Project report on Organizational Culture Employee Engagement Organizational effectiveness In State Bank of India

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

Submitted to, Prof.Dr Shikha kapoor

Submitted By, Abhishek Bhati(A1802013120) Aditya chauhan(A1802013031)

Acknowledgement

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

for her constant co-operation and support at each and every step during this project. We also thank Amity nternational !usiness "chool for an opportunity to undertake a #rgani$ational !ehavioural Project at the start of our %!A course which helped us to integrate the classroom ac&uisition of #rgani$ational !ehavioural concepts with actual conditions prevailing in the organi$ation.

THEORETICAL RA!E"OR#
E!$LO%EE E&'A'E!E&T

An organi$ation's productivity is measured not in terms of employee satisfaction (ut (y employee engagement. )mployees are said to (e engaged when they show a positive attitude toward the organi$ation and express a commitment to remain with the organi$ation. )mployees feel more engaged when they are a(le to make a uni&ue contri(ution, experience empowerment and have opportunities for personal growth. )mployees feel more engaged when they have clear direction, performance accounta(ility, and an efficient work environment. *hey must get feed(ack to ensure that they are on the right track and (eing held accounta(le for their progress. People want to work in an organi$ation that is efficient in terms of time, resources and (udget. )mployees feel more engaged when they work in a safe environment. "afe in this context means that employees trust one another and are a(le to &uickly resolve conflicts when they arise. *hey want to (e a(le to rely on one another and focus on the tasks that really matter. According to +er$(erg, true motivators at work include achievement, recognition, work itself, responsi(ility and personal growth. +igher engagement translates into higher and faster revenue growth. )ngaged employees are more innovative and place more emphasis on meeting customer needs. "tudies indicate that people often &uit their jo( (ecause of low employee engagement. %easurement of employee engagement can have many applications within an organi$ation. )ngagement can (e a general index of +, effectiveness in a +, scorecard. )ngagement measures also can (e used to (enchmark the work climate against other organi$ations. #ther uses of employee engagement include .limate survey- "ome organi$ations use engagement measures as simple indices of the workplace culture. /eadership or department feed(ack- (ased on employee engagement one can create (reakout reports (y department or leader. 0epartments and leaders can gain a (etter understanding of how engagement within their team differs from the overall engagement prevalent within the rest of the organi$ation. *his information can help in creating development plans for the long term.

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

Cu(tu)e* t consists of a foundation of leadership, vision, values, effective communication, a strategic plan, and +, policies that are focused on the employee. C+ntinu+us Rein,+)ce-ent +, $e+.(e/ +cused $+(icies* .ontinuous reinforcement exists when senior management provides staff with (udgets and resources to accomplish their work, and empowers them. !eanin0,u( !et)ics* *hey measure the factors that are essential to the organi$ation's performance. !ecause so much of the organi$ation's performance is dependent on people, such metrics will naturally drive the people-focus of the organi$ation and lead to (eneficial change. O)0ani1ati+na( $e),+)-ance* t ultimately leads to high levels of trust, pride, satisfaction, success, and (elieve it or not, fun.

1ollowing measures can (e taken to improve employee engagement .onduct periodic meetings with employees to communicate good news, challenges and easy-to-understand company financial information. %anagers and supervisors should (e comforta(le communicating with their staff, and a(le to give and receive constructive feed(ack. Provide variety- *edious, repetitive tasks can cause (urn out and (oredom over time. f the jo( re&uires repetitive tasks, look for ways to introduce variety (y rotating duties, areas of responsi(ility, delivery of service etc. ndulge in employee deployment if he feels he is not on the right jo(. Provide an open environment. .ommunicate openly and clearly a(out what2s expected of employees at every level your vision, priorities, success measures, etc. 3et to know employees2 interests, goals, stressors, etc. "how an interest in their well(eing and do what it takes ena(le them to feel more fulfilled and (etter (alanced in work and life. .ele(rate individual, team and organi$ational successes. .atch employees doing something right, and say 4*hank you.4 !e consistent in your support for engagement initiatives. f you start one and then drop it, your efforts may (ackfire. *here2s a strong connection (etween employees2 commitment to an initiative and management2s commitment to supporting it.

OR'A&I2ATIO&AL C3LT3RE

Culture is more often a source of conflict than of synergy. Cultural differences are a nuisance at best and often a disaster." Prof. 3eert +ofstede, )meritus Professor, %aastricht 5niversity. .ulture is always a collective phenomenon, (ecause it is at least partly shared with people who live or lived within the same social environment, which is where it was learned. t is the collective programming of the mind which distinguishes the mem(ers of one group or category of people from another. 6+ostede, 3eert7 #rgani$ational culture refers to a system of shared meaning held (y mem(ers that distinguishes the organi$ation from other organi$ations. *his system of shared meaning is a set of key characteristics that the organi$ation values. ,esearch suggests that there are 8 elements that capture the essence of organi$ational culture Inn+4ati+n and )isk takin0- the degree to which employees are encouraged to (e innovative and take risks. Attenti+n t+ detai(- the degree to which employees are expected to exhi(it precision, analysis and attention to detail. Outc+-e +)ientati+n- the degree to which management focuses on results or outcomes rather than on the techni&ues and processes used to achieve those outcomes. $e+.(e +)ientati+n- the degree to which management decisions take into consideration the effect of outcomes on people within the organi$ation. Tea- +)ientati+n- the degree to which work activities are organi$ed around teams rather than individuals. A00)essi4eness- the degree to which people are aggressive and competitive rather than easygoing. 5tabi(ity- the degree to which organi$ational activities emphasi$e maintaining the status &uo in contrast to growth.

Assessing an organi$ation on the (asis of these aspects gives a composite picture of the organi$ation's culture. 6,o((ins 9:;97 *he mark of a strong culture is when the organi$ation's core values are strongly held and widely felt (y the employees. *he more the num(er of people who accept these values, the stronger the culture is. *he reverse is true for a weak culture. A strong culture implies high degree of agreement among its mem(ers and helps in (uilding cohesiveness, loyalty and organi$ational commitment. *he more committed an employee is the lesser are the chances that he<she will &uit the company. *he top management plays a pivotal role in shaping the culture of the organi$ation. *heir attitude and (ehaviour towards the organi$ation trickles down to the other employees of the organi$ation. A major role in determining the culture is played (y the +, team of the organi$ation. !y recruiting the right kind of people into the organi$ation= the organi$ation upholds its culture. >ew employees initially distur( the culture prevalent in an organi$ation (ecause they are new to it (ut the organi$ation gradually helps the new recruits in adjusting themselves to the culture (y a process known as sociali$ation. R+(e +, cu(tu)e in an +)0ani1ati+n* Cu(tu)e .)+4ides a sense +, identity- employees feel a strong sense of identity and feel that they (elong to the organi$ation. Cu(tu)e 0ene)ates c+--it-ent t+ the +)0ani1ati+n6s -issi+n- When there is a strong culture people feel that they are a part of that larger well- defined whole and are involved in the entire organi$ation's work. !igger than an individual's interests, culture reminds people of what their organi$ation is all a(out. Cu(tu)e c(a)i,ies and )ein,+)ces standa)ds +, beha4i+u)- .ulture guides employees' words, deeds, making it clear what they should do or say in a given situation, which is especially useful to newcomers.

*here are four types of organi$ational cultures &et7+)ked cu(tu)e- it is characteri$ed (y high levels of socia(ility and low levels of solidarity. !e)cena)y cu(tu)e- t is characteri$ed (y a low degree of socia(ility and a high degree of solidarity. )a0-ented cu(tu)e- it is characteri$ed (y a low degree of socia(ility and a low level of solidarity

C+--una( cu(tu)e* .haracteri$ed (y (oth a high degree of socia(ility and a high degree of solidarity. 3reen(erg ? !aron 9::@

5ta0es +, cu(tu)a( de4e(+.-ent* i)st sta0e* revolves around issues of dependency and authority. *he &uestion of who will lead the group or organi$ation. *he type of person who is selected to lead is indicative of many values and norms of the group or organi$ation. /eader characteristics such as age, training, (ackground, gender and experience may (e important in the formation of a group. 5ec+nd sta0e* the first stage is likely to produce a feeling of success and good feelings a(out mem(ership that are likely to carry over for an extended period of time. )arly success can motivate employees. Thi)d sta0e* n this stage issues of creativity and sta(ility are dealt with. *he group or organi$ation (egins to cope with the innovative approaches that (rought its initial success as that innovation and creativity come into conflict with the needs for order and sta(ility. +u)th sta0e* the organi$ation or group matures only to encounter a confrontation of survival and growth issues. *he organi$ation or group learns whether it is flexi(le and adapta(le to changing conditions in the surrounding environment or whether its very survival will (e &uestioned. 6+odge, Anthony ? 3ales, ;AAB7

Cu(tu)a( indicat+)s and -ani,estati+ns* Rites8 )itua(s and ce)e-+nies* .eremonies, rites and rituals hold the group together. %any of these ceremonies re&uire mem(ers of the organi$ation to come together. *hese events are manifestations of the (eliefs and values, and the perceptions and understandings of the organi$ation. 5y-b+(s and s(+0ans* "ym(ols and slogans play an important role in sustaining the culture. /ogos and trademarks also indicate cultural values and (eliefs. *hese logos may (e uni&ue, readily identifia(le markers of a company's products and services. Lan0ua0e* one of the marks of the groups is its tendency to develop a language or a jargon of its own. *he language serves as shorthand to mem(ers and as a (arrier to nonmem(ers. %em(ers develop an organi$ational voca(ulary, and mem(ers use it their daily contacts with each other. !yths and 5t+)ies* 3roups and organi$ations develop a history of operations and events over time in the form of myths and stories that is handed down from one generation to

another. *hese play a part in guiding mem(ers a(out the appropriate and expected (ehaviors. $hysica( En4i)+n-ent* A physical environment is composed of three (asic elementsPhysical structures, physical stimuli, and sym(olic artifacts.

E,,ects +, cu(tu)e +n +)0ani1ati+ns* .ulture can help push an organi$ation towards its goal or away from it. t can either (e a positive drive or a negative one. *hus, culture gives specific direction to an organi$ation. f the culture is weak, the organi$ation lacks a core of commonly held (eliefs, norms and values. )mployees can find it difficult to identify with such a company. 1lexi(le cultures are adapta(le to changing conditions. *he extent of flexi(ility or inflexi(ility can (e seen in how organi$ations respond in times of crisis. .ulture affects the level of commitment felt (y the employees of the organi$ation. .ulture creates conditions in the organi$ation where mem(ers are willing or non-willing to commit themselves to the organi$ations goals. A high a degree of employee commitment is shown (y an organi$ation with a strong culture. Willingness to adopt an organi$ation's culture is an essential part of assimilation into the organi$ation. With the passage of time employees feel essence of identity with the organi$ation and even make sacrifices for it. *his augments commitment among the employees.

H+,stede6s )a-7e7+)k ,+) Assessin0 Cu(tu)es

n the late ;A8:'s the most extensive study for analy$ing organi$ational cultures was carried out (y 3eert +ofstede. +e surveyed more than ;,;B,::: employees of !% across C: countries a(out their work related values and (eliefs. +ofstede2s study demonstrated that there are national and regional cultural groupings that affect the (ehaviour of societies and organi$ations, and that are very persistent across time. *he study demonstrated that managers and employees vary on five value dimensions of national culture. *hese dimensions are- Power distance, individualism versus collectivism, masculinity versus femininity, uncertainty avoidance and long term versus short term orientation.

$+7e) distance/ that is the extent to which the less powerful mem(ers of organi$ations and institutions 6like the family7 accept and expect that power is distri(uted une&ually. *his represents ine&uality 6more versus less7, (ut defined from (elow, not from a(ove. t suggests that a society2s level of ine&uality is endorsed (y the followers as much as (y the leaders. Power and ine&uality, of course, are extremely fundamental facts of any society and any(ody with some international experience will (e aware that 2all societies are une&ual, (ut some are more une&ual than others2. Indi4idua(is- on the one side versus its opposite, collectivism, that is the degree to which individuals are integrated into groups. #n the individualist side we find societies in which the ties (etween individuals are loose- everyone is expected to look after him<herself and his<her immediate family. #n the collectivist side, we find societies in which people from (irth onwards are integrated into strong, cohesive in-groups, often extended families 6with uncles, aunts and grandparents7 which continue protecting them in exchange for un&uestioning loyalty. *he word 2collectivism2 in this sense has no political meaning- it refers to the group, not to the state. Again, the issue addressed (y this dimension is an extremely fundamental one, regarding all societies in the world. !ascu(inity 4e)sus its +..+site8 ,e-ininity8 refers to the distri(ution of roles (etween the genders which is another fundamental issue for any society to which a range of solutions are found. *he !% studies revealed that 6a7 women2s values differ less among societies than men2s values= 6(7 men2s values from one country to another contain a dimension from very assertive and competitive and maximally different from women2s values on the one side, to modest and caring and similar to women2s values on the other. *he assertive pole has (een called 2masculine2 and the modest, caring pole 2feminine2. *he women in feminine countries have the same modest, caring values as the men= in the masculine countries they are somewhat assertive and competitive, (ut not as much as the men, so that these countries show a gap (etween men2s values and women2s values. 3nce)tainty a4+idance deals with a society2s tolerance for uncertainty and am(iguity= it ultimately refers to man2s search for *ruth. t indicates to what extent a culture programs its mem(ers to feel either uncomforta(le or comforta(le in unstructured situations. 5nstructured situations are novel, unknown, surprising, different from usual. 5ncertainty avoiding cultures try to minimi$e the possi(ility of such situations (y strict laws and rules, safety and security measures, and on the philosophical and religious level (y a (elief in a(solute *ruth= 2there can only (e one *ruth and we have it2. People in uncertainty avoiding countries are also more emotional, and motivated (y inner nervous energy. *he opposite type, uncertainty accepting cultures, are more tolerant of opinions different from what they are used to= they try to have as few rules as possi(le, and on the philosophical and religious level they are relativist and allow many currents to flow side (y side. People within these cultures are more phlegmatic and contemplative, and not expected (y their environment to express emotions. L+n0/te)- 4e)sus sh+)t/te)- +)ientati+n: this fifth dimension was found in a study among students in 9D countries around the world, using a &uestionnaire designed (y .hinese scholars t can (e said to deal with Eirtue regardless of *ruth. Ealues associated

with /ong *erm #rientation are thrift and perseverance= values associated with "hort *erm #rientation are respect for tradition, fulfilling social o(ligations, and protecting one2s 2face2. !oth the positively and the negatively rated values of this dimension are found in the teachings of .onfucius, the most influential .hinese philosopher who lived around @:: !...= however, the dimension also applies to countries without a .onfucian heritage.

OR'A&I2ATIO&AL E

ECTI9E&E55

O)0ani1ati+na( e,,ecti4eness is the concept of how effective an organi$ation is in achieving the outcomes the organi$ation intends to produce. An organi$ation2s effectiveness is also dependent on its communicative competence and ethics. *he relationship (etween these three are simultaneous. )thics is a foundation found within organi$ational effectiveness. An organi$ation must exemplify respect, honesty, integrity and e&uity to allow communicative competence with the participating mem(ers. Along with ethics and communicative competence, mem(ers in that particular group can finally achieve their intended goals. An effective organi$ation esta(lishes and acts upon mission-(ased priorities, sets direction, has a clear vision, innovates, and adapts to change. #rgani$ational effectiveness relies on the leader or leaders' a(ility to mo(ili$e the resources needed to achieve mission. ,ohr(augh , ,ohr(augh and Fuinn 6;AGD7 and Fuinn 6;AGG7 noted that organi$ations were likely to experience tension among organi$ational effectiveness attri(utes for example H all organi$ations have need for some level of sta(ility as well as a need to (e flexi(le and adapta(le= a need for control and discipline as well as a need to allow some degree of freedom and

autonomy= a need for rational formal structures and non- rational informal relations. *he concluded that effectiveness depended on the a(ility of an organi$ation, and its managers to strike the right (alance among these critical attri(utes, as re&uired (y the organi$ation's o(jectives and situations.

5TATE BA&# O I&:IA/ CO!$A&% $RO ILE

*he "tate !ank of ndia, the country's oldest and largest (ank and a premier in terms of (alance sheet si$e, num(er of (ranches, market capitali$ation and profits is today going through a momentous phase of change and transformation H the two hundred year old pu(lic sector (ehemoth is today stirring out of its pu(lic sector legacy and moving with an agility to give the private and foreign (anks a run for their money. %easured (y the num(er of (ranch offices, "! is the second largest (ank in the world. *he (ank is entering into many new (usinesses with strategic tie ups H Pension 1unds, 3eneral nsurance, .ustodial "ervices, Private )&uity, %o(ile !anking, Point of "ale %erchant Ac&uisition, Advisory "ervices, structured products etc H each one of these initiatives having a huge potential for growth. *he !ank is forging ahead with cutting edge technology and innovative new (anking models, to expand its rural (anking (ase, looking at the vast untapped potential in the hinterland and proposes to cover ;::,::: villages in the next two years.

t is also focusing at the top end of the market, on whole sale (anking capa(ilities to provide ndia's growing mid<large corporate with a complete array of products and services. t is consolidating its glo(al treasury operations and entering into structured products and derivative instruments. *oday, the (ank is the largest provider of infrastructure de(t and the largest arranger of external commercial (orrowings in the country. t is the only ndian (ank to feature in the 1ortune @:: list. *he !ank is changing outdated front and (ack end processes to modern customer friendly processes to help improve the total customer experience. With a(out G@:: of its own ;:::: (ranches and another @;:: (ranches of its Associate !anks already networked, today it offers the largest (anking network to the ndian customer. *he !ank is also in the process of providing complete payment solution to its clientele with its over G@:: A*%s, and other electronic channels such as nternet (anking, de(it cards, mo(ile (anking, etc. With four national level Apex *raining .olleges and @C learning .enters spread all over the country the !ank is continuously engaged in skill enhancement of its employees. "ome of the training programes are attended (y (ankers from (anks in other countries. *he (ank is also looking at opportunities to grow in si$e in ndia as well as internationally. t presently has G9 foreign offices in D9 countries across the glo(e. t has also 8 "u(sidiaries in ndia H "! .apital %arkets, "! .AP "ecurities, "! 01+ , "! 1actors, "! /ife and "! .ards - forming a formida(le group in the ndian !anking scenario. t is in the process of raising capital for its growth and also consolidating its various holdings. *hroughout all this change, the !ank is also attempting to change old mindsets, attitudes and take all employees together on this exciting road to *ransformation. n a recently concluded mass internal communication programme termed IParivartan' the !ank rolled out over DD:: two day workshops across the country and covered over ;D:,::: employees in a period of ;:: days using a(out C:: *rainers, to drive home the message of .hange and inclusiveness. *he workshops fired the imagination of the employees with some other (anks in ndia as well as other Pu(lic "ector #rgani$ations seeking to emulate the programme. *he .>> !>, >etwork ;G recogni$ed this momentous transformation journey, the "tate !ank of ndia is undertaking, and has awarded the prestigious ndian of the Jear H !usiness, to its .hairman, %r. #. P. !hatt in Kanuary 9:;9. "tate !ank of ndia has seven associate (anks namely;. "tate !ank of !ikaner and Kaipur 6"!!K7 9. "tate !ank of +ydera(ad 6"!+7 D. "tate !ank of ndore 6"! r7 C. "tate !ank of %ysore 6"!%7 @. "tate !ank of Patiala 6"!P7

B. "tate !ank of "aurashtra 6"!"7 8. "tate !ank of *ravancore 6"!*7 "tate !ank of ndia provides various domestic, international and products and services, through its vast network in ndia and overseas. "tate !ank of ndia is present in D9 countries, where it has GC offices serving the international needs of the (ank2s foreign customers, and in some cases conducts retail operations. *he focus of these offices is ndia-related (usiness. "tate !ank of ndia has its presence in the following countries Australia !ahrain !angladesh !elgium .anada 1rance 3ermany +ong Long srael Kapan People's ,epu(lic of .hina ,epu(lic of %aldives "ingapore "outh Africa "ri /anka "ultanate of #man *he !ahamas 5nited Ara( )mirates 5L 5"A

*he following are the (ank's foreign su(sidiaries;. "tate !ank of ndia nternational 6%auritius7 /td. 9. "tate !ank of ndia, .alifornia D. "tate !ank of ndia, .anada C. "tate !ank of ndia, /agos *he !ank has the following >on-!anking "u(sidiaries in ndia ;. "! .apital %arkets /td 9. "! 1unds %anagement Pvt /td D. "! 1actors ? .ommercial "ervices Pvt /td C. "! 01+ /td "tate !ank of ndia on %arch A, 9:;9 (ecame the second (ank in the world to have ;:,::: (ranches when 5nion 1inance %inister P .hidam(aram inaugurated its latest (ranch at his native place at Puduvaval.

OB;ECTI9E5 O THE $RO;ECT

*o assess the organi$ational culture prevalent at "tate !ank of ndia. *o get to know the degree of employee engagement among the employees of "tate !ank of ndia. *o know the intensity of organi$ational effectiveness within the (ank. "tate !ank of ndia (eing a pu(lic sector organi$ation gave us an insight into knowing the critical aspects which go into the working of the organi$ation.

!ETHO:OLO'%
*he methodology adopted for the project can (e (roadly divided into D heads $)i-a)y s+u)ces- there were D &uestionnaires filled (y the employees of "! = one each for organi$ational culture, organi$ational effectiveness and employee engagement. *he &uestionnaires assessed each component on a scale of ; to @. *his formed the most authentic source of data collection. "urveys are (est suited for descriptive research- to learn a(out people's perceptions, preferences and satisfaction level.

5ec+nda)y s+u)ces- A wide cross section of (ooks, journal and we(sites were referred to for arriving at the literature given in the project.

5a-.(e su)4ey- A sample si$e of D: was given to us 6though we could manage to get only ;: &uestionnaires filled7. +alf of the sample si$e was to (e filled (y employees from the frontline and the other half (y managerial level employees.

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

%ain (ranch- Parliament "treet All ndia nstitute of %edical "ciences, Ansari >agar "outh )xtension Part "outh )xtension Part 3reen Park )xtension %odel *own

A&AL%5I5 O RE53LT5 RO! 5A!$LE 53R9E% A5 $ER $IE CHART5

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

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B:M employees feel that values play an important role in the organi$ation. 9:M feel that values are shared only at the top level. C:M feel that the si$e of a room and its furniture is according to the rank the person has in the organi$ation. @:M have o(served that the room of a senior mem(er has enough space to hold meetings with the other employees. C:M feel that it would (e wrong to say that the leaders expect their su(ordinates to o(ey them implicitly. *his indicates that some amount of freedom is given to the employees. #nly ;:M feel that their leaders are role models. ;:M employees feel that people are expected to follow the proper channels that have (een laid down. A majority of the employees feel that the leaders do not set the standards of performance. *his area seems to (e an area of concern as a leader sets the pattern for an organi$ation's culture.@:M of the employees feel that there is no hierarchy in the seating pattern during meetings and people can sit wherever they find place= though C:M feel that the seats for top management people are reserved. #nly 9:M feel that the customer is regarded as the most important person. C:M feel that most communication is generated at the meetings of the top level management. B:M of the employees are of the opinion that there is not much work related

communication among people. Around C:M of the people feel that there is little or no communication (etween mem(ers when it comes to solving pro(lems that come up in the team. C:M feel that there is little attention given to updating the technology. *he employee opinion is e&ually divided on the issue whether the top management has parties to cele(rate good performances of the organi$ation. *his is corro(orated (y the fact that @:M of the employees feel that high performance is not cele(rated with every(ody in the organi$ation. #nly ;:M of the people feel that the rules and regulations are streamlined. "ince the culture of an organi$ation influences (ehaviour of the employees, then the culture should (e such that the desired (ehaviours and other organi$ational performances are more or less guaranteed. "uch a situation can (e ensured during the recruitment process and (y instituting a reward program for employees that reinforces conformity. n any organi$ation the mem(ers of the top level management are considered very influential. *his is (ecause of the power structure that favours them and their (ehaviour forms a (enchmark for the rest of the mem(ers of the organi$ation. *he manager should (e an artifact that should act like a sym(ol. 6%ary Ko +atch, 9::B7

OR'A&I5ATIO&AL E

ECTI9E&E55

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ECTI9E&E55* A&AL%5I5

A majority of the employees feel that their work group planned together and coordinated its effort well. *his notion was made clearer when 8:M agreed that their work group made good decisions and solved pro(lems well. *his indicates that there is work coordination among the employees. 8:M feel that information a(out important events and situations is shared within the group. G:M of the employees feel responsi(le for meeting their group's o(jectives successfully. C:M were indifferent to the response the group gave to unusual work pressure. B:M of the employees trust and confide in the other mem(ers of their work group though there were ;:M who did not agree to this. *he following were the findings in assessing the level of satisfaction among employees vis- a- vis certain parameters 8:M - satisfaction with people in the work group G:M - satisfaction with the (oss

B:M - satisfaction with the jo( B:M- satisfaction with the organi$ation G:M - satisfaction with the progress made in the organi$ation @:M - satisfaction with chance of getting ahead in the organi$ation in future

@:M of the employees feel that the organi$ation is effective in getting them to meet its needs and thus add to its effectiveness. *his indicates that half the employees feel that the organi$ation does not motivate them to contri(ute to the organi$ation's effectiveness. @:M feel that the organi$ation helps them in meeting their individual needs. *his component shows that there is @:M of the employees who feel motivated to work for the organi$ation as it helps them in meeting their individual needs.@:M feel that the team's goals are well defined= while D:M are indifferent. G:M of the employees think that the team gives enough freedom to them to decide their way of working. *he mem(ers do not hesitate to discuss the pro(lems facing the team= B:M feel that there is transparency to discuss pro(lems faced in the team. A:M of the employees are clear a(out the team's task= thus indicating that there exists a good communication channel within the team. +alf of the people feel that there is high sense of responsi(ility within the team.B:M of the employees are indifferent whether or not the team comes up with an alternative solution= this shows somewhat low organi$ational effectiveness as the organi$ation does not feel the urgent need to come up with an alternative solution. B:M of the employees feel that the team divides the task allotted to them into small groups thus achieving work efficiency. A majority of the employees feel that there is not much importance assigned to assess the true extent of achievement of the team's goals. 9:M of the employees are indifferent whether or not they know their role in the team and another 9:M felt that there was a discrepancy there as they did not know their role in the team. #ut of the ones who are clear a(out their role in the team, B:M are clear a(out how to work towards the team's goals. @:M employees opine that the team has autonomy in vital areas of its working. D:M of the employees are of the opinion that they cannot openly express their differences with each other.

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

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

B:M of the employees accepted that they knew what was expected of them at work. 8:M were content (ecause they had the material and e&uipment that was re&uired to do their work. @:M of the employees feel that they do not have anyone at work who would encourages their development. B:M people feel that the vision or the mission of the company makes their work seem important. A vast majority of people, a(out 8:M were of the opinion that their opinions did not seem to count at work. *hese findings suggest that the employees have low motivation engagement as they do not feel valued at their place of work. C:M employees opine that their fellow workers are little committed to doing &uality work and D:M feel that their fellow workers somewhat do &uality work. *his also indicates that the level of engagement that the employees have with their work is low. B:M stated that they do not have a (est friend at work. B:M stated that in the last six months, there hasn't (een anyone who has talked a(out their progress. f there is someone who constantly recogni$es the progress of the employees then they also feel encouraged to do well and work efficiently for the organi$ation. #nly 9:M of the people felt that in the last year they have had opportunities at work to learn and grow.

I&:I&'5 A&: :I5C355IO&

REA5O&5 OR $ROBLE!5 ACE: According to an +, survey, )mployee engagements levels of government sector are relatively low in all countries. People higher in the organi$ation expectedly show higher levels of engagement as they are closer to the centers of decision making and have more say in the organi$ation. *hus, here also the opinion of vast majority of people is not counted that affects their motivation levels. As far as the organi$ational culture of our organi$ation is concerned, no major scopes and growth opportunities for employees was witnessed. *his can (e attri(uted to the reason that there was very little appreciation for work and cele(ration of success was restricted mostly to top management. A majority of the employees also feel that there was not much importance assigned to assess the true extent of achievement of the team's goals.

RECO!!E&:ATIO&5

n government regulated organi$ation like ours, 0ecentrali$ation of authority with regard to decision making can prove su(stantial in improving organi$ation's culture.

Periodic meetings with employees should (e conducted to communicate good news, challenges and easy-to-understand company financial information. %anagers and supervisors should (e comforta(le communicating with their staff, and a(le to give and receive constructive feed(ack.

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

#ppurtunities to learn and grow at work is an important parameter. *he organi$ation should encourage independent thinking and there should (e a direct link (etween performance and play. 1urther , informal activities like fun workshops and meets can (e organi$ed.

*ime to time employee training should (e organi$ed so that they are aware of the new technologies and its implementations in the organi$ation.

)ffective 0istri(ution of work load can help employees perform (etter. *hus, efforts should (e employed to reduce work pressure. *his can (e done (y ensuring maximum attendance so that the work doesn't go pending.

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

 .ustomer satisfaction should (e given e&ual importance as given in private organi$ations. *his would definitely improve the image of pu(lic organi$ations which has a direct impact on its employees as well.

CO&CL35IO& n our organi$ation, "tate (ank of ndia the organi$ation effectiveness was found to (e medium which could have (een improved had the work culture and employee engagement levels (een improved. *he analysis of organi$ational culture indicates that the leader is not too effective and thus the su(ordinates do not feel motivated enough to work. *his is reflected in low levels of employee engagement. *hus, our survey showed a clear link and impact of organi$ation culture existing on the effectiveness of the organi$ation. *he culture of an organi$ation is directly proportional to how effective it is in its way of functioning. .ulture of an organi$ation shapes the way (y which its employees work. *he varying values, (eliefs and practices practiced largely influenced productivity, motivation and self contentment levels of employees.

RE ERE&CE5
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%20Capacity%20at%20"ach%20#... $

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6C7 #rgani$ational (ehaviour- "tephen P ,o((ins, *imothy A. Kudge, "eema "anghi, 69:;97 ;9th edition =Pearson )ducation nc.

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6;:7 #rgani$ational *heory- %odern, sym(olic and post- modern perspectives- %ary Ko +atch and Ann. / .unliffe, 9::B, 9nd edition= #xford 5niversity Press

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