very confident in their work.. Employees feel that they can make a balance between their professional and personal life. That can improve job satisfaction and morale of employees. In managers role the response of respondents may very some are satisfied with their managers task and some are not satisfied. Employees give positive response on managers role like use questions to deliever feedback ,by asking you to reflect on your own performance, praise you or otherwise recognise your achievements etc. and employees are disagree in ask you to define your own goal for a task, project, or your professional development.

Employees are also agree with the benefits and reward system of organization by it employee can be motivateed and feel very confident in their work.

Conclusion
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Employee Engagement is the buzz word term for employee communication. It is a positive attitude held by the employees towards the organization and its values. It is rapidly gaining popularity, use and importance in the workplace and impacts organizations in many ways. Employee engagement emphasizes the importance of employee communication on the success of an organization. An organization should thus recognize employees, more than any other variable, as powerful contributors to a company's competitive position.Therefore employee engagement should be a continuous process of learning, improvement, measurement and action.

We would hence conclude that raising and maintaining employee engagement lies in the hands of an organization and requires a perfect blend of time, effort, commitment and investment to craft a successful endeavor.

The rapidly accelerating use of the term Employee engagement management practices as well as inthe psychological and business literature demands clarification of the construct.

If Employee engagement is avalid construct it should be included in future research as a construct in its own right. If itis not, then surely it should not be allowed to dilute well established and exploredtheoretical constructs, notably such as commitment and job satisfaction.

This research has potential applications for HRM for role definition, support andflexibility. For instance, the increased use of outsourcing and virtual work teams havebecome strategic processes for many companies. If Employee engagement is so important to companies then,what is the role of EE in these processes? Indeed, if Employee Engagement is so valuable to companies inthat it is having such a profound effect on performance and profitability, then it and requires future research.

RECCOMENDATIONS AND SUGGESTIONS

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These characteristics are on the basics of employee engagement practices. What I would like to suggest here are some of the steps that can be taken to move employee engagement to higher levels of rigor and impact.

Appropriate leadership behaviour helps create a satisfying work environment conducive high productivity.

levels of engagement are influenced by the agencys management staff. Because employees tend to reflect or imitate the characteristics of their leaders.

Employee Engagement theory would suggest that in an agency such as the study.

Site, where the workers are significantly engaged, production outcomes would be high.

Practitioners should understand the psychological conditions of engagement, and how engaged staff members benefit an agency.

Employee should strive tobecome engaged with their jobs so as to maximize their effectiveness with clients and to develop themselves as more effective change agents.

It is therefore presumed that the practitioners within the agency can motivated, emotionally connected to their jobs and willing to go above and beyond the call of duty in order to get their work done.

The success rate of the agency on meeting proscribed outcomes also reflects the high overall staff engagement.

Using a scale of agreement (or Likert Scale), a survey can express quantitative measurements of your employee engagement. Often times, gathering open-ended comments along with numerical, scale data yields a rich source of inexpensive opportunities to make employees happy.

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Provide an environment which assists in work life balance. Create an atmosphere where employees perceive the company as being interested in partnering them in their career. An eg. Of work life balance would be providing financial support to learn one new non-work skill every two years.

By facilitating career advancement and opportunities to improve skills through training,employers can improve their employee engagement. An employee who is feeling confident and improved by the organization actively promotes the organization to others.

Treat employees as you would treat valuable investments and ensure that they have clear job roles, clear links to business needs and skills to successfully perform their roles is a must.

References
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Archie Thomas, CMA, and Ann MacDianmid Encouraging Employee Engagement CMA Management, Jun/Jul 2004. Ashok Mukherjee Engagement for the mind body, and soul Human Capital, Aug. 2005. Barbara Palframan Smith Employee connection Technology to built culture and community Communication World Mar / Apr 2004. Beverly Kaye and Sharon Jordan Evans From Assets to Investors Training and Development Apr 2003. Charles Woodruffe Employee Engagement The Real Secret of Winning a Crucial Edge over your rivals Manager Motivation Dec. / Jan. 2006. ChristofferEllehuus,Piers Hudson-Driving Performance and Retention Through Employee Engagement Corporate leadership Council 2004,Employee Enagegement Survey Charlotte Garvey Connecting the organizational pulse into the bottom line HR Magazine society for Human Resource Management, June 2004. Cifton, D.O. &Hartor, J.K. (2003) Investing in strength positive organizational scholarship. Foundation of a new discipline (pp 111-121) Douglas R. May, Richard L Gilson The Psychological conditions of meaningfulness safety and availability and the engagement of the human spirit at work Journal of Occupational and Organisational Psychology (2004) 7, 11-37. Ellen Lanser May Are people your priority? How to engage your work force Healthcare Executive, July/Aug. 2004. Fox, S, & Spector, P.E.. Emotions in the work place the neglected side of organizational life introduction. Human Resource Management Review, 12, 167 171. Gretcher Hoover Maintaining employee engagement when communicating difficult issues Communication World, Nov / Dec 2005. Heskett, Jame L Putting the service profit chain to work Harvard Business Review, Mar / Apr 94 Vol. 72 Issue 2.

ANNEXURES TO THE REPORT

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BIBLIOGRAPHY
Following sources have been referred for the completion of the project report: -

A. Internet sites
www.scribed.com www.citehr.com www.rave-tech.com http://www.decwise.com/employee-surveys.html http://www.surveymonkey.com/Home_Reasons.aspx http://www.bankofbaroda.com/org_structure.asp http://www.bankofbaroda.com/download/ShareholdingPattern.pdfhttp://www.culturalleadership.org.uk/fileadmin/clp_user/research_and_resource s/COACHING_MENTORING-Brooks_11_19.pdf

B. Publications
Business Today Human capital

C. Reports
Mc. Kinsey Report on employee engagement AIMA study on employee engagement

Appendix
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BRIEF QUESTIONNAIRES FOR PROJECT REPORT

I, KhushbuZindal pursuing MBA from MAIET (RTU),Rajasthan. I am undergoing summer interenship in HR in Bank of Baroda.My project topic is Analysis of Study of Employee Engagement Practices in Banking Industry Employee Engagement is the level of commitment and involvement an employee has towards their organization and its values. I am analysing the employee engagement practices in Bank of Baroda and identifying strong feelings of employee engagement towards organization.So I would like to answer the questions on the basis of your opinion for completing my project.

NAME :

DESIGNATION :

1. Your age?

Under 21......................................................... 21 to 34 .......................................................... 35 to 44 .......................................................... 45 to 54 .......................................................... 55 or older ......................................................

2. Sex?

Male ............................................................... Female ............................................................

3. How long have you worked for Bank of Barda? Rajasthan Technical University Page 77

Less than one year .......................................... One year to less than two years...................... Two years to less than five years ................... Five years to less than ten years ..................... Ten years or more ..........................................

4.

Overall, how satisfied are you with Bank of Baroda as an employer? (Please circle one number

foreach statement) Very Dissatisfied 1 2 3 4 5 6 Very Satisfied 7

5. BOB's leadership and planning [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

I have confidence in the leadership of BOB .....................................1.............2.............3.............4.............5 There is adequate planning of corporate objectives ..........................1.............2.............3.............4.............5 Management does not say one thing and do another.....................1.............2.............3.............4.............5

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

Quality is a top priority with BOB ....................................................1.............2.............3.............4.............5 Individual initiative is encouraged at BOB .......................................1.............2.............3.............4.............5

7. Communications Rajasthan Technical University Page 78

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

BOB's corporate communications are frequent enough ...................1.............2.............3.............4.............5 I feel I can trust what BOB tells me ..................................................1.............2.............3.............4.............5 There is adequate communication between departments..................1.............2.............3.............4.............5

8. Career Development [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

I have a clearly established career path at BOB ...............................1.............2.............3.............4.............5 I have opportunities to learn and grow .............................................1.............2.............3.............4.............5 If you have been here at least six months, please respond to these performance appraisal items

My last performance appraisal accurately reflected my performance1234.5 The performance appraisal system is fair .........................................1.............2 3 4 5

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

I am given enough authority to make decisions I need to make .......1.............2.............3.............4.............5 I feel I am contributing to BOB's mission ........................................1.............2.............3.............4.............5 I have the materials and equipment I need to do my job well ..........1.............2.............3.............4.............5

10. Recognition and Rewards Rajasthan Technical University Page 79

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

If I do good work I can count on making more money ....................1.............2.............3.............4.............5 If I do good work I can count on being promoted ............................1.............2.............3.............4.............5 I feel I am valued at BOB .................................................................1.............2.............3.............4.............5 BOB gives enough recognition for work that's well done ................1.............2.............3.............4.............5 My salary is fair for my responsibilities ...........................................1.............2.............3.............4.............5

11. Teamwork and Cooperation [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

I feel part of a team working toward a shared goal ...........................1.............2.............3.............4.............5 Politics at this company are kept to a minimum ...........................1.............2.............3.............4.............5

12. Working Conditions [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

I believe my job is secure..................................................................1.............2.............3.............4.............5 My physical working conditions are good ........................................1.............2.............3.............4.............5 Deadlines at BOB are realistic ..........................................................1.............2.............3.............4.............5 My workload is reasonable ...............................................................1.............2.............3.............4.............5 I can keep a reasonable balance between work and personal life .....1.............2.............3.............4.............5

13. Your Immediate Supervisor [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

My supervisor treats me fairly ..........................................................1.............2.............3.............4.............5 My supervisor treats me with respect ...............................................1.............2.............3.............4.............5 My supervisor handles my work-related issues satisfactorily ..........1.............2.............3.............4.............5 Rajasthan Technical University Page 80

My supervisor asks me for my input to help make decisions ...........1.............2.............3.............4.............5 My supervisor is an effective manager .............................................1.............2.............3.............4.............5 14. BOB's Training Program [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree]

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

15. Benefits [1 = Strongly disagree;2=disagree;3=Neutral;4=Agree; 5 = Strongly agree] Amount of vacation...........................................................................1.............2.............3.............4.............5 Sick leave policy ...............................................................................1.............2.............3.............4.............5 Amount of health care paid for .........................................................1.............2.............3.............4.............5

16. Would you recommend employment at BOB to a friend? Definitely not would Probably not Maybe Probably would Definitely

17. After joining this Organization, I feel

a. my happiness increased upto 0-25% 25-50% 50-75% 75-100%

b. welfare schemes of the organization increases my satisfaction level 0-25% 25-50% 50-75% 75-100%

c. to have more such benefits from my organization 0-25% 25-50% 50-75% 75-100%

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18.

I perform my duties with full dedication and keep myself involved in the process, when it

comes to the area that has a direct effect on my working.

a. Agree b. Disagree c. No Opinion

19.

What can BOB do to increase your satisfaction as an employee?

_______________________________________________________________________________ ________ _______________________________________________________________________________ ________ _______________________________________________________________________________ ________ _______________________________________________________________________________ ________ __________________________________________________________________________________ ________

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