CHAPTER-I

INTRODUCTION

1
 EMPLOYEE MOTIVATION

However large or small a company or business is, it is employees at all levels that can make or
break it. This holds true not only for the people we hire on a regular basis, but also for temporary
and contracted workers. It is as important to research and study the needs, drives, and
expectations of people we hire or employ, and aim at responding to and satisfying those, as it is
with regard to customers.

In actual fact, considering the role each "employee" plays in a company's success, analyzing and
planning an adequate response to employees' motivations deserves first place in the order of
business.

Before going any further, let us shift our approach from grouping people under the generic
category of "employee" to individual human beings and term them as "hired workers" or
"working partners". This is what they are. We must acknowledge them as human beings with
individual needs, drives, characteristics, personalities, and acknowledge their contribution to the
business success.

A major function of leaders is to support the motivation of other individuals and groups. (There
is debate as to whether a person can motivate another versus whether a person can only support
another to motivate themselves.) There are approaches to motivating people that are destructive,
for example, fear and intimidation. While these approaches can seem very effective in promptly
motivating people, the approaches are hurtful, and in addition, they usually only motivate for the
short-term. There are also approaches that are constructive, for example, effective delegation and
coaching. These constructive approaches can be very effective in motivating others and for long
periods of time. Different people can have quite different motivators, for example, by more
money, more recognition, time off from work, promotions, opportunities for learning, or
opportunities for socializing and relationships. Therefore, when attempting to help motivate
people, it's important to identify what motivates each of them. Ultimately, though, long-term
motivation comes from people motivating themselves.

2
DEFINITION OF MOTIVATION:

Motivation has been variously defined by scholars. Usually one or more of these words
are included inn the definition: desires, wants, aims, goals, drives, movies and incentives.
Motivation is derived from the Latin word Move on which means to move.
Human motives are internalized goals within individuals. A motive is an inner state that
energies activates, or moves and directs or channels behavior towards goals.

SCOPE OF STUDY

Need to study employee motivation in external and internal process in

syndicate bank

The theory and analysis is varies in syndicate bank

How motivation is done to employees in syndicate bank

The collection of data is to study of employee motivation

NEED OF THE STUDY:

A common place that we see the need to apply motivation is in the work place. In the work force,
we can see motivation play a key role in leadership success. A person unable to grasp motivation
and apply it, will not become or stay a leader. It is critical that anyone seeking to lead or motivate
understand "Howletts Hierarchy of Work Motivators."

Salary, benefits, working conditions, supervision, policy, safety, security, affiliation, and
relationships are all externally motivated needs. These are the first three levels of "Howletts
Hierarchy" When these needs are achieved; the person moves up to level four and then five.
However, if levels one through three are not met, the person becomes dissatisfied with their job.
When satisfaction is not found, the person becomes less productive and eventually quits or is
fired. Achievement, advancement, recognition, growth, responsibility, and job nature are internal
motivators. These are the last two levels of "Howletts Hierarchy." They occur when the person
motivates themselves (after external motivation needs are met.) An employer or leader that meets

3
the needs on the "Howletts Hierarchy" will see motivated employees and see productivity
increase. Understanding the definition of motivation, and then applying it, is one of the most
prevalent challenges facing employers and supervisors. Companies often spend thousands of
dollars each year hiring outside firms just to give motivation seminars.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of Motivation programmers in

SYNDICATE BANK

2. To assess how often training programmers are conducted and how much are the
employees satisfied.

3. To study to what extent the training programmers are applicable to their jobs.

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

METHODOLOGY

Primary Source: Primary data is collected from direct soureses i.e Discussions with
plant staff, Interviews, Questionnaire administered.

.Secondary Source: Secondary data is collected from indirect soureses Journals

Magazines and articles from prominent newspapers.
Population and Sample: There are 140 Officers & IInd class employees and 100
Managerial staff .The questionnaire is administered to 100 Officers and IInd class
employeey staff and 100 Managerial staff (The questionnaire has been administered to
Managerial staff at Nalgonda and Miryalaguda Units. The questionnaire has been sent
through E mail to all these staff and the replies were also received through e mail)

4
LIMITATIONS OF THE STUDY:

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.

5
 CHAPTER-II

INDUSTRY PROFILE

&

COMPANY PROFILE

6
A bank is a financial institution that accepts deposits and channels those deposits into lending
activities. Banks primarily provide financial services to customers while enriching investors.
Government restrictions on financial activities by banks vary over time and location. Banks are
important players in financial markets and offer services such as investment funds and loans. In
some countries such as Germany, banks have historically owned major stakes in industrial
corporations while in other countries such as the United States banks are prohibited from owning
non-financial companies. In Japan, banks are usually the nexus of a cross-share holding entity
known as the keiretsu. In France, bancassurance is prevalent, as most banks offer insurance
services (and now real estate services) to their clients.

Introduction

Indias banking sector is constantly growing. Since the turn of the century, there has been a
noticeable upsurge in transactions through ATMs, and also internet and mobile banking.
Following the passing of the Banking Laws (Amendment) Bill by the Indian Parliament in 2012,
the landscape of the banking industry began to change. The bill allows the Reserve Bank of India
(RBI) to make final guidelines on issuing new licenses, which could lead to a bigger number of
banks in the country. Some banks have already received licences from the government, and the
RBI's new norms will provide incentives to banks to spot bad loans and take requisite action to
keep rogue borrowers in check.
Over the next decade, the banking sector is projected to create up to two million new jobs, driven
by the efforts of the RBI and the Government of India to integrate financial services into rural
areas. Also, the traditional way of operations will slowly give way to modern technology.

Market size

Total banking assets in India touched US$ 1.8 trillion in FY13 and are anticipated to cross US$
28.5 trillion in FY25.
Bank deposits have grown at a compound annual growth rate (CAGR) of 21.2 per cent over
FY0613. Total deposits in FY13 were US$ 1,274.3 billion.

7
Total banking sector credit is anticipated to grow at a CAGR of 18.1 per cent (in terms of INR)
to reach US$ 2.4 trillion by 2017.
In FY14, private sector lenders witnessed discernable growth in credit cards and personal loan
businesses. ICICI Bank witnessed 141.6 per cent growth in personal loan disbursement in FY14,
as per a report by Emkay Global Financial Services. Axis Bank's personal loan business also rose
49.8 per cent and its credit card business expanded by 31.1 per cent.

Investments

Bengaluru-based software services exporter Mphasis Ltd has bagged a five-year contract from
Punjab National Bank (PNB) to set up the banks contact centres in Mangalore and Noida (UP).
Mphasis will provide support for all banking products and services, including deposits
operations, lending services, banking processes, internet banking, and account and card-related
services. The company will also offer services in multiple languages.
Microfinance companies have committed to setting up at least 30 million bank accounts within a
year through tie-ups with banks, as part of the Indian governments financial inclusion plan. The
commitment was made at a meeting of representatives of 25 large microfinance companies and
banks and government representatives, which included financial services secretary Mr GS
Sandhu.
Export-Import Bank of India (Exim Bank) will increase its focus on supporting project exports
from India to South Asia, Africa and Latin America, as per Mr Yaduvendra Mathur, Chairman
and MD, Exim Bank. The bank has moved up the value chain by supporting project exports so
that India earns foreign exchange. In 201213, Exim Bank lent support to 85 project export
contracts worth Rs 24,255 crore (US$ 3.96 billion) secured by 47 companies in 23 countries.

Government Initiatives

The RBI has given banks greater flexibility to refinance current long-gestation project loans
worth Rs 1,000 crore (US$ 163.42 million) and more, and has allowed partial buyout of such
loans by other financial institutions as standard practice. The earlier stipulation was that buyers

8
should purchase at least 50 per cent of the loan from the existing banks. Now, they get as low as
25 per cent of the loan value and the loan will still be treated as standard.
The RBI has also relaxed norms for mortgage guarantee companies (MGC) enabling these firms
to use contingency reserves to cover for the losses suffered by the mortgage guarantee holders,
without the approval of the apex bank. However, such a measure can only be initiated if there is
no single option left to recoup the losses.
SBI is planning to launch a contact-less or tap-and-go card facility to make payments in India.
Contact-less payment is a technology that has been adopted in several countries, including
Australia, Canada and the UK, where customers can simply tap or wave their card over a reader
at a point-of-sale terminal, which reads the card and allows transactions.
SBI and its five associate banks also plan to empower account holders at the bottom of the social
pyramid with a customer call facility. The proposed facility will help customers get an update on
available balance, last five transactions and cheque book request on their mobile phones.

Road Ahead

India is yet to tap into the potential of mobile banking and digital financial services. Forty-seven
per cent of the populace have bank accounts, of which half lie dormant due to reliance on cash
transactions, as per a report. Still, the industry holds a lot of promise.
India's banking sector could become the fifth largest banking sector in the world by 2020 and the
third largest by 2025. These days, Indian banks are turning their focus to servicing clients and
enhancing their technology infrastructure, which can help improve customer experience as well
as give banks a competitive edge.
Exchange Rate Used: INR 1 = US$ 0.0163 as on October 28, 2014

The level of government regulation of the banking industry varies widely, with countries such as
Iceland, having relatively light regulation of the banking sector, and countries such as China
having a wide variety of regulations but no systematic process that can be followed typical of a
communist system.

The oldest bank still in existence is Monte dei Paschi di Siena, headquartered in Siena, Italy,
which has been operating continuously since 1472.

9
History

Origin of the word

The name bank derives from the Italian word banco "desk/bench", used during the Renaissance
by Jewish Florentine bankers, who used to make their transactions above a desk covered by a
green tablecloth. However, there are traces of banking activity even in ancient times, which
indicates that the word 'bank' might not necessarily come from the word 'banco'.

In fact, the word traces its origins back to the Ancient Roman Empire, where moneylenders
would set up their stalls in the middle of enclosed courtyards called macella on a long bench
called a bancu, from which the words banco and bank are derived. As a moneychanger, the
merchant at the bancu did not so much invest money as merely convert the foreign currency into
the only legal tender in Romethat of the Imperial Mint.

The earliest evidence of money-changing activity is depicted on a silver drachm coin from
ancient Hellenic colony Trapezus on the Black Sea, modern Trabzon, c. 350325 BC, presented
in the British Museum in London. The coin shows a banker's table (trapeza) laden with coins, a
pun on the name of the city.

In fact, even today in Modern Greek the word Trapeza () means both a table and a bank.

Traditional banking activities

Banks act as payment agents by conducting checking or current accounts for customers, paying
cheques drawn by customers on the bank, and collecting cheques deposited to customers' current
accounts. Banks also enable customer payments via other payment methods such as telegraphic
transfer, EFTPOS, and ATM.

Banks borrow money by accepting funds deposited on current accounts, by accepting term
deposits, and by issuing debt securities such as banknotes and bonds. Banks lend money by
making advances to customers on current accounts, by making installment loans, and by
investing in marketable debt securities and other forms of money lending.

10
Banks provide almost all payment services, and a bank account is considered indispensable by
most businesses, individuals and governments. Non-banks that provide payment services such as
remittance companies are not normally considered an adequate substitute for having a bank
account.

Banks borrow most funds from households and non-financial businesses, and lend most funds to
households and non-financial businesses, but non-bank lenders provide a significant and in many
cases adequate substitute for bank loans, and money market funds, cash management trusts and
other non-bank financial institutions in many cases provide an adequate substitute to banks for
lending savings to.

Entry regulation

Currently in most jurisdictions commercial banks are regulated by government entities and
require a special bank licence to operate.

Usually the definition of the business of banking for the purposes of regulation is extended to
include acceptance of deposits, even if they are not repayable to the customer's orderalthough
money lending, by itself, is generally not included in the definition.

Unlike most other regulated industries, the regulator is typically also a participant in the market,
i.e. a government-owned (central) bank. Central banks also typically have a monopoly on the
business of issuing banknotes. However, in some countries this is not the case. In the UK, for
example, the Financial Services Authority licences banks, and some commercial banks (such as
the Bank of Scotland) issue their own banknotes in addition to those issued by the Bank of
England, the UK government's central bank.

Accounting for bank accounts

Bank statements are accounting records produced by banks under the various accounting
standards of the world. Under GAAP and IFRS there are two kinds of accounts: debit and credit.
Credit accounts are Revenue, Equity and Liabilities. Debit Accounts are Assets and Expenses.

11
This means you credit a credit account to increase its balance, and you debit a debit account to
decrease its balance.

This also means you debit your savings account every time you deposit money into it (and the
account is normally in deficit), while you credit your credit card account every time you spend
money from it (and the account is normally in credit).

However, if you read your bank statement, it will say the oppositethat you credit your account
when you deposit money, and you debit it when you withdraw funds. If you have cash in your
account, you have a positive (or credit) balance; if you are overdrawn, you have a negative (or
deficit) balance.

The reason for this is that the bank, and not you, has produced the bank statement. Your savings
might be your assets, but the bank's liability, so they are credit accounts (which should have a
positive balance). Conversely, your loans are your liabilities but the bank's assets, so they are
debit accounts (which should also have a positive balance).

Where bank transactions, balances, credits and debits are discussed below, they are done so from
the viewpoint of the account holderwhich is traditionally what most people are used to seeing.

Economic functions

1. issue of money, in the form of banknotes and current accounts subject to cheque or
payment at the customer's order. These claims on banks can act as money because they
are negotiable and/or repayable on demand, and hence valued at par. They are effectively
transferable by mere delivery, in the case of banknotes, or by drawing a cheque that the
payee may bank or cash.
2. netting and settlement of payments banks act as both collection and paying agents for
customers, participating in interbank clearing and settlement systems to collect, present,
be presented with, and pay payment instruments. This enables banks to economise on
reserves held for settlement of payments, since inward and outward payments offset each
other. It also enables the offsetting of payment flows between geographical areas,
reducing the cost of settlement between them.

12
 3. credit intermediation banks borrow and lend back-to-back on their own account as
middle men.
4. credit quality improvement banks lend money to ordinary commercial and personal
borrowers (ordinary credit quality), but are high quality borrowers. The improvement
comes from diversification of the bank's assets and capital which provides a buffer to
absorb losses without defaulting on its obligations. However, banknotes and deposits are
generally unsecured; if the bank gets into difficulty and pledges assets as security, to raise
the funding it needs to continue to operate, this puts the note holders and depositors in an
economically subordinated position.
5. maturity transformation banks borrow more on demand debt and short term debt, but
provide more long term loans. In other words, they borrow short and lend long. With a
stronger credit quality than most other borrowers, banks can do this by aggregating issues
(e.g. accepting deposits and issuing banknotes) and redemptions (e.g. withdrawals and
redemptions of banknotes), maintaining reserves of cash, investing in marketable
securities that can be readily converted to cash if needed, and raising replacement funding
as needed from various sources (e.g. wholesale cash markets and securities markets).

Law of banking

Banking law is based on a contractual analysis of the relationship between the bank (defined
above) and the customerdefined as any entity for which the bank agrees to conduct an account.

The law implies rights and obligations into this relationship as follows:

1. The bank account balance is the financial position between the bank and the customer:
when the account is in credit, the bank owes the balance to the customer; when the
account is overdrawn, the customer owes the balance to the bank.
2. The bank agrees to pay the customer's cheques up to the amount standing to the credit of
the customer's account, plus any agreed overdraft limit.
3. The bank may not pay from the customer's account without a mandate from the customer,
e.g. a cheque drawn by the customer.

13
 4. The bank agrees to promptly collect the cheques deposited to the customer's account as
the customer's agent, and to credit the proceeds to the customer's account.
5. The bank has a right to combine the customer's accounts, since each account is just an
aspect of the same credit relationship.
6. The bank has a lien on cheques deposited to the customer's account, to the extent that the
customer is indebted to the bank.
7. The bank must not disclose details of transactions through the customer's account
unless the customer consents, there is a public duty to disclose, the bank's interests
require it, or the law demands it.
8. The bank must not close a customer's account without reasonable notice, since cheques
are outstanding in the ordinary course of business for several days.

These implied contractual terms may be modified by express agreement between the customer
and the bank. The statutes and regulations in force within a particular jurisdiction may also
modify the above terms and/or create new rights, obligations or limitations relevant to the bank-
customer relationship.

Some types of financial institution, such as building societies and credit unions, may be partly or
wholly exempt from bank licence requirements, and therefore regulated under separate rules.

The requirements for the issue of a bank licence vary between jurisdictions but typically include:

1. Minimum capital
2. Minimum capital ratio
3. 'Fit and Proper' requirements for the bank's controllers, owners, directors, and/or senior
officers
4. Approval of the bank's business plan as being sufficiently prudent and plausible.

Types of banks

Banks' activities can be divided into retail banking, dealing directly with individuals and small
businesses; business banking, providing services to mid-market business; corporate banking,
directed at large business entities; private banking, providing wealth management services to

14
high net worth individuals and families; and investment banking, relating to activities on the
financial markets. Most banks are profit-making, private enterprises. However, some are owned
by government, or are non-profit organizations.

Central banks are normally government-owned and charged with quasi-regulatory

responsibilities, such as supervising commercial banks, or controlling the cash interest rate. They
generally provide liquidity to the banking system and act as the lender of last resort in event of a
crisis.

Types of retail banks

Commercial bank: the term used for a normal bank to distinguish it from an investment
bank. After the Great Depression, the U.S. Congress required that banks only engage in
banking activities, whereas investment banks were limited to capital market activities.
Since the two no longer have to be under separate ownership, some use the term
"commercial bank" to refer to a bank or a division of a bank that mostly deals with
deposits and loans from corporations or large businesses.
Community Banks: locally operated financial institutions that empower employees to
make local decisions to serve their customers and the partners.
Community development banks: regulated banks that provide financial services and
credit to under-served markets or populations.
Postal savings banks: savings banks associated with national postal systems.
Private banks: banks that manage the assets of high net worth individuals.
Offshore banks: banks located in jurisdictions with low taxation and regulation. Many
offshore banks are essentially private banks.
Savings bank: in Europe, savings banks take their roots in the 19th or sometimes even
18th century. Their original objective was to provide easily accessible savings products to
all strata of the population. In some countries, savings banks were created on public
initiative; in others, socially committed individuals created foundations to put in place the
necessary infrastructure. Nowadays, European savings banks have kept their focus on
retail banking: payments, savings products, credits and insurances for individuals or
small and medium-sized enterprises. Apart from this retail focus, they also differ from

15
 commercial banks by their broadly decentralised distribution network, providing local
and regional outreachand by their socially responsible approach to business and
society.
Building societies and Landesbanks: institutions that conduct retail banking.
Ethical banks: banks that prioritize the transparency of all operations and make only what
they consider to be socially-responsible investments.
Islamic banks: Banks that transact according to Islamic principles.

Types of investment banks

Investment banks "underwrite" (guarantee the sale of) stock and bond issues, trade for
their own accounts, make markets, and advise corporations on capital market activities
such as mergers and acquisitions.
Merchant banks were traditionally banks which engaged in trade finance. The modern
definition, however, refers to banks which provide capital to firms in the form of shares
rather than loans. Unlike venture capital firms, they tend not to invest in new companies.

Both combined

Universal banks, more commonly known as financial services companies, engage in

several of these activities. These big banks are very diversified groups that, among other
services, also distribute insurance hence the term bancassurance, a portmanteau word
combining "banque or bank" and "assurance", signifying that both banking and insurance
are provided by the same corporate entity.

Other types of banks

Islamic banks adhere to the concepts of Islamic law. This form of banking revolves
around several well-established principles based on Islamic canons. All banking activities
must avoid interest, a concept that is forbidden in Islam. Instead, the bank earns profit
(markup) and fees on the financing facilities that it extends to customers.

16
17
 COMPANY PROFILE

HISTORY

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 mobilising
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

18
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. Its philosophy
of growth by mutual sustenance of both the Bank and the people has paid rich dividends. 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 centres 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 Centralised Banking Solution (CBS) whereby 500 of our
strategic branches with their ATMs are being networked nationwide over a 4 year period. The
Bank is pioneer among Public Sector Banks on launching CBS. Our bank has already achieved
CBS implementation among all its branches. Thus, the bank is 100% CBS enabled.

Pigmy Deposit Scheme - Bank's Brand Equity

Launched in 1928 by Dr.T.M.A.Pai, one of the Founders to encourage the habit of thrift
and small savings. Pigmy Scheme symbolises the description of the Bank as "a small
man's big Bank" even today.
Bank collects as low as Rs.5 daily for 72 months at the doorsteps of 10.36 lac depositors
through its more than 4000 Pigmy agents.
Pigmy deposits of the Bank crossed Rs.1800 crore.

19
MEMORABLE MILESTONES IN A 82-YEAR JOURNEY Growing Far And Wide
2006 Bank signs MOU with M/s.CMC Ltd., for making Syndicate Institute of Bank Management
(SIBM) a center of excellence of global standards and provide quality management
education.
2006 500th Branch of SyndicateBank in Karnataka opened at Navnagar, Bagalkot.
2006 2000th Branch of SyndicateBank opened at Tondiarpet, Chennai on 23.03.2006.
2006 Inauguration of SyndBank Services Limited, the 1st BPO outfit of a Nationalised Bank, a

20
 wholly owned subsidiary of SyndicateBank & 525th CBS Branch by Hon'ble Union
Minister of Finance, Sri P Chidambaram on 24.03.2006 at Bangalore.
2006 2006th Branch of SyndicateBank opened at Gangtok, Sikkim on 27.03.2006
2006 First Branch opened in Arunachal Pradesh at Ita Nagar on 16th October 2006

2006 Branches opened for the first time in 19 additional districts

2007 First Branch opened in Nagaland at Dimapur on 17.03.2007

2007 First Branch opened in Mizoram in Aizawl on 29.03.2007

2008 Branches opened for the first time in 13 additional districts

2008 First Branch opened in Tripura at Agarthala on 11.01.2008

2009 Branch network expanded to all States and UTs except Manipur & Daman Diu

2010 Branches opened for the first time in 6 new districts.

2009- i.The Bank opened 3 new Regional Offices at Moradabad, Jaipur and Guwahati
2010 for better administrative cover over branches in the respective jurisdictions. The
Regional Office at Gauwahati is also expected to help the Bank to play a more
active role in the development of the North Eastern parts of the country.
ii. The Bank opened 50 branches on a single day (11.03.2010).
2010- The Bank opened 135 branches under the Financial Inclusion programme of the
2011 Govt. of India

3.2 Management Team:

Chairman & Managing Director

Shri Sudhir Kumar Jain

Shri Sudhir Kumar Jain has assumed charge as Chairman & Managing Director of Syndicate
Bank on July 8, 2013. Prior to assuming charge as Chairman & Managing Director, he was
Executive Director of Bank of Baroda. Shri Jain is a graduate in Commerce and a qualified
Chartered Accountant.

21
Executive Directors

Shri T K Srivastava has assumed charge as Executive Director of SyndicateBank on 1st

September 2013. Prior to joining the Bank, Shri.Srivastava was General Manager, Union Bank of
India. Shri Srivastava holds Master in Management Studies and Commerce. In addition, he is
also a Certified Associate of Indian Institute of Bankers. Shri Srivastava has been a Professional
Banker for over 37 years of varied experience. He started his career in 1976 as Probationary
Officer in Union Bank of India and thereafter elevated to various ranks to the level of General
Manager of the Bank. He worked in various capacities in different Regions of the bank. He was
responsible for 100% CBS implementation of Union Bank of India and their sponsored
Grameena Banks. He has made huge contribution in creating a stable IT platform for Union
Bank of India.

Directors

Shri H. Pradeep Rao

Shri H Pradeep Rao has been appointed as Government Nominee Director on the Board of our
Bank by the Government of India w.e.f. 10/05/2010 until further orders. Presently Shri H
Pradeep Rao is the Joint Secretary and Financial advisor to Goverment of India , Ministry of
Finance, New Delhi. He is MBA , MA and CIA (Certified Internal Auditor). He is an Indian
Audit & Accounts Service (IA&AS) Officer of the 1981 batch.

Shri A S Rao

Shri A S Rao has been nominated as Director on the Board of our Bank by the Government of
India w.e.f 30th July 2010 until further orders. Shri A S Rao is the Regional Director for Andhra
Pradesh, Reserve Bank of India (RBI), Hyderabad, w.e.f. April 26, 2010. Prior to this, Shri Rao
was Chief General Manager-in-Charge of Department of Non-Banking Supervision, Central
Office, Mumbai. Earlier, he was attached to RBI, Hyderabad Office, during the years from 1988
to 1994.

Shri Dinkar S Punja

22
Shri Dinkar S. Punja has been nominated as Officer Employee Director on the Board by the
Government of India for a period of 3 years from the date of notification dated 12.07.2010 or
until he ceases to be an officer of Syndicate Bank or until further orders, whichever is the
earliest. Sri Punja has served in the similar capacity earlier from 30th June,2005 till 15th
September,2009.

Shri Narendra L Dave

Shri Narendra L Dave has been nominated as Workmen Employee Director on the Board by the
Government of India for a period of 3 years from the date of notification dated 31st August 2010
or until he ceases to be an workmen employee of Syndicate Bank or until further orders,
whichever is the earliest. Born in May, 1955, Shri Dave is commerce graduate and holds LLB
(General) degree. He joined the Bank on 08.06.1976 and has worked in various branches.

Shri Dilip Kumar Saxena

Shri Dilip Kumar Saxena, a Commerce Graduate and Fellow Member of Institute of Chartered
Accountants of India, is a partner in M/s Saxena & Saxena, Chartered Accountants, New Delhi
since 1993. Earlier, he has worked for about 18 years with National Textiles Corporation Ltd. in
different capacities. Shri Saxena has rich experience in the field of Accounting, Auditing, Bank
Finance and Advisory Services.

Shri Jagdish Raj Shrimali

Shri Jagdish Raj Shrimali has been nominated as part-time non-official director on the Board of
Directors of our Bank for a period of three years w.e.f. 29th July 2011 or until further orders,
whichever is earlier. Born in March, 1961 at Haldighati, a place of historical significance in
Rajasthan, Shri Shrimali is a Bachelor in Arts. Besides a Social Worker, he is a Political & Trade
Union leader, actively associated with Congress (I) party and its labour wing Indian National
Trade Union Congress (INTUC).

Shri Ramesh L Adige

Shri Ramesh L Adige is a Masters in Business Administration with specialization in Marketing

from renowned Faculty of Management Studies, University of Delhi and holds a B.E. (Honours)

23
degree from the prestigious Birla Institute of Technology and Science (BITS), Pilani.Shri
Ramesh served as President of Ranbaxy Laboratories (Indias largest pharmaceutical Company
with world wide foot prints, selling its products in 125 countries) and spearheaded the Corporate
Affairs and Global Corporate Communications functions.

Shri Anand K Pandit

A successful entrepreneur and also quite active in undertaking social welfare activities, tasted
success at a very young age only because of sheer dedication to work with utmost sincerity and
honesty, at the same time maintaining a positive attitude to any undertaken task. Unique
expertise in distributing the work as much as possible to the people you think are able of doing
the job. Proficient in taking care that you provided them with enough freedom and space to
perform and at the same time let them evaluate their own perception. An extensive traveller all
over the world, and a constant reader of diverse subjects, makes a personality and interact with
any human being under the sun.

Ms. Jasleenn Suri

Ms. Jasleenn Suri is a Masters in Business Administration with specialization in Marketing &
Finance from Amity Business School, Noida. She holds a Post Graduate Diploma in Insurance &
Risk Management from Birla Institute of Management Technology, New Delhi and a Bachelor in
Commerce from Jesus and Mary College, Delhi University.

Our Bank offers a number of varied products under Deposits, Advances to suit the needs of all
types of customers. Details of products are available in each category under this head. We offer
other services for our customers like Cash Management Services and Gift Cheques.

We also have various delivery channels like ATM, Internet Banking, SMS Banking offering
specialised products and services at our branches which have been 100% brought
under Centralised Banking Solution.

Rate Of Interest, Charges & Fees at a glance

Please click here to know Rates of Interest on Deposits, Loans and Fees at a Glance

24
 Rate Of Interest - Deposits

Please click here to know Domestic Deposit Interest Rates (latest)

"Your Deposits are Insured with DICGC" Please click here to know more about
Deposit Insurance
Please take a print of Account Opening Form - Common for all types of Domestic
Deposit accounts
Non-resident (External) Rupee Accounts (NRE A/cs.) - For Interest Rates Click
NRE A/c
Foreign Currency Non-resident Accounts (FCNR(B) A/cs) -- For Interest Rates
Click FCNR (B)

Penalty for premature closure of deposits

For premature withdrawal of term deposits, the interest will be paid at the rate applicable
to the period for which the deposit remained with the Bank or at contracted rate
whichever is lower, less penalty, as under :

================================================

Before completion of 15 days : No interest payable

After completion of 15 days, : 1%

upto and including one year

After completion of 1 year : 0.5%

================================================

he SyndicateBank has promoted "SyndBank Services Limited" as a wholly owned subsidiary to

undertake BPO activities. The subsidiary, incorporated as a government company commenced its
operations in March,2006. This initiative of the Bank heralds a new beginning in the Indian
Banking industry by carving out the first BPO outfit of a Nationalized Bank.

25
This BPO Company is undertaking/authorized to undertake the following activities:
Back Office functions relating to Debit Cards, Credit Card, ATMs, Bancassurance
Business and new products of the banks.
Follow-up of overdue accounts under retail loans by sending Notices/SMS messages and
tele-calling the customers to maintain a healthy retail credit portfolio of Banks
Pre-shipment hardware testing for the newly procured computer Hardware items like
PCs, Servers, ATMs, UPS, Routers, Switches, Modems and other peripherals such as
printers, (all types), scanners, digital cameras, etc., for Banks and Financial Institutions
Facilitating customers to file their Income Tax Returns
Back Office functions relating to Government Business Transactions & Interest /
Dividend Warrants issuance/ payments
Managing BCTT, Service Tax collection and Bonds Issue
Undertaking Credit Rating of Bank's borrowers
Providing guidance and maintenance of records for PF, Pension and Gratuity Trusts.
Syndicate Cash Management Services

Welcome to the world of complete peace of mind offered by SyndicateBank.

What is more, all these will be at your disposal if you choose to use our services now!
Incidentally, all these from the first Public Sector Bank that launched Centralised
Banking Solutions[CBS] to elevate you from a Branch customer to a Bank customer.

Treasury management
While on one hand, your business plans dictate reaching deep into the country's semi
urban and rural markets, you suddenly find that you need a Cash Management Services

3.3 MOTIVATION PHILOSOPHY IN SYNDICATE BANK

SYNDICATE BANK recognizes that employees are the most important resource of any
organization. In the modern world, the human factor alone can provide a competitive edge to

26
any organization. As one author remarks Some of the best assets walk into and outside the
organization everyday.

All HRD efforts are based on the fundamental concept that Human-beings infinite
potential for growth and development that can be converted into performance by investment of
time and effort by management at all levels. In SYNDICATE BANK Human Resource
Management is identified as a key area providing the cutting edge to the organization in its
endeavor towards competitive excellence. The HRD philosophy of the organization is based on
continuous efforts to enhance the knowledge develop skills and reorient attitude of employees
to keep pace with the changing environment. An attempt is made to align HD programmes with
the basic business strategy.

3.4 TRAINING OBJECTIVES OF SYNDICATE BANK :

Objectives crystallize the fundamental principles enunciated in the mission and policy
statement. To operational the policy mission and statement, the following are the objectives of
SYNDICATE BANK of different training programmes.
1. To ensure that adequate time and efforts are invested at all levels of management towards
people management.
2. To instill in all employees a feeling of pride and belong with an intention to increase
organizational loyalty.
3. To design specific programmes with special focus on equipping the employees to meet
the emerging challenges and opportunities.
4. To help employees improve their core competency that has direct impact on their
performance and productivity.
5. To inculcate in the employee, the need for observing sound organization principles in
order to ensure healthy organization practices.

A study of the fundamental mission and philosophy of SYNDICATE BANK brings out
to our notice the fundamental assumptions behind all HRD attempts at
S YNDICATE BANK
A high level of confidence in capacity and integrity of all employees.

27
 Recognition by the management of need for the integration of the objectives of the
organization and the needs of the individual employees.
The need to recognize the fact that HRD attempts must be incorporated into the basic
business policies and practices.
The conscious attempt to make every individual feel that he is a part of a team, which has
a specific objective.
The need to ensure that training is a proactive process, which must be designed taking
into consideration future changes in the environment, the business, and the competition
and customer expectations.
The need to constantly update job specific skills among employees to make them more
efficient and effective in discharging their duties.
To aim at attitudinal changes required making the employee more conscious of his role as
a representative of the organization.
To provide avenues for the growth and development of the individual through
actualization of inherent potentialities.

28
 CHAPTER-III
REVIEW OF LITERATURE

INTRODUCTION

When considering ways to motivate employees keep in mind that each individual is different and
therefore everyone is motivated by different things. While one employee may be motivated by
money another may be motivated by working with supportive coworkers. One way to find out
what motivates your employees is to discover their wants and needs. One way to do this is by
performing surveys or questionnaires. Below are several factors that can motivate employees.

Incentives- Incentivizes are one of the most common ways of motivating employees. Employee
incentives can be money, gift cards, gifts, vacation trips, ect. The best way to decide what

29
incentive to use to motivate employees is by asking them what they would like. You may be
surprised that its not always money that an employee seeks.

Responsibility- Show your employees that you trust them by giving them responsibilities.
Employees usually like having some control and making choices. It makes them feel as if they
are a necessary part of the business.

Pleasant work environment- If an employee is working in an environment where there is a lot

of negativity between management and employees this can diminish his/her motivation. An
employee will be more motivated if he/she is working with supportive co-workers and
management.

Interesting work- Performing the same tasks everyday will become boring and repetitive for
employees unless they enjoy what they do. Find out what tasks your employee is good at and
enjoys doing. Providing your employee with a task he/she enjoys can prove to be an effective
method of motivating employees.

Listen Listen to your employees concerns and take them seriously. Employees can become
more motivated when they discover that you care about their concerns and problems.

Reward Good Work- Acknowledge employees who put in the extra effort. You can have an
Employee of the Month or Certificates of Appreciation. Employees like to feel that their hard
work is being acknowledged. Even a simple Thank You can show appreciation and improve
employee morale.

Share business success- Making employees feel like they are part of a bigger team can be a
great tool for motivating employees. Provide business performance reviews to let the employees
know how the business is doing. Encourage employees to strive to achieve success and growing
figures for the business. Reward the whole team when the business reaches its goals and
beyond. You can reward them with bonuses or a pizza party. The best way to decide on a reward
is to ask the employees themselves what they want. You may think you know what employees

30
want but you dont. Pass out a survey with different reward options and find out what really
motivates your employees.

Job security- When motivating employees, job security is essential. If employees feel they
might be fired or laid off they are more likely not to put their best efforts into the job.

Promotion/ Growth- Most employees have a natural wanting to improve. Everybody has
dreams of where they wish to be in the future. If there is no goal or growth to be achieved, there
is nothing to motivate them to work harder.

Be Flexible- Dont make employees come to work when they are sick. Dont penalize them for
emergency situations. If its possible be flexible with the employees schedule. For example give
them the option of choosing the day of the week they want off. By doing this you show
employees that you care, and this will be appreciated.

Be Positive- A positive attitude can be contagious. As a manager and leader it is important to

have a positive attitude. Something as simple as a negative tone in your voice can be enough to
reduce employee morale.

Competitive salary- Though money is not always an employees main motivation, a competitive
salary can help an employee feel that they are receiving what they deserve for their job
description. If an employee is under-paid they will often go searching for other jobs that offer
competitive salaries.

Though each person has specific needs, drives, aspirations, and capabilities, at varying degrees
of intensity, people's basic needs are the same, as illustrated by Abraham Maslow in the
following model:

Self-Actualization
Ego

31
 Social Needs
Safety Needs
Physiological Needs

MASLOW'S HIERARCHY OF NEEDS

Maslow explains the Hierarchy of Needs as applied to workers roughly as follows:

Physiological Needs

basic physical needs: the ability to acquire food, shelter, clothing and other basics to survive

Safety Needs

a safe and non-threatening work environment, job security, safe equipment and installations

Social Needs

contact and friendship with fellow-workers, social activities and opportunities

Ego

recognition, acknowledgment, rewards

Self-Actualization

realizing one's dreams and potential, reaching the heights of one's gifts and talents.

It is only when these needs are met that workers are morally, emotionally, and even physically
ready to satisfy the needs of the employer and the customers.

Worker motivation must also be viewed from two perspectives:

1. Inner drives
2. Outer (external) motivators.

32
A person's inner drives push and propel him/her towards an employer, a particular job, career,
line of study, or other activity (such as travel or recreation). It is these drives that Maslow
delineates in his hierarchy of needs, and which we must understand and internalize, use as
guidelines in our efforts to help employees feel motivated.

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, but
to exceed them - taking into consideration additional extraordinary 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 acknowledged 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. Demonstrate and use special gifts and abilities
11. 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 schedules)
4. Job security (to the degree possible)

33
 5. Clear company policies
6. Clear and organized work procedures
7. A stable, just and fair work environment
8. A safe work environment
9. Medical coverage and other benefits
10. An atmosphere of teamwork and cooperation
11. Social activities
12. Reward and recognition programs
13. Incentive programs
14. Open lines of communication (formal and informal)
15. Systematic feedback
16. Training and development programs
17. Opportunities for promotion
18. Company/ business information
19. Information on customer feedback
20. Sharing of company goals and objectives
21. Information on the market situation and industry
22. Future expectations
23. Plans for the future
24. Guidance and mentoring.

It is important that the employer discover other extraordinary needs applicants have before hiring
them and know beforehand whether he/she can satisfy those needs or not. An employee may
have:

Family responsibilities and be unable to work shifts, overtime, or weekends

Heavy financial responsibilities which he/she can meet only by working at two jobs,
leading to exhaustion, "sick leave", and deficient work performance
A desperate financial need for additional overtime and weekend remuneration
Premature expectations of swift promotions.

34
Some other needs the employer can expect, for which company policies should be planned
accordingly:

If the company is in a remote location, all employees will have a need for more social
activities
Many single people look for dates and spouses at work
Some women may not be ready to work late shifts unless the employer provides
transportation back home
Some workers may have a problem with drug or alcohol abuse.

In addition to needs and drives, adult 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 descriptions
Two-way communications
Effective management and supervision
Positive discipline
Good company repute
Good customer relations
Company survival
Opportunities for personal growth
Company growth
A share in the company's success.

Business owners and managers are under constant scrutiny by the people they hire. Adult
workers care beyond the salary - they care to know to whom they entrust their fate, reputation,
and security. They consider their work as a major factor that shapes their lives and the lives of
those dear to them. Hence the scrutiny. Once they feel confident that the employer and their

35
place of work is what they wished for and expected, they are ready to contribute above and
beyond "the call of duty".

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, training and
development that will lead to an environment of openness, cooperation, teamwork, and
motivation that will benefit all the parties involved.

Human beings are a resource to an organization. Like another resource they represent an
investment whose development and utilization require proper managing. There is a fundamental
trust the people are organizations most important assets.

Performance results from the interaction of physical, financial and human resource.
The first two are inanimate; they are translated into productivity only when human element is
introduced. In dealing with employees, however an intangible factor of will, violence or freedom
of choice is introduced , and workers can increase or decrease their productivity as they choose.
This human quality gives rise to need for motivation.

Motivation is one of the most important factors affecting human behavior. Motivation
not only affects other factors like perception and Learning but also affect the total performance
of an individual in organizational setting. This is the reason why managers attach great
importance to motivation in an organization.

At one time, employees were considered just another input into the production of goods
and services. What perhaps changed this way of thinking about employees was reached, referred
to as the Hawthorne studies, conducted by Elton Mayo from 1924 to 1932(Dickson, 1973). This
study found employees are not motivated solely by money and employee behavior is linked to
their attitudes (Dickson, 1973)

The Hawthorne studies began the human relations approach to management, where by
the needs and motivations of employees become the primary focus of managers (Bedeian, 1993).

36
2.1 MEANING OF MOTIVATION:
Motivation has been variously defined by scholars. Usually one or more of these words
are included inn the definition: desires, wants, aims, goals, drives, movies and incentives.
Motivation is derived from the Latin word Move on which means to move.
Human motives are internalized goals within individuals. A motive is an inner state that
energies activates, or moves and directs or channels behavior towards goals.

2.1.1 DEFINITION:

1. Motivation is the complex forces starting and keeping a person at work in the organization.

2. Motivation is the various drives within or environmental forces surrounding individual that
stimulate or attract them in a specific manner.
3. Motivation is the art of understanding motives satisfying them to direct and sustain behavior to
wards the accomplishment of organization goals.

4. Motivation is the process of operating organizational conditions which will impel employees
of any emotion or desire operation ones will and prompting or driving at it to action.

Motivation consists of the three interaction and interdependent elements of needs, drives and
goals.

Needs: These are the deficient, and create whenever there is a physiological or psychological
imbalance.

Drive or motives: These are set to alleviate needs. These are action oriented and provide an
energizing thrust toward goal accomplishment. They are the very heart of the motivation process.

Goal: Goals are any thing which will alleviate a need and reduce a drive.

2.2 CHARACTERISTICS OF MOTIVATION:

37
 1. Higher efficiency:- A good motivation system releases the immense talents, abilities of
employees. It converts ability to work.

2. Low absenteeism and turnover:-Motivation leads to job satisfaction and high morale due to
which lab our unrest, labor absenteeism turnover are reduced.

3. Human relations:-A high level results in harmonious relations between employer and
employees.

4. Facilitates change:-Effective motivation help to over come resistance to change and negative
attitudes on the part of employees.

2.3 NATURE OF MOTIVATION:

Following are some of the characteristics of motivation derive from the definitions given by
various authors.

1. Based on motives:-Motivation is base on individuals motive which are internal to individual.

These motives are in the form of feeling that the individual lacks some thing.

2. Goal directed behavior:-Motivation Leads to goal directed behavior. A goal directed

behavior is one which satisfied the causes for which behavior takes place. Motivation has pro
found influence on human behavior.

3. Related to satisfaction:-Motivation is related to satisfaction. Satisfaction is refers to the

contentment experiences of an individual which we derives out of needs fulfillment.

38
 4. Complex process:-Motivation is a complex process; complexity emerges because of the
nature if needs a types of behavior that need attempted to satisfied those needs.

2.4 TYPES OF NEEDS:

There are many needs which an individual may have and there are various ways in
Which may be classified? Needs may be natural, biological phenomenon in an individual or
these may develop over the period of time through learning. Thus, need may be grouped into 3
categories:

1. Primary need

2. Secondary need

3. General needs

1) Primary needs: These are also known as physiological, biological, basic, or unclear needs.
These needs are common in human beings through their intensity differs.

2) Secondary needs: As contrast to primary needs, these are not natural but are learned by the
individual through experience and interaction. Emergency of these needs depends in learning.

3) General needs: Through a separate classification for general needs is not always given, such a
category seems necessary because there are a number of needs which lie in the grey area between
the primary and secondary needs. In fact, there are certain needs such as need for competence,
curiosity, manipulation, affection, etc.

2.5 TYPES OF MOTIVATION:

There are 2 types of motivation. They are

39
 1. Positive motivation

2. Negative motivation
Positive motivation is a process of attempting to influence others to do your will through the
possibility of gain or reward. Incentive motivation is the pull mechanism.

Negative motivation or fear motivation is based force or fear. Fear causes person to act in a
certain way because they are afraid of the consequences if they dont Fear motivation is the
push mechanism.
The objective of motivation is to create condition in which people are willingly to work with
zeal, initiative, interest and enthusiasm, with a high personal and group.
Moral satisfaction with a sense of responsibility, loyalty and discipline and with pride and
confidence in a most cohesive manner so that the goal of an organization are achieved
effectively.

2.6 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)

40
 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 guidelines, 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

2.7 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 is understanding 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:

41
 1. Inner drives

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:

42
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.

43
 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, adult 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, Motivationthat will
lead to an environment of openness, cooperation, team work, and motivation that will benefit all
the parties involved.

44
2.8 MOTIVATIONAL METHODS:

1. Building confidence for motivation:

Facing a challenge, meeting it and mastering it help build confidence.

2. Motivational 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. Motivational coaching and training motivation:

Games and activities provide a perfect vehicle for explaining the Motivationprocess (train the
trainer for example) to managers, team leaders and trainers.

4. Personal motivation style and learning motivation

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 and motivation

Introducing people, staff or employees to new experiences opens their minds to new avenues of
personal development, and emphasizes the opportunity foe continuous learning that is available
to us all.

6. Improving empathy and communications for motivation

45
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.

"In respect of banking it seems we are behind the times. We are like some old fashioned sailing
ship, divided by solid wooden bulkheads into separate and cumbersome compartments."

Lord Curzon

46
 CHAPTER-IV
DATA ANALYSIS AND INTERPRETATION

4.1 TEAMWORK AND COOPERATION

1. The people I work with cooperation to get the work done.

SATISFACTI NEUTRAL DISSATISFACTION

ON
IST CLASS 92 4 4
EMPLOYEE
IIND CLASS 40 20 0
EMPLOYEE
IIIRD CLASS 77 23 0
EMPLOYEE

47
INTERPRETATION:

Ist class employees 92% satisfied

IInd class employee 80% satisfied
IIIrd class employee 77% satisfied
The employees cooperate each other well to complete the work

2.My fellow employees are committed to do quality work.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 92 8 0
EMPLOYEE
IIND CLASS 68 24 8
EMPLOYEE
IIIRD 87 10 3
CLASS
EMPLOYEE

48
INTERPRETATION:

Ist class employees 92% satisfied

IInd class employee 68% satisfied
IIIrd class employee 87% satisfied
Employees are committed to do quality work.

3.Iam involved in decisions that affect my work.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 63 24 8
EMPLOYEE
IIND CLASS 48 36 16
EMPLOYEE
IIIRD 63 30 7
CLASS
EMPLOYEE

49
INTERPRETATION:

Ist class employees 68% satisfied

IInd class employee 48% satisfied
IIIrd class employee 63% satisfied
We can clearly make out that the IInd class employees are not satisfied with the
decisions they are involved that affect their work.

4.I believe that al the divisions in the company and work together to achieve
common goal.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 84 16 0
EMPLOYEE
IIND CLASS 88 8 4
EMPLOYEE
IIIRD 60 37 3
CLASS
EMPLOYEE

50
INTERPRETATION:

Ist class employees 88% satisfied

IInd class employee 84% satisfied
IIIrd class employee 60% satisfied
The employees in al the divisions of the company interact with each other well in
order to achieve the goal of the organization.

5.I have information to do my job well.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 88 12 0
EMPLOYEE
IIND CLASS 88 12 0
EMPLOYEE
IIIRD 80 17 3
CLASS
EMPLOYEE

51
INTERPRETATION:

Ist class employees 88% satisfied

IInd class employee 84% satisfied
IIIrd class employee 60% satisfied
The graph clearly indicates that the employees have clear information to do their
job well.

6.My manager delegates that work effectively.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 96 4 0
EMPLOYEE
IIND CLASS 56 40 4
EMPLOYEE
IIIRD 57 33 10
CLASS
EMPLOYEE

52
INTERPRETATION:

Ist class employees 96% satisfied

IInd class employee 56% satisfied
IIIrd class employee 57% satisfied
The information above that the employees are satisfied with their managers
involvement in the work.

7.Iam satisfied with the information I received from management.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 76 24 0
EMPLOYEE
IIND CLASS 72 24 4
EMPLOYEE
IIIRD 60 23 17
CLASS
EMPLOYEE

53
INTERPRETATION:

Ist class employees 76% satisfied

IInd class employee 72% satisfied
IIIrd class employee 60% satisfied
The employees are satisfied with the information they received from the
management.

8.My manager is available to me when I have questions or need help.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 72 24 4
EMPLOYEE
IIND CLASS 68 28 4
EMPLOYEE
IIIRD 60 26 14
CLASS
EMPLOYEE

54
INTERPRETATION:

Ist class employees 72% satisfied

IInd class employee 68% satisfied
IIIrd class employee 60% satisfied
The is always some kind of help for the employees during their work.

9.I can see the link between my work and company objectives.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 64 36 0
EMPLOYEE
IIND CLASS 68 32 0
EMPLOYEE
IIIRD 66 27 7
CLASS
EMPLOYEE

55
INTERPRETATION:

Ist class employees 62% satisfied

IInd class employee 68% satisfied
IIIrd class employee 64% satisfied
The employees are able to find the link between their work company objectives.

10.I link the kind of work I do.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 84 16 0
EMPLOYEE
IIND CLASS 92 8 0
EMPLOYEE
IIIRD 93 7 0
CLASS
EMPLOYEE

56
INTERPRETATION:

Ist class employees 84% satisfied

IInd class employee 92% satisfied
IIIrd class employee 93% satisfied
The information suggests that the employees get the kind of work they like.

11.I am clear about what is expected of me in my position as a result of the

performance appraisal.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 80 20 0
EMPLOYEE
IIND CLASS 80 20 0
EMPLOYEE
IIIRD 73 23 3
CLASS
EMPLOYEE

57
INTERPRETATION:

Ist class employees 80% satisfied

IInd class employee 80% satisfied
IIIrd class employee 73% satisfied
The employees are clear about expectations on doing work.

12.My manager assists me to identify my Motivationneeds.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 72 20 8
EMPLOYEE
IIND CLASS 28 56 16
EMPLOYEE
IIIRD 50 33 17
CLASS
EMPLOYEE

58
INTERPRETATION:

Ist class employees 72% satisfied

IInd class employee 28% satisfied
IIIrd class employee 50% satisfied
The above graph clearly suggest that IInd class employees and IIIrd class
employee are not satisfied with the need for the identification..

13.The employee benefits I receive are attractive and competitive.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 80 16 4
EMPLOYEE
IIND CLASS 68 30 2
EMPLOYEE
IIIRD 60 37 3
CLASS
EMPLOYEE

59
INTERPRETATION:

Ist class employees 80% satisfied

IInd class employee 44% satisfied
IIIrd class employee 50% satisfied
Its clear indication that the IInd class employees and IIIrd class employee are
satisfied with benefits they receive form the management.

14.There is someone at work who encourages my development.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 44 36 20
EMPLOYEE
IIND CLASS 48 44 8
EMPLOYEE
IIIRD 20 23 27
CLASS
EMPLOYEE

60
INTERPRETATION:

Ist class employees 44% satisfied

IInd class employee 48% satisfied
IIIrd class employee 50% satisfied
There is a bit criticism about the encouragement gives towards the employee
development.

15.In this company people are rewarded according to their job performance.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 56 32 12
EMPLOYEE
IIND CLASS 52 44 4
EMPLOYEE
IIIRD 70 17 13
CLASS
EMPLOYEE

61
INTERPRETATION:

Ist class employees 56% satisfied

IInd class employee 52% satisfied
IIIrd class employee 70% satisfied
The opinion of Ist class employees and IInd class employees shows that rewards
doesnt match their performance.

16.conditions in my work area allow me to be highly productive.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 68 28 4
EMPLOYEE
IIND CLASS 76 16 8
EMPLOYEE
IIIRD 80 13 7
CLASS
EMPLOYEE

62
INTERPRETATION:

Ist class employees 68% satisfied

IInd class employee 76% satisfied
IIIrd class employee 80% satisfied

Employees are satisfied with their conditions in their work area which makes them
to be highly productive.

17.Iam adequately recognized for my good work.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 48 24 28
EMPLOYEE
IIND CLASS 64 32 4
EMPLOYEE
IIIRD 87 10 3
CLASS
EMPLOYEE

63
INTERPRETATION:

Ist class employees 48% satisfied

IInd class employee 64% satisfied
IIIrd class employee 87% satisfied
The information above depicts that the Ist class employees are not recognized for
their good work.

18.Considering everything , I am satisfied.

SATISFACTION NEUTRAL DISSATISFACTION
IST CLASS 60 28 12
EMPLOYEE
IIND CLASS 64 32 4
EMPLOYEE
IIIRD 63 33 4
CLASS
EMPLOYEE

64
INTERPRETATION:

Ist class employees 60% satisfied

IInd class employee 64% satisfied
IIIrd class employee 63% satisfied
Overall, employees are satisfied.

19.My job is enjoyable and challenging.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 72 28 4
EMPLOYEE
IIND CLASS 84 12 4
EMPLOYEE
IIIRD 67 23 10
CLASS
EMPLOYEE

65
INTERPRETATION:

Ist class employees 72% satisfied

IInd class employee 84% satisfied
IIIrd class employee 67% satisfied
The graph clearly depicts that the job is enjoyable and challenging.

20.Rate your overall satisfaction with your job here.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 76 16 8
EMPLOYEE
IIND CLASS 76 24 0
EMPLOYEE
IIIRD 67 26 7
CLASS
EMPLOYEE

66
INTERPRETATION:

Ist class employees 62% satisfied

IInd class employee 68% satisfied
IIIrd class employee 64% satisfied

21.I have clear measure for each of my objectives.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 80 16 4
EMPLOYEE
IIND CLASS 88 12 0
EMPLOYEE
IIIRD 77 20 3
CLASS
EMPLOYEE

67
INTERPRETATION:

Ist class employees 80% satisfied

IInd class employee 88% satisfied
IIIrd class employee 77% satisfied
The employees are clear about their objectives.

22.I know what is expected for me in my job.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 88 12 0
EMPLOYEE
IIND CLASS 88 12 0
EMPLOYEE
IIIRD 77 20 3
CLASS
EMPLOYEE

68
INTERPRETATION:

Ist class employees 88% satisfied

IInd class employee 88% satisfied
IIIrd class employee 70% satisfied
The employees are clear about the expectations on them from the company.

23.My manager has set performance goals for my job.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 80 20 0
EMPLOYEE
IIND CLASS 32 52 16
EMPLOYEE
IIIRD 50 20 30
CLASS
EMPLOYEE

69
INTERPRETATION:

Ist class employees 80% satisfied

IInd class employee 32% satisfied
IIIrd class employee 50% satisfied
The above graph clearly depicts that IInd class employees and workers doesnt
have proper performance goals for their job.

24.I can get the information I need to do my job.

SATISFACTION NEUTRAL DISSATISFACTION

IST CLASS 80 20 0
EMPLOYEE
IIND CLASS 76 52 16
EMPLOYEE
IIIRD 70 20 30
CLASS
EMPLOYEE

70
INTERPRETATION:

Ist class employees 84% satisfied

IInd class employee 76% satisfied
IIIrd class employee 70% satisfied
The employees have the information in order to do their job.

71
 CHAPTER-V

FINDINGS
CONCLUSIONS
SUGGESTIONS
BIBLIOGRAPHY
QUESTIONNAIRE

Findings

The report in Motivation in SYNDICATE BANK has brought into light the total picture of
the employees attitude towards training and development.

Most of the respondents have expressed that they are interested in the on- the- job method.

Most respondents expressed that feedback is collected from all the participants in the
program.

The employee in the organization are well participated in the training program.

72
 The training is being given to the employees at regular interval.

Most of the employees are very much satisfied about the selection of the candidates for
training.

Most of the employees are expressed that the training programmers is imparting the latest
technology in the market.

Most of the employees agree with the training programmers meet pre-specified objectives.

Most of the employees are respond positive with the training programmers conducted in
the organization.

It is found that some of the employees are not aware or the training policy in SYNDICATE
BANK. Hence they are made to be aware.

Most of the employees agree with the training help you to upgrade soft skills like
communication skills, leadership, team building etc.

Most of the employees agree with the organization provide training for both present and
new employees.

CONCLUSIONS

In the above perspective, the present chapter makes an attempt to draw some conclusions. It
should be confessed here that the investigator is conscious of the limitations of the study and the
conclusion drawn on the basis of the sample from a single unit cannot be generalized about the
entire manufacturing sector.

73
With regard to value of people, the analysis leads to the conclusion that the Executives give a
reasonable value to the Human Resources in the Organization. However, in respect of concept
about power, they are somewhat agreed to share the power.
As far as information sharing with lower rungs is concerned, they are very positive.
One significant conclusion with regards to learning opportunities, which is a basic for
empowerment, is that the executives are favorable and feel that sufficient learning opportunities
should be there for the rank & file.
As far as clarity is concerned, the executives are somewhat agreed i.e., neutral. The aspect wise
percentage analysis leads to the conclusion that the organization is somewhat ready for employee
empowerment because the majority of the Executives in almost all aspects are concentrated in
somewhat ready group.

SUGGESTIONS

Employee motivation in SYNDICATE BANK is good and satisfactory

There should be improving of system approach to every employee in

SYNDICATE BANK.

In SYNDICATE BANK every employee should be motivated in effective manner

so that every employee will be satisfied
74
 All three levels should be take care by HR MANEGER

BIBLIOGRAPHY

6. 1. Gary Dessler, Human Resource Management, PHI, New Delhi, 2003

2 .CharlesR.Greer,StrategicHuman

3 .Prom Chadha: Performance Management, Macmillan India, New Delhi, 2003. ...

4 Human resource mamegement . P.Subba rao

75
 WEBSITE; http:/ syndicate bank.com

http:/ wikipedia.com

Questionnaire

1.The people I work with cooperation to get the work done.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

2.My fellow employees are committed to do quality work.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

3.Iam involved in decisions that affect my work

76
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

4.I believe that al the divisions in the company and work together to achieve
common goal
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

5.I have information to do my job well.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

6.My manager delegates that work effectively.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

7.Iam satisfied with the information I received from management

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

8.My manager is available to me when I have questions or need help.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

9.I can see the link between my work and company objectives.
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

10.I link the kind of work I do.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

11.I am clear about what is expected of me in my position as a result of the

performance appraisal.
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

12.My manager assists me to identify my Motivationneeds.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

77
13.The employee benefits I receive are attractive and competitive.
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

14.There is someone at work who encourages my development.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

15.In this company people are rewarded according to their job performance.
A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

16.conditions in my work area allow me to be highly productive.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

17.Iam adequately recognized for my good work

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

18.Considering everything , I am satisfied.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

19.My job is enjoyable and challenging.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

20.Rate your overall satisfaction with your job here.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

21.I have clear measure for each of my objectives.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

22.I know what is expected for me in my job.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

23.My manager has set performance goals for my job.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

24.I can get the information I need to do my job.

A)SATISFACTION B)NEUTRAL C) DISSATISFACTION [ ]

78