Professional Documents
Culture Documents
Behaviour
COMPANY PROFILE
The Housing Development Finance Corporation Limited (HDFC) was amongst the first to
receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank in
the private sector, as part of the RBI's liberalization of the Indian Banking Industry in
1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited',
with its registered office in Mumbai, India. HDFC Bank commenced operations as a
Scheduled Commercial Bank in January 1995.
HDFC Bank began operations in 1995 with a simple mission: to be a "World-class Indian
Bank". They realized that only a single-minded focus on product quality and service
excellence would help them get there. Today, they are proud to say that they are well on
our way towards that goal.
It is extremely gratifying that their efforts towards providing customer convenience have
been appreciated both nationally and internationally.
HDFC bank has been showered with a number of awards, consisting of The Best Employer
Award in 2007-2008.
managers replace that theory/assumption, he gave Theory Y which takes a more modern
and positive approach. He believed that managers could achieve more if managers start
perceiving their employees as self-energized, committed, responsible and creative beings.
By means of his Theory Y, he in fact challenged the traditional theorists to adopt a
developmental approach to their employees. He also wrote a book The Human Side of
Enterprise in 1960; this book has become a foundation for the modern view of employees
at work.
CURRENT SCENARIO:
Organizational behaviour is currently a growing field. Organizational studies departments
generally form part of business schools, although many universities also have industrial
psychology and industrial economics programs.
The field is highly influential in the business world with practitioners like Peter Drucker
and Peter Senge, who turned the academic research into business practices. Organizational
behaviour is becoming more important in the global economy as people with diverse
backgrounds and cultural values have to work together effectively and efficiently. It is also
under increasing criticism as a field for its ethnocentric and pro-capitalist assumptions
During last 20 years organizational behavior study and practice has developed and
expanded through creating integrations with other domains:
Anthropology became an interesting prism to understanding firms as communities, by
introducing concepts like Organizational culture, 'organizational rituals' and 'symbolic acts'
enabling new ways to understand organizations as communities.
Leadership Understanding the crucial role of leadership at various level of an organization
in the process of change management.
Ethics and their importance as pillars of any vision and one of the most important driving
forces in an organization.
ORGANIZATIONAL CULTURE
Organizational culture is a concept in the field of Organizational studies and management
which describes the attitudes, experiences, beliefs and values of an organization. It has
been defined as "the specific collection of values and norms that are
shared by people and groups in an organization and that control the way they interact with
each other and with stakeholders outside the organization
Strong culture is said to exist where staff respond to stimulus because of their alignment to
organizational values.
Conversely, there is weak culture where there is little alignment with organizational values
and control must be exercised through extensive procedures and bureaucracy.
Where culture is strongpeople do things because they believe it is the right thing to do
there is a risk of another phenomenon, Groupthink. "Groupthink" was described by Irving
L. Janis. He defined it as "...a quick and easy way to refer to a mode of thinking that
people engage when they are deeply involved in a cohesive ingroup, when members'
strivings for unanimity override their motivation to realistically appraise alternatives of
action." This is a state where people, even if they have different ideas, do not challenge
organizational thinking, and therefore there is a reduced capacity for innovative thoughts.
This could occur, for example, where there is heavy reliance on a central charismatic
figure in the organization, or where there is an evangelical belief in the organizations
values, or also in groups where a friendly climate is at the base of their identity (avoidance
of conflict). In fact groupthink is very common, it happens all the time, in almost every
group. Members that are defiant are often turned down or seen as a negative influence by
the rest of the group, because they bring conflict.
Innovative organizations need individuals who are prepared to challenge the status quo
be it groupthink or bureaucracy, and also need procedures to implement new ideas
effectively.
ORGANIZATIONAL EFFECTIVENESS
5
EMPLOYEE ENGAGEMENT
6
Methodology refers to more than a simple set of methods; rather it refers to the rationale
and the philosophical assumptions that underlie a particular study. This is why scholarly
literature often includes a section on the methodology of the researchers.
For the purpose of this study, the type of research undertaken was primary research, which
comprised of collecting information through questionnaires from the selected sample.
Primary research is more detailed and it involves getting close information from the
sample directly.
PROCEDURE OF THE STUDY:
The study was conducted by getting questionnaires filled by HDFC Bank employees. Then
the data collected was tabulated and various tools like SPSS and Microsoft Excel were
used for the quantification of the data collected.
INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:
The employees of HDFC Bank, who were selected as a part of the sample, were told to fill
the questionnaires with legitimate details in the questionnaire. The sample individuals
were also requested to give the true and fair picture of the organization and the working
environment of the organization, as this would help us in getting a fair picture of the
organization and help us get the true findings from the study.
QUESTION -- 1
Does your work group plan together and coordinate its efforts?
Cumulative
Frequency
Percent
Valid Percent
Percent
indifferent
10.0
10.0
10.0
Agree
80.0
80.0
90.0
strongly agree
10.0
10.0
100.0
Total
10
100.0
100.0
INFERENCE: From the above findings of the question, the inference that can be drawn is
that most of the employees think or consider that there is planning and coordination among
the various workgroup of the organization. 80% of the total sample agree that there is
planning and coordination among the various workgroups in an organization.
11
QUESTION-- 2
Does your work group make good decisions and solve problems well?
Cumulati
Freque
Perce
Valid
ve
ncy
nt
Percent
Percent
Indifferent
10.0
10.0
10.0
Agree
60.0
60.0
70.0
30.0
30.0
100.0
strongly
agree
Total
10
100.
0
12
100.0
INFERENCE: The inference drawn is that a majority of the employees feel that their
workgroup makes good decisions and solves problems well. but there is no one who is
against this statement.
QUESTION -- 3
Is information about important events and situations shared within your workgroup?
Cumulative
Valid
Frequency
Percent
Valid Percent
Percent
disagree
10.0
10.0
10.0
indifferent
20.0
20.0
30.0
Agree
30.0
30.0
60.0
strongly agree
40.0
40.0
100.0
Total
10
100.0
100.0
13
Does your workgroup feel responsible for meeting its objectives successfully?
Cumulative
Valid
Frequency
Percent
Valid Percent
Percent
indifferent
20.0
20.0
20.0
disagree
60.0
60.0
80.0
strongly disagree
20.0
20.0
100.0
Total
10
100.0
100.0
14
INFERENCE: The inference that can be drawn is that the workgroup does not feel
responsible about achieving its objectives successfully, but there is also a combined chunk
of employees(40%), who think that the workgroups do feel responsible to meet the
objectives successfully.
QUESTION -- 5
Is your workgroup able to respond to unsual work demands placed upon it?
Frequency
Valid
Percent
Valid Percent
Cumulative Percent
indifferent
60.0
60.0
60.0
Agree
40.0
40.0
100.0
Total
10
100.0
100.0
15
INFERENCE: the inference is that, if unusual demands are placed upon the workgroup,
the
group is either unsuccessful or any type of unusual demand is not placed on it.
QUESTION 6
Do you have confidence and trust in the persons in your workgroup?
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
Disagree
20.0
20.0
20.0
Indifferent
30.0
30.0
50.0
Agree
20.0
20.0
70.0
strongly agree
30.0
30.0
100.0
Total
10
100.0
100.0
16
INFERENCE: The answer to this question came as a mixed response. Same proportion of
individuals agreed strongly and were indifferent about it. But, the difference between those
who agree and disagree is only 10%, which shows that there is distrust among individuals
in the workgroups.
QUESTION -- 7
Overall, are you satisfied with the persons in your workgroup?
Frequency
Percent
Valid Percent
Cumulative Percent
Indifferent
30.0
30.0
30.0
Agree
40.0
40.0
70.0
strongly agree
30.0
30.0
100.0
Total
10
100.0
100.0
17
INFERENCE: Majority of the people in the organization are satisfied with the persons in
their workgroups. But 1/3rd of the employees are indifferent towards this.
QUESTION 8
Overall, are you satisfied with your boss?
Valid
Frequency
Percent
Valid Percent
Cumulative Percent
20.0
20.0
20.0
Agree
60.0
60.0
80.0
strongly agree
20.0
20.0
100.0
Total
10
100.0
100.0
indifferent
18
INFERENCE: Most of the employees (80%), are satisfied with their bosses.
Set 3
(a)
The dominant belief here is that things dont happen, you make them happen
Cumulative
Frequency
Percent
Valid Percent
Percent
Accurate
10.0
10.0
10.0
good description
40.0
40.0
50.0
not so true
10.0
10.0
60.0
least true
40.0
40.0
100.0
10
100.0
100.0
Total
19
INFERENCE:
In the organization some employees believe that you have to work to achieve the desired goals
while an equal number of employees agree that goals can be achieved automatically without putting
any hard work.
(b)
The belief here is that most things depend on the top management.
Cumulative
Frequency
Percent
Valid Percent
Percent
Accurate
50.0
50.0
50.0
good description
10.0
10.0
60.0
not so true
40.0
40.0
100.0
Total
10
100.0
100.0
20
INFERENCE:
In the organization employees strongly believe that a lot many things such as promotions, pay
hikes, incentives and so on depends on the top management.
(c)
People believe that the major constraints are managerial.
Cumulative
Frequency
Percent
Valid Percent
Percent
good description
50.0
50.0
50.0
not so true
50.0
50.0
100.0
10
100.0
100.0
Total
21
INFERENCE:
In the organization 50% of the employees believe that major constraints are managerial and 50% of
them think that they are not managerial, they depend on other factors.
(d)
People believe there are too many external constraints, which are difficult to
fight
Cumulative
Frequency
Percent
Valid Percent
Percent
accurate
30.0
30.0
30.0
least true
70.0
70.0
100.0
10
100.0
100.0
Total
22
INFERENCE:
During our survey we found out that the employees of HDFC Bank believes that it is not difficult to
fight external constraints, they can be easily overcome.
Set 4
Percent
Valid Percent
Percent
accurate
10.0
10.0
10.0
good description
10.0
10.0
20.0
not so true
50.0
50.0
70.0
least true
30.0
30.0
100.0
Total
10
100.0
100.0
23
INFERENCE:
In the organization there is a friendly and informal environment the leaders here dont expect to be
implicitly obeyed.
Percent
Valid Percent
Percent
good description
20.0
20.0
20.0
not so true
50.0
50.0
70.0
least true
30.0
30.0
100.0
10
100.0
100.0
Total
24
INFERENCE::
In the organization employees believe that the leaders are not role model for their people.
(c)
25
People are expected to follow the proper channels that have been laid down.
Cumulative
Frequency
Percent
Valid Percent
Percent
accurate
50.0
50.0
50.0
good description
20.0
20.0
70.0
least true
30.0
30.0
100.0
10
100.0
100.0
Total
INFERENCE:
In the organization people are required to follow the channels that have been laid down for smooth
and effective functioning of the organization.
26
(d)
The leaders set the standards of performance.
Cumulative
Frequency
Percent
Valid Percent
Percent
accurate
40.0
40.0
40.0
good description
50.0
50.0
90.0
least true
10.0
10.0
100.0
Total
10
100.0
100.0
INFERENCE:
In the organization the team leaders set the standards of performance and subordinates follow them
it can be observed that only 10% of the people dont agree to this fact.
Set 5
(a)
27
Percent
Valid Percent
Percent
accurate
40.0
40.0
40.0
good description
10.0
10.0
50.0
not so true
40.0
40.0
90.0
least true
10.0
10.0
100.0
Total
10
100.0
100.0
INFERENCE:
It can be observed that during meetings among same level of managers people sit wherever they can
find place whereas during meeting with senior mangers people sit according to their post.
(b)
28
Percent
Valid Percent
Percent
accurate
10.0
10.0
10.0
good description
60.0
60.0
70.0
not so true
10.0
10.0
80.0
least true
20.0
20.0
100.0
Total
10
100.0
100.0
INFERENCE:
In the organization 60% of the employees try to avoid meeting and are indifferent to meetings.
(c)
29
Percent
Valid Percent
Percent
Accurate
30.0
30.0
30.0
good description
10.0
10.0
40.0
not so true
40.0
40.0
80.0
least true
20.0
20.0
100.0
10
100.0
100.0
Total
INFERENCE:
In the organization a majority of employees believe that during meetings there is no implicit
hierarchy in the seating patterns.
30
(d) meetings, seats for those at top are fixed. Generally, meetings are not held
without top managers.
Cumulative
Frequency
Percent
Valid Percent
Percent
accurate
20.0
20.0
20.0
good description
20.0
20.0
40.0
not so true
10.0
10.0
50.0
least true
50.0
50.0
100.0
10
100.0
100.0
Total
INFERENCE:
In the organization basically there is an informal environment. For example during meetings no
fixed sitting plans are formed.
CONCLUSION
31
We see that nearly all the employees of the firm feel that there is employee engagement ,
organization effectiveness and organization culture .This means that the employees feel
that they have a shared set of values ,beliefs and thought. Apart from this we even see that
the employees feel that there is good team spirit among themselves.
SCOPE OF IMPROVEMENT:
Although we see that majority of the employees feel that the organization has an effective
culture and the employees even appreciate their teamwork but if we analyze the
questionnaires deeply we see that some of the employees are still not satisfied with their
organization. Thus in order to improve the present situation the organization needs to
fulfill all the employees aspirations. This the firm can do in many ways:
Recommendations
CONCLUSION
On the basis of the survey done by us we have come to the following conclusion.
Organization Culture
32
In HDFC BANK, culture plays a significant role. The firm already has a good organization
culture according to the survey done by us. Organization culture is the unifying and shared
patterns of thoughts, freely value and action that serve to bind together organizational
members and distinguish them from non-members. Thus we see that in HDFC, the
organization takes care of most of the employees.
Employee Engagement
Employee engagement is a two way communication process between the employees the
organization. After scrutinizing the questionnaire we see that HDFC BANK has an
effective employee engagement. The employees in this firm can readily relate themselves
to the organization. The employees in this organization feel more engaged when they make
unique contribution to the organization. The employee structure of HDFC BANK, is very
loyal to the firm (according to the calculation done). There is little among themselves and
we see that the employees perceive themselves as being unified with the organization.
Organizational Effectiveness.
METHODOLOGY
The sample study was conducted on sample size of 10. Samples were employees from all
managerial level Of HDFC BANK.
33
Aim
To find the deviation in the responses given by the employees and interpreting and
analyzing their responses to questionnaires on the above mentioned parameters.
Parameter of analysis
1. Organizational culture
2. Employee engagement
3. Organization effectiveness.
PROCESS
1. Review of literature
2. Employees personal interview and getting fixed questionnaires.
3. Sorting and classification of questionnaire
BIBLIOGRAPHY
1) http://www.google.co.in/search?hl=en&q=employee+blogs+on+hdfc+bank&meta
34
2) http://www.cuil.com/
3) http://www.wikipedia.org/
4) www.blackle.com
5) Organizational Behaviour Textbook-- ICMR
35