TRAINING REPORT

On
EMPLOYEE MOTIVATION AT SYNDICATE BANK
Submitted to:
Satyug Darshan Institute of Engineering and Technology
By:
Name :- Komal Kanojia
ROLL NO. :- BBA-II-15/022
REGISTRATION NO. :-
Batch 2015 2018
In Partial Fulfillment of
Bachelor of Business Administration (IIFSB)
MAHARSHI DAYANAND UNIVERSITY
ROHTAK (HARYANA)

Satyug Darshan Institute of Engineering and Technology

Bhupani Lalpur Road, Village Bhupani
Faridabad - 121002, NCR, Haryana, India
 DECLARATION

I, Ms. komal kanojia hereby declare that this summer training report is the record
of authentic work carried out by me during the period from_________ to
_________and has not been submitted to any other University or Institute for the
award of any degree / diploma etc.

(Signature)
KOMAL KANOJIA

Date:
 BONAFIDE CERTIFICATE

This is to certify that Mr. komal kanojia of Satyug Darshan Institute of Engineering and
Technology has successfully completed the project work titled (EMPLOYEE MOTIVATION
AT SYNDICATE BANK ) in partial fulfillment of requirement for the completion of Bachelor
in Business Administration (BBA IIFSB) course as prescribed by the Maharishi Dayanand
University, Rohtak, (HARYANA).

This project report is the record of authentic work carried out by him/her during the period from
_________ to __________. He / she has worked under my guidance.

(Signature)
Dr.Sapna Taneja
Assistant Professor, BBA Department
Project Guide (Internal)
Date:

Counter signed by

(Signature)
Dr. Ravi Bakshi
Department Coordinator (BBA Department)
 ACKNOWLEDGEMENT

It is a matter of great pleasure for me in submitting the project report on EMPLOYEE

MOTIVATION AT SYNDICATE BANKfor the fulfillment of the requirement of my
course.I am thankful to and owe a deep gratitude to all those who helped me in preparing this
report. Words seem to be inadequate to express my sincere thanks to Dr. Sapna taneja for his
valuable guidance, constructive criticism, untiring efforts and immense encouragement during
the entire course of the study due to which my efforts have been rewarded.

Also not to be forgotten are the Lecturers of BBA IIFSB who contributed their ideas and
suggestion.
 TABLE OF CONTENT

S.NO PARTICULARS PAGE NO.

1 Introduction to the study

2 Company Profile

3 Review of literature
4 Research Methodology

5 Data Processing & Analysis

6 Findings,Conclusion and Recommendations

7 Bibliography

8 Annexure
CHAPTER: 1
INTRODUCTION
Introduction

In India the processes of liberalization and globalization have set in since the early 1990s.
During the last one and half decades the Indian economy witnessed rapid growth due to
the encouraging policy decisions and rising capital inflows. It also led to the usage of the
latest technology in communication, information, manufacturing and other sectors. This
has increased the need for knowledgeable and motivated workforce, as important drivers
for growth.
Motivation is based on growth needs. It is an integral engine which shows its effect on
the minds of individuals and the benefits it generates over a period of time. Motivation
represents those forces which act within people giving them a specific goal oriented
behavior. Since work motives affect the employees productivity, one of the
responsibilities of the management is to channelize employees motivation towards
achieving organizational goals
Motivation can be said to be the consequence of an interaction between the individual
and the situation. It has a tremendous impact on the performance of the employees.
External forces such as competition, rules and regulations and other environmental
factors impact organizational performance. Much of the managerial discourse asserts that
organizational goals are largely achieved through the effort of the employees. If they are
motivated to perform, organizations will not only achieve goals but also will be more
productive.
The effective use of work practices such as employee recruitment and selection
procedures, incentives; compensation and performance management systems not only
increase employee involvement in work but also improve their knowledge, skill and
abilities. These act as motivators thereby reducing employee attrition and enhancing
retention of quality employees.
A comprehensive definition of motivationMotivation is a process which begins with a
physiological or psychological need or deficiency which triggers behaviour or a drive that is
aimed at a goal or an incentive.--- Luthans (1989). As per the above definition there are
different types of motives.

Primary Motives are physiologically oriented. Such motives are also termed as
biological, unlearned motives.

Secondary Motives are more significant motives. These are essentially the learned
drives that become secondary motives.

There is another category of motives which can neither be classified as primary

nor as secondary. These can be referred to as general motives. These motives are
unlearned but not physiologically oriented.

1.2. Motivation of employees

Increasing employee motivation, satisfaction and performance levels are key

organizational aspects nowadays. Motivating employees is a challenging task for
organizations. Motivation helps in increasing productivity and performance of employees
by understanding and satisfying their needs which in turn increases the goodwill of the
organization. The employees are the greatest assets of any organization and maintaining
good human resource policies has an important role in motivating the workforce to
deliver high levels of performance, discretionary effort and contribution.

2
Motivation can be intrinsic or extrinsic. Intrinsic motivation can be described as the
process of motivation by the work itself in so far as it satisfies the personal needs of the
employee. Intrinsic motivation is self-generated and it is thought that people seek for a
job they think will most satisfy their needs. The factors affecting intrinsic motivation
include for example responsibility, freedom to act, courage to use and develop persons
own skills, interesting tasks and opportunities for advancement. Extrinsic motivation is
the amount of effort other people give to the person to motivate them. Extrinsic
motivation is for example the reward management provide such as pay rises, praise or
promotion. Extrinsic motivators are efficient but the influence doesnt last long.

Job Satisfaction

Over the years, employee satisfaction has been a key area of research among industrial
and organizational psychologists. There are important reasons why organizations should
be concerned with employee job satisfaction, which can be classified according to the
focus on the employee or the organization. First, the human perspective is that people
deserve to be treated fairly and with respect. Job satisfaction is the reflection of a good
treatment. It also can be considered as an indicator of emotional well-being or
psychological health. Second, the utilitarian perspective is that job satisfaction can lead to
behavior by an employee that affects organizational functioning. Furthermore, job
satisfaction can be a reflection of organizational functioning.

The assessment of job satisfaction is a common activity in many organizations where

management feels that employee well-being is important Spector (1997). Some people
like to work and they find working an important part of their life. Some people on the
other hand find work unpleasant and work only because they have to. Job satisfaction
tells how much people like their jobs. Job satisfaction is the most studied field of
organizational behavior.

3
 It is important to know the level of satisfaction at work for many reasons and the results
of the job satisfaction studies affect both the workers and the organization. At the
workers point of view it is obvious that people like to be treated fairly. If workers feel
respected and satisfied at work it could be a reflection of a good treatment. In the
organizations point of view good job satisfaction can lead to better performance of the
workers which affects the result of the company. Employee satisfaction is generally
considered as the driver of the employee retention and employee productivity. Satisfied
employees are a precondition for increasing productivity, responsiveness, quality, and
customer service Kaplan (1996).
The level of job satisfaction is affected by intrinsic and extrinsic motivating factors, the
quality of supervision, social relationships with the work group and the degree to which
individuals succeed or fail in their work. It is believed that the behavior that helps the
firm to be successful is most likely to happen when the employees are well motivated and
feel committed to the organization, and when the job gives them a high level of
satisfaction. The research showed that the key factors affecting job satisfaction are career
opportunities; job influence, teamwork and job challenge Armstrong (2006).

Need for the study

It is widely accepted by the organizational theorists that manpower is one of the most
important assets of an organization because things are getting done through employees.
In other words, the success of an organization in realizing its objectives heavily depends
on the performance of its employees. Therefore, it is important to focus on the factors
affecting the performance of the employees. Performance is considered to be related to
the concepts of ability, opportunity and motivation Ivancevich & Matteson (1997).
Ability is a function of skills, education, experience and training. Opportunity refers to
the infrastructure needed to perform a job. Finally, motivation is the desire to achieve a
goal and willingness to exert effort for it.

Motivation is something that can lead to better performance when other conditions are met. It
has an added advantage over others in the sense that while the opportunity and ability tend to
be stable and difficult to change for the personnel, motivation has flexibility, that is, it can be
changed by some means. Moreover, it is apparent that in the absence of willingness to
perform; capacity and opportunity will not generate the desired results. Motivation seems to
be one of the most important tools of Human Resource Management. Organizations design
motivation systems to encourage employees to perform in the most effective way but also to
attract potential candidates. The key to create the efficient motivation system is an answer to
the question what really motivate employees.

The importance of motivating people at work is noticeable at all levels of the organization.
Starting from managers who need to be aware of factors that motivate their subordinates to
make them perform well. It seems to be obvious that companies need motivated employees
and without any doubts motivation is an important aspect of Human Resource Management.
However, because of a complex nature of human behavior, motivation is not easy to
understand and to use their satisfaction. Prasad (1979) in a study of 400 workers found that
Indian workers irrespective of the level of skill generally attach more importance to good
wages, job security, promotion and growth and appreciation of the work.

Dayal and Saiyadain (1970) in a study on 40 personnel found that the factors contributing to
work satisfactorily in order of importance are: achieved recognition, work itself,
responsibility, interpersonal relationships, achievement and growth. The factors leading to
dissatisfactions are supervised, working conditions, company policies and administration.
Pestonjee and Basu (1972) conducted a study of 80 executives and found that motivators
(achievement, recognition, responsibility etc.) contributed significantly more towards job
satisfaction than hygiene (job) factors in the public sector. While in the private sector,
motivators contributed significantly towards the feeling of dissatisfaction.
Singh and Srivastava (1983) collected data on the need for achievement and job satisfaction
of 150 blue collar workers half low producing and other half high producing on the basis of
hours saved. Their results suggest a significant positive relationship between satisfaction and
productivity for high achievers than for low achievers.Various studies have been conducted
to ascertain the top five factors contributing to job satisfaction of managers and supervisors
Ganguli (1954) found adequate money, promotional opportunity, job security and
sympathetic treatment from boss as the most important factors contributing to job satisfaction
in a sample of first line supervisors. Lahiri and Srivastva (1967) on a sample of 93 middle
level managers found responsibility, domestic life, accomplishment, job security and
utilization of abilities on the job as top five factors contributing to job satisfaction.
Motivation in Public and Private Sector Organizations
Today organizations are required to adapt to the latest technologies in order to sustain
competitive advantage. Economic, social, political and technological changes are the
inevitable challenges that organizations are facing Sydanmaanlakka (2002). Since changes
are taking place in the external business environment, it is mandatory for all organizations to
adapt to the important changes that can be sources of motivation for competitive advantage.
All changes have a direct motivation influence on the organization as well as on employees.

Organizations, whether public or private, need motivated employees to be effective and

efficient in their functioning, in addition to the other factors. Employees who are motivated
to work energetically and creatively towards the accomplishment of organizational goals are
one of the most important inputs to organizational success. Consequently, the challenge for
organizations is to ensure that their employees are highly motivated. When the issue is
motivation, one of the first things that come to ones mind is the concept of incentive, which
refers to any means that makes an employee desire to do better, try harder and expend more
energy. With regard to monetary incentives, it can be argued that private organizations have
more financial sources to motivate their employees than the public organizations. It is known
that public employees payment levels are generally low compared to private sector
employees. Moreover, while many private organizations have monetary incentives such as
bonuses, commissions, cash rewards etc, it is quite challenging for the public sector to
provide such incentives in adequate levels in a weak national economy. As a result, it is
important to look for any possible alternative means that can be used to motivate employees
in the public sector.
Need for Motivation in Banking Sector

Banks play a role of considerable economic significance as intermediaries in mobilizing

public savings and channelizing the flow of funds for productive purposes, keeping with the
process of the economic growth of the country. Realizing the importance of the role of the
banks in economic development, Government of India/Reserve Bank of India took several
major initiatives after the country attained independence to gear the banking system to serve
the national objective. One of the most momentous of such initiatives was the substitution of
public ownership by private ownership, through the medium of an ordinance, of the 14
largest commercial banks in the private sector on 19 July 1969. This has popularly come to
be known as nationalization of these banks without which it would not have been possible to
transform the class banking into mass banking and align bank credit to serve the planned
priorities and social needs. Branch expansion programs formulated by the Reserve Bank of
India aimed at making available necessary banking facilities in all parts of the country
specially the unbanked rural and semi urban areas. This was perceived as essential for
implementation of project for rural development and upliftment of economically weaker
sections and also spreading the banking habit even in the remote areas of the country.

The banking industry which is at the core of the financial sector must take the lead. The
reform process started in the 90s has given the industry a great opportunity. Not only must
the sector become more efficient it must also identify sectors having growth opportunities
and devise strategies to move savings into these sectors.

Banking Services
The Indian banking industry is passing through a phase of the customers' market. The
customers have more choices in choosing their banks. A competition has been established
within the banks operating in India. The new age IT (Information Technology) is bringing
about sweeping changes in the banking industry, forcing them to re-engineer many of their
basic processes and systems. Few of the technology-driven electronic banking services being
offered are viz. Automated Teller Machines ATM, Electronic Clearing Service (ECS),
Electronic Funds Transfer (EFT), tele-banking, internet banking etc. New technological
capabilities could be effectively used to create value and to better manage customer
relationship. Reddy (2001) stated Banks are at different stages of technology adoption partly
due to their different legacies, as much as the differences in their strategic approaches to
computational and technology absorption.

The foreign banks are ahead in offering better banking services and products, coupled with
smart use of IT adoption and have considerably achieved high operational efficiency RBI
(2001). The study found that there was an effective implementation of e-banking services in
case of private banks and foreign banks, whereas, nationalized banks were found to have a
lesser degree of computerization. Dr. Rangarajan, the former Deputy Governor, Reserve
Bank of India, expressed that Indian banks have to conform to international accounting
standards, if Indian banks are to get their due place and recognition in the global financial
market.

Banking Technology
Financial reforms had its impact on Indian banks and financial institutions. In the fast
changing financial environment, fierce competition and changes in the regulatory policies
created uncertainty and risk for the Indian banking industry. Realizing this fact, academicians
and practitioners highlighted in their studies that information source in banks is of capital
importance and they look at information technology as a strategic response to changing
financial environment/challenges.
The RBI Report (1991) was the first path breaking step in this direction, which highlighted
that computerization must be looked upon as a means to improve customer service and
efficiency and that the banks workforce should realize that mechanization would lead to
growth and employment expansion. Subsequently, the Narasimham Committee (1992), while
highlighting the problems faced by Indian public sector banks and as an antidote to the
identified lacunae, also stressed the need for a greater measure of computerization in banks.
The committee observed that modern banking involves a great deal of processing of a mass
of information and commitment to technology is the only solution that ensures timeliness,
accuracy and resultant improved performance and enhanced customer service build. On
similar lines, several academicians and practitioners argued that technology in banks would
help to increase the level of productivity and customer satisfaction. To meet the challenges
posed by the entry of foreign banks, Indian banks will have to invest heavily in technology to
meet competition, reduce costs, improve customer service, improve productivity and offer
new products\ Technology in service organizations is important for success and success can
be delivered only by motivated and satisfied employees who compete to fulfill the
requirements of the banks.

Current Scenario

Currently, overall banking in India is considered as fairly mature in terms of supply, product
range and reaches even though reach in rural India still remains a challenge for the private
sector and foreign banks. Well- computerized foreign banks are beginning to compete
seriously with the nationalized banks. They aim at a profitable and wealthy part of the market
and, in contrast to the nationalized banks, do not recognize any social responsibilities to
small account holders or to a rural and semi urban clientele. Almost 80% of the businesses
are still controlled by Public Sector Banks (PSBs). PSBs are still dominating the commercial
banking system. The bank system is facing the challenges with stiff competition and
advancement of technology; the services provided by banks have become more easy and
convenient. The competitive character has been promoted by facilitating the entry of foreign
banks. The country is flooded with foreign banks and their ATM stations. Efforts are being
put to give a satisfactory service to customers. Phone banking and net banking are
introduced. The entire system has become more convenient and swift. Time is given more
importance than money. Although a few decades ago, banking organizations tended to be
unchanging, nowadays, they need to adjust all the time since technological revolution is
always changing. Since the rationalization of the structural changes is indeed vital, banks
whether public or private sector must apply appropriate motivational tools in order to
improve better performance.
 Chapter 2
Company profile
SYNDICATE BANK was established in 1925 in Udupi, the abode of Lord Krishna in coastal
Karnataka with a capital of Rs.8000/- by three visionaries - Sri Upendra Ananth Pai, a
businessman, Sri Vaman Kudva, an engineer and Dr.T M A Pai, a physician - who shared a strong
commitment to social welfare. Their objective was primarily to extend financial assistance to the
local weavers who were crippled by a crisis in the handloom industry through mobilizing small
savings from the community. The bank collected as low as 2 annas daily at the doorsteps of the
depositors through its Agents under its Pigmy Deposit Scheme started in 1928. This scheme is the
Bank's brand equity today and the Bank collects around Rs. 2 crore per day under the scheme.
The progress of Syndicate Bank has been synonymous with the phase of progressive banking in
India. Spanning over 80 years of pioneering expertise, the Bank has created for itself a solid
customer base comprising customers of two or three generations. Being firmly rooted in rural India
and understanding the grassroot realities, the Bank's perception had vision of future India. It has
been propagating innovations in Banking and also has been receptive to new ideas, without
however getting uprooted from its distinctive socio-economic and cultural ethos. The Bank has
been operating as a catalyst of development across the country with particular reference to the
common man at the individual level and in rural/semi urban centers at the area level. The Bank is
well equipped to meet the challenges of the 21st century in the areas of information technology,
knowledge and competition. A comprehensive IT plan is being put in place and the skills and
knowledge of the Bank's personnel are being upgraded through a variety of training programmes
to promote customer delight in every sphere of its activity. The Bank has launched an ambitious
technology plan called Centralized Banking Solution (CBS) whereby 500 of our strategic branches
with their ATMs are being networked nationwide over a 4 year period.
MEMORABLE MILESTONES IN A 82-YEAR JOURNEY
Growing Far And Wide :

1986 On 10.11.1925, the business of the Bank commenced in Udupi with the name "Canara
Industrial and Banking Syndicate Ltd.," a joint Stock Company with just one employee.
1987 First branch of the Bank opened at Brahmavar in Dakshina Kannada District
1988 Bank became a member of the Clearing House for the first time at Bombay.
1989 29 branches opened in a single day in rural areas.
1990 Took over the assets and liabilities of 2 Local Banks viz. Maharashtra Apex Bank Ltd. and
Southern India Apex Bank Ltd. 20 Banks merged with the Bank during the period 1953-
1964.
1991 100th branch opened at Ilkal in Karnataka
1992 Entered Foreign Exchange business by opening Foreign Exchange Department at Bombay.
1993 Name of the Bank changed from "Canara Industrial & Banking Syndicate Ltd." to
"Syndicate Bank Limited". Head Office was shifted to Manipal on 19.4.1964.
1994 Economic Research Department set up. One of the first few Banks to emphasize on research
in Banking even before nationalization.
1995 Bank had 306 branches at the time of nationalization of which 66% were in Rural and Semi
Urban centers. Opened a branch at Port Blair in Andaman and Nicobar islands
1996 First Staff Training College started at Head Office
1997 First specialized branch in Foreign Exchange opened at Delhi.
1998 Opened a branch at Lakshadweep islands
1999 First overseas branch opened at London on 17.8.76.
2000 Took up management of Al Shabei Finance and Exchange Co. in Doha
2001 Took up management of Musandam Exchange Co. in Muscat
2002 1000th branch opened at Delhi Hauz Khas
2003 1500th branch opened at Kanakumbi
2004 First Specialized Industrial Finance Branch opened at Mumbai.
2005 First Specialized Housing Finance Branch opened at Mangalore
2006 Bank raised Capital of Rs.125 Crore in Oct.1999 from more than 4 lakh shareholders
2007 First Specialized Capital Market Services branch opened at Mumbai
2008 First branch under CBS (Core Banking Solution) started operation at Bangalore.
2009 Centralized Banking Solution under the brand name "Syndicate-e-banking" launched at
Delhi, Mumbai, Bangalore and Manipal.
2010 Bank enters into MOU with Bajaj Allianz for distribution of Life Insurance products.
2011 Toll Free Voice Mail System for redressal of grievances introduced.
2012 Bank ties up with United India Insurance Co. Ltd. for distribution of Non-Life Insurance
products
2013 Utility bill payment services through Internet banking introduced.
2014 Introduced On-line reservation of Railway Tickets through Indian Railway Catering &
Tourism Corporation Ltd. (IRCTC) for Internet banking customers of our Bank.
2016 Bank approached the Capital Market with Rs.5 Crore equity shares at a premium of Rs.40
through Book building route Bank collected Rs.250 Crore and the issue was oversubscribed
by 29.275 times.
 CHAPTER: 3

LITERATURE REVIEW
A literature view can be defined as a guide which is used to review the critical points of
knowledge which includes substantive findings as well as theoretical and methodological
contributions to a particular topic. Literature covers everything relevant that is written on a
topic: books, journal articles, newspaper articles, historical records, government reports, theses
and dissertations, etc.
Rensis Likerthas called motivation as the core of management. Motivation is an effective
instrument in the hands of the management in inspiring the work force .It is the major task of
every manager to motivate his subordinate or to create the will to work among the subordinates.
It should also be remembered that the worker may be immensely capable of doing some work,
nothing can be achieved if he is not willing to work .creation of a will to work is motivation in
simple but true sense of term.
Motivation is an important function which very manager performs for actuating the
people to work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that it is
executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which appropriate
incentives are available for their satisfaction .If the management is successful in doing so; it will
also be successful in increasing the willingness of the workers to work. This will increase
efficiency and effectiveness of the organization .There will be better utilization of resources and
workers abilities and capacities.
 The concept of motivation:

The word motivation has been derived from motive which means any idea, need or
emotion that promots a man into action. Whatever may be the behavior of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can
be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of motivation
studies the motives of individuals which cause different type of behavior.

Theories of Motivation:
Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six
major approaches that have led to our understanding of motivation are McClellands
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy
or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory,
Two factor Theory.

McClellands Achievement Need Theory:

According to McClelland there are three types of needs

Need for Achievement (n Ach):

This need is the strongest and lasting motivating factor. Particularly in case of persons
who satisfy the other needs. They are constantly pre occupied with a desire for improvement and
lack for situation in which successful outcomes are directly correlated with their efforts. They set
more difficult but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.
Need for Power (n Pow):
It is the desire to control the behavior of the other people and to manipulate the
surroundings. Power motivations positive applications results in domestic leadership style, while
it negative application tends autocratic style.

Need for affiliation (n Aff):

It is the related to social needs and creates friendship. This results in formation of
informal groups or social circle.

Behavioral Modification Theory:

According to this theory people behavior is the outcome of favorable and unfavorable
past circumstances. This theory is based on learning theory. Skinner conducted his researches
among rats and school children. He found that stimulus for desirable behavior could be
strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non-financial incentives.
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward in
case of low standard work may also produce the desired result. However, researches show that it is
generally more effective to reward desired behavior than to punish undesired behavior. The water
but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will do
what they want to do or otherwise.

Abraham Maslow's hierarchy of human needs:

This theory is the most widely discussed theory of motivation.
The theory can be summarized as thus:
Human beings have wants and desires which influence their behavior; only unsatisfied
needs can influence behavior, satisfied needs cannot.
Since needs are many, they are arranged in order of importance, from the basic to the
complex.
 The person advances to the next level of needs only after the lower Level need is at least
minimally satisfied.
The further the progress up the hierarchy, the more individuality, humanness and
psychological health a person will show.
The needs, listed from basic (lowest, earliest) to most complex (highest, Latest) are as
follows:
Self-actualization
Self esteem
Social
Safety & security
Physiological

J.S Adams Equity Theory:

Employee compares her/his job inputs outcome ratio with that of reference. If the employee
perceive es inequity, she/he will act to correct the inequity: lower productivity, reduced quality,
increased absenteeism, voluntary resignation.
Vrooms Expectation Theory:

Vrooms theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.
Two Factor Theory:

Douglas McGregor introduced the theory with the help of two views; X assumptions are
Conservative in style Assumptions are modern in style.

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.

People prefer to be directed

Y Theory

People view work as being as natural as play and rest

People will exercise self-direction and control towards achieving objectives they are

Committed to People learn to accept and seek responsibility.

EMPLOYEE MOTIVATION IN THE WORK PLACE:

The job of a manager in the workplace is to get things done through employees. To do
this the manager should be able to motive employees. To understand motivation one must
understand human nature itself. Human nature can be very simple, yet very complex too. An
understanding and appreciation of this is a prerequisite of effective employee motivation in the
workplace and therefore effective management and leadership.
Motivation is the key to performance improvement:
Performance is considered to be a functional improvement:
Job performance =f (ability) (motivation)
Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand it can be improved quickly. As a guideline, there are
broadly 7 strategies for motivation.
Positive reinforcement
Effective discipline and punishment
Treating people fairly
Satisfying employee needs
Setting work related goals
Restructuring job
Based rewards on job performance

Basic principles to remember by manager for motivating employees:

1. Motivating employees starts with motivating yourself
2. Always work to align goals of the organization with goals of employees
3. Key to support the motivation of your employees understands what motivates each of
them.
4. Recognize that supporting employees motivation is a process, not a task.
5. Support employees policies by using motivation by organization systems.
Worker motivation must also be viewed from 2 perspectives:
1. Inner drive
2. Outer (external) motivators.
A persons inner drives push and propel him/her towards an employer, a particular job,
career, line of study, or other activity. The outer (external) motivators are the mirror image the
employer or outside world offers in response to the inner drives. In order to attract the cream of
the crop of available workers, same as in his/her dealings with customers, the employer not only
tries to satisfy these basic needs individual workers have.
Most workers need to:
1. Earn wages that will enable them to pay for basic necessities and additional luxuries such
as the purchase of a home, or travel
2. Save for and enjoy old age security benefits
3. Have medical and other insurance coverage
4. Acquire friends at work
5. Win recognition
6. Be acknowledge and rewarded for special efforts and contributions
7. Be able to advance in life and career-wise
8. Have opportunities for self-development
9. Improve their skills, knowledge, and know-how
10. Realize their ideal(s)
The employer responds to those needs by offering and providing:
1. Employment
2. Adequate pay
3. Assistance to workers for their special needs (such as child care arrangements,
transportation, flexible work schedule).
4. Job security
5. Clear company policies
6. Clear and organized work procedures
7. A safe work environment
8. Medical coverage and other benefits
9. An atmosphere of team work and cooperation
10. Social activities
11. Reward and recognition programs
12. Open lines of communication programs
13. Systematic feedback
14. Motivation programs
15. Opportunities for promotion
16. Company/business information
17. Information on customer feedback
 18. Sharing of company goals and objectives
19. Information on the market situation and industry
20. Future expectations
It is important that the employer discover other extraordinary needs applicants have before
hiring them and know beforehand whether she/he can satisfy those needs or not. An employee
may have:
Family responsibilities and be unable to work shifts, over time, or weekends.
Heavy financial responsibilities which he/she can meet only by working at 2 jobs, leading
to exhaustion, sick leave, a deficient work performance
A desperate financial need for additional overtime and weekend remuneration
Premature expectations of swift promotions.
In addition to needs and drives, workers have expectations from their
employer-they expect:
A knowledgeable, experienced, expert employer
Clear and fair policies, procedures, and employment practices
Business integrity
Clear job description
Two-way communication
Effective management and supervision
Positive discipline
Good company repute
Good customer relations
Company survival
Opportunity for personal growth
Company growth
A share in the companys success.
Most of these needs, expectations and aspirations are unexpressed-it is up to the employer to
develop a good system of company communications, employee relations, Motivation that will
lead to an environment of openness, cooperation, team work, and motivation that will benefit all
the parties involved.
Motivational methods:
1. Building confidence:
Facing a challenge, meeting it and mastering it help build confidence.
2. Team building:
Team unite and work together when they identify a common purpose whether the aim is
the tallest tower made out of newspaper, or a game of rounders on the park. Competition in
teams or groups creates teams and ignites team effort
3. Coaching and Training:
Games and activities provide a perfect vehicle for explaining the Motivation process
(train the trainer for example) to managers, team leaders and trainers.
4. Personal motivation style and learning:
Everyone is different. Taking part in new games and activities outside of the work
situation illustrates peoples different strengths and working style preferences. Mutual respect
develops when people see skills and attributes in others that they didnt know existed.

5. Continual development:
Introducing people, staff or employees to new experiences opens their minds to new
avenues of personal development, and emphasizes the opportunity for continuous learning that is
available to us all.
6. Improving empathy and communications for motivation
To communicate we must understanding the other person. Empathy and intuitive skills
are right-side brain of the brain, which we use when we communicate and understand others.
Team activities and games promote communications and better mutual understanding-essential
for good organizational performance.
 RESEARCH

METHODOLOGY
Research Methodology :
The research methodology is a systematic way of studying the research problem. The research
methodology means the way in which we can complete our prospected task. Before undertaking
any task it becomes very essential for anyone to determine the problem of study. I have adopted
the following procedure in completing my report study.
1. Research Problem.
2. Research Design.
3. Determining the data sources.
4. Analyzing the Data.
5. Interpretation.
6. Preparing research report.

(1) Research Problem

I am interested in Finance and I want to make my future in it. So, I have decided to make my
research study on the banking sector (NPAs). Providing Credit facility to the borrower is one of
the important factors as far as banking sector is concerned. As my training is at bank I have got
the project upon Non Performing Assets the great challenge before the banks. This is my
problem to be studied.

(2) Research Design

The research design tells about the mode with which the entire project is prepared. My research
design for this study is basically analytical. Because I have utilized the large number of data of
the banking sector. In this project theoretical study is also attempted.

(3) Determining the data source

The data source can be primary or secondary. The primary data are those data which are used
for the first time in the study. However such data take place much time and are also expensive.
Whereas the secondary data are those data which are already available in the market these data
are easy to search and are not expensive too. For my study I have utilized almost totally the
secondary data .But somehow I have also used primary data in shape of interviews.

(4) Tools used for analysis of data

The data collected were analyzed with the help of statistical tools like Ratio analysis, and trend
analysis. Tables are used to represent the consolidated data. Graphical representation is also used
for better comprehension & presentation

(5) Analyzing the Data

The Primary or secondary data both would never be useful until they are edited and studied or
analyzed. When the person receives the data many unusual data would also be there. So, I
analyzed the data and edited it and turned it in the useful manner so, that it can become useful in
my report study.

(6) Interpretation of the data

With the use of analyzed data I managed to prepare my project report. But analyzing of the data
would not help my study to reach towards its objectives. The interpretation of the data is required
so that the others can understand the Crux of the study in more simple way without any problem
so I have added the chapter of analysis that would explain others to understand my study in
simpler way.

(7) Project Writing

This is the last step in preparing the project report. The objective of the report writing was to
report the findings of the study to the concerned authorities. And to attach all the requirements
with your report
OBJECTIVES OF THE STUDY:

1. To study the employees opinion on the Motivation in SYNDICATE BANK

2. To examine the effectiveness of Motivation Programmes in SYNDICATE BANK
3. To study the effect of monetary and non-monetary benefits provided by the organization
for employees performance.
4. To study the effect of job promotions on employees.

METHODOLOGY:
SCOPE:
1. The study is aimed at finding out the employees opinions of SYNDICATE BANK.
2. The research has taken up 50 samples for study.
3. The information obtained from the primary and secondary data was limited to
SYNDICATE BANK.
4. The study is restricted to a particular area (Faridabad, Delhi).

Sample Design
A sample design is a finite plan for obtaining a sample from a given population. Simple
Random sampling is used for this study.

Sample Size
Number of the sampling units selected from the population is called the size of the
sample. Sample of 50 respondents were obtained from the population.

Sources of Information:
The data were collected through Primary and secondary sources.
Primary Source:
The primary sources are discussion with employees, datas collected through
questionnaire.
Secondary Source:
 The secondary data mainly consists of data and information collected from records,
company websites and also discussion with the management of the organization. Secondary data
was also collected from journals, magazines and books.

Questionnaire:
A well-defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of the
system. A defeated questionnaire was carefully prepared and specially numbered. The questions
were arranged in proper order, in accordance with the relevance.

Tools and Techniques:

Chi-square test is used to test the hypothesis and draw inferences

LIMITATIONS OF THE STUDY:

The project is done for the period of 45 days the information gathered may not be cent
percent accurate and thus have the following limitations.
1. This study covers those employees who are working at SYNDICATE BANK.
2. The understand and knowledge may vary from person to person. The replied gives by the
respondents are taken for granted, though they are not uniform.
3. Since names are mentioned in most of questionnaires, most of the employees answered
favorable to the company. This might have led to wring finding in the study.
4. The interpretation being based on percentage method is not definite.
5. The report is subjects to changes with fast changing scenario.
 CHAPTER: 4
DATA ANALYSIS
AND
INTERPRETATIONS
 1. Which type of incentives motivates you more?

(Table 4.1.1)
Particulars No. of Percentage
Respondents
Monetary incentives 15 30
Non-financial incentives 9 18
Both 26 52
Total 50 100

60
52%
50

40
30%
30
18%
20

10

0
Monetary incentives Non-financial incentives Both

(Chart 4.1.a)
INTERPRETATION:
The table shows that 52% of the respondents are expressing that both financial and non-financial
incentives will equally motivate them, 18% are expressing non-financial incentives motivates
and 30% respondents says we only motivated through monetary incentives only.
2. What factor De-motives you at work place?

(Table 4.1.3)
Particulars No. of Respondents Percentage
Job profile 14 28
Company policy 16 32
Work environment 20 40
Total 50 100

45
40%
40

35 32%
30 28%

25

20

15

10

0
Job profile Company policy Work environment

(Chart 4.1.b)

4.2.2 INTERPRETATION:

The table shows that 40% of the respondents are de-motives with work environment and 32%
with company policy and 28% of the respondents are de-motives with job profile. From this it
can be concluded that work environment and company policy are de-motives at work place
 3. How far you are satisfied with the incentives provided by the organizations?

(Table 4.1.4)
Particulars No. of Respondents Percentage
Highly satisfied 18 36
Satisfied 29 58
Neutral 3 6
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 50 100

80
58%
60
36%
40
20 6% 0% 0%
0
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

(Chart 4.1.c)
INTERPRETATION:

The table shows that 36% of the respondents are highly satisfied and 58% of the
respondents are satisfied with incentives provided by the organization so we can conclude most
of the employees are satisfied with the incentives provided by the organization.
4. Does your Job improve your skills and abilities?

(Table 4.1.5)
Particulars No. of Respondents Percentage
Yes 32 64
No 10 20
Never 8 16
Total 50 100

70 64%

60

50

40

30
20%
20 16%

10

0
Yes No Never

(Chart 4.1.d)
INTERPRETATION:

64% of the respondents are agreed that their job improves their skills and abilities and
20% of the respondents agreed that their skills and abilities are not improves. It can be conclude
that their job improves their skills and abilities.
5. Do you think that the incentives and other benefits will influence your performance?
a)

(Table 4.1.6)
Particulars No. of Respondents Percentage
Influence 32 64
Does not influence 12 24
No opinion 6 12
Total 50 100

70 64%
60
50
40
30 24%
20
12%
10
0
Influence Does not influence No opinion

(Chart 4.1.e)
INTERPRETATION:

The table shows that 64% of the respondents those incentives and other benefits will
influence their performance,24% respondents says they are not influence their performance and
12% respondents did not say any opinion.
6. Management is really interested in motivating the employees?

Particulars No. of respondents Percentage

Agree 25 50
Disagree 18 36
Neutral 7 14
total 50 100
(Table 4.1.7)

60

50%
50

40
36%

30

20
14%

10

0
Agree Disagree Neutral

(Chart 4.1.f)

INTERPRETATION:
From the above table 50% of the employees are agreed that the management is really interested
in motivating the employees and 36% of the employees are disagreed and 14% are neutral. So it
can be concluded that management is really interested in motivate the employees in organization.
7. Does the management involve you in the decision making which are connected to your
department?

Particulars No. of Respondents Percentage

Yes 47 94
No 0 0
Occasionally 3 6
TOTAL 50 100
(Table 4.1.8)

100 94%
90
80
70
60
50
40
30
20 6%
10
0 0
Yes No Occasionally

(Chart 4.1.)

INTERPRETATION:
The table shows 94% of the respondents agree that they the management involves
them in decision making which are connected their department.
8. Are you enthusiastic about your work?

Particulars No. of Respondents Percentage

Always 15 30
Sometimes 30 60
Never 5 10
TOTAL 50 100

(Table4.1.9)

PERCENTAGE
Never, 10%

Always, 30%

Always
Sometimes
Never

Sometimes, 60%

(Chart4.1.h)

4.2.8 INTERPRETATION:
From the above table, we can conclude that 60% of the respondents agreed that they feel
enthusiastic some times in their work.
9. Are you encouraged to come up with new and better ways of doing things?

Particulars No. of Respondents Percentage

Strongly agree 20 40
Agree 10 20
Neutral 12 24
Disagree 8 16
Strongly disagree 0 0
TOTAL 50 100
(Table4.1.10)

45
40%
40

35

30

25 24%
20%
20
16%
15

10

5
0%
0
Strongly agree agree Neutral Disagree Strongly disagree

(Chart4.1.i)

INTERPRETATION:
From the above table we can conclude that 40% of the employees agreed that they are
encouraging to come up with new and better ways of doing things.
10. Have you been promoted at work in the last six months?

Particulars No. of Respondents Percentage

Yes 18 36
No 32 64
Total 50 100
(Table4.1.11)

Yes, 36%

Yes
No

No, 64%

(Chart4.1.j)
INTERPRETATION :
The table shows that 64% of the employees are not promoted from the last six months and 36%
of the employees are promoted. From this we can conclude that most of the employees are not
promoted.
11. Are you adequately recognized for your good work?

Particulars No. of Respondents Percentage

Agree 28 56
Disagree 10 20
Neutral 12 24
Total 50 100
(Table4.1.12)

60
56%

50

40

30
20% 24%
20

10

0
Agree Disagree Neutral

(Chart4.1.k)
INTERPRETATION:
The figure shows that 56% of the employees agreed that they are recognized for good work
and 20% are disagreed and 24% respondents are neutral. So it can conclude that most of the
employees recognized by their good work.
12. Rank the following factors which motivates you the most?
(Rank 1, 2, 3, 4 respectively)

Particulars No. of Respondents Percentage

Salary increase 21 42
Promotion 15 30
Leave 3 6
Motivational talks 5 10
Recognization 6 12
Total 50 100
(Table4.1.13)

45 42%
40
35 30%
30
25
20
15 10% 12%
10 6%
5
0
Salary increase Promotion Leave Motivational recognization
talks

INTERPRETATION:
The table shows that 42% of the respondents are responding that the increase in salary will
motivate them the most.
13. Have you been nominated for training & development programmes for the last one year ?

Particulars No. of Respondents Percentage

Yes 30 60
No 20 40
Total 50 100
(Table4.1.14)

40%
60%
Yes
No

(Chart4.1.m)

4.2.13 INTERPRETATION:
The table shows that 60% of the respondents are expressing that they are nominated for
training and development programme in the organization for the last 6 months.
14. Does the management provide continuous feedback in solving work related problems?

Particulars Number of Respondents Percentage

Strongly agree 14 28
Agree 16 32
Neutral 9 18
Disagree 5 10
Strongly Disagree 6 12
TOTAL 50 100
(Table4.1.15)

35 32%
30 28%

25

20 18%

15 12%
10%
10

0
Strongly agree Agree Neutral Disagree Strongly
Disagree

(Chart4.1.n)

INTERPRETATION:
The table shows that 28% of respondents strongly agreed and 32% agree that they are
getting feedback from management and 20% are neutral and 10% are disagree that they are not
getting feedback from the management.
15. Overall are you satisfied with your job?

Particulars Number of Respondents Percentage

Yes 28 56
No 22 44
TOTAL 50 100
(Table4.1.16)

60 56%

50
44%

40

30 Yes
No
20

10

0
Percentage

(Chart4.1.o)

INTERPRETATION:
The figure shows that 56% of the respondents are satisfied with their job and only 44% of
the respondents agreed that they are not satisfied with their job. It can be concluded that most of
the respondents are satisfied with their job.
 CHAPTER: 5
SUMMARY
&
CONCLUSIONS
 FINDINGS
The findings of the study are follows
The SYNDICATE BANK has a well-defined organization structure.
There is a harmonious relationship is exist in the organization between employees
and management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the company
Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
Appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the employees
 CONCLUSION

The study concludes that, the motivational program procedure in SYNDICATE BANK is
found effective but not highly effective. The study on employee motivation highlighted so many
factors which will help to motivate the employees. The study was conducted among 50
employees and collected information through structured questionnaire. The Study helped to
findings, which were related with employee motivational, programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees
of the organization. It is a major factor that makes an employee feels good in his work and
results in his satisfaction too. The organization can still concentrate on specific areas which are
evolved from this study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the organization is
going to benefit out it. Steps should be taken to improve the motivational programs procedure in
the future. The suggestions of this report may help in this direction.
 SUGGESTIONS
The suggestions for the findings from the study are follows
Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.
Non financial plans should also be implemented; it can improve the productivity level of
the employees.
Organization should give importance to communication between employees and
gain co-ordination through it.
Skills of the employees should be appreciated.
Better carrier development opportunities should be given to the employees for their
improvement
If the centralized system of management is changed to a decentralized one, then there
would be active and committed participation of staff for the success of the organization
BIBLIOGRAPHY
BOOKS REFFERED
Wayne F. Cascio 2006, Managing Human Resources, TMH.
Aswathappa, 2006, Human Resource Management, 4th edition, TMH
K.Aswathappa, 2006, Organizational Behaviour- Text, Cases and games,
Himalaya Publishing House
Curtis w. cook and Phillip L.Hunsaker, 2006, Management and Organizational
Behaviour, Macgraw-Hill Irwin
Jyothi P. and DN Venkatesh-2006, Human Resource Management, Oxford University
press.
HRM Review July 2010. by Dr.G C NAG Adjunct Professor, IBS Mumbai

WEB REFERENCES:
www.google.com
www.syndicatebank.co.in
www. motivationnaukrihub.com
www. humanresources.about.com
ANNEXURE
QUESTIONNAIRE

Employee Name:
Age:
Sex:
Designation:
Department/Branch:
Marital status:
Salary:

1. Which type of Incentive Motivates you more?

a) Monetary Incentives
b) Non- Financial Incentives
c) Both

2. What factor de-motivates you at work place?

a) Job profile
b) Company policy
c) Work environment

3.How far you are satisfied with the incentives provided by the organisation.?
a) Highly satisfied
b) satisfied
c) neutral
d) dissatisfied
e) highly dissatisfied
4. Does your job improve your skills and abilities?
a) Yes
b) No
c) Never

5. Do you think that the incentives and other benefits influence your performance?
a) Influence
b) Do not influence
c) No opinion

6. Management is really interested in motivating it the employees?

a) Agree
b) Disagree
c) Neutral

7. Does the management involve you in the decision making which are connected to your
department?
a) Yes
b) No
c) Occasionally
8. Are you enthusiastic about your work?
a) Always
b) Sometimes
c) Never

9. Are you encouraged to come up with new and better ways of doing things?
a) Strongly agree
b) Agree
c) Neutral
d) Disagree
e) Strongly disagree
10. Have you been promoted at work in the last six months?
a) Yes
b) No

11. Are you adequately recognized for your good work?

a) Agree
b) Disagree
c) Neutral

12. Rank the following factors which motivates you the most?
(Rank 1, 2, 3, 4 respectively)
No. Factors Rank
1 Salary increase
2 Promotion
3 Leave
4 Motivational talks
5 `reorganization

13. Have you been nominated for training & development programmes in the last one year?
a) Yes
b) No

14. Does the management provide continuous feedback in solving work related problems?
a) Strongly Agree
b) Agree
c) Neutral
d) Disagree
e) Strongly Disagree

15. Overall are you satisfied with your job?

a) Yes
b) No

Thank You

Signature