DISSERTATION PROJECT REPORT

A Study on Credit Appraisal of Canara Bank

(Submitted in partial fulfillment of the requirements for the award of 2
year full time Master of Business Administration)
By
DINESH KUMAR SINGAL
(MBA 2013-15/ 11212303913)

DELHI INSTITUTE OF ADVANCED STUDIES (DIAS)

(An autonomous management Institution, approved by AICTE, Govt. of
India, Affiliated to
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY)
Under the guidance of
Dr. Daryab Singh
Ass. Professor
Department of Management
Delhi Institute of Advanced Studies
Affiliated to G.G.S.I.P. University
New Delhi, India

ACKNOWLEDGEMENT

Acknowledgement is not mere formality, but a genuine opportunity to express the indebtedness
to all those without whose active support and encouragement, this project work would not have
been possible.

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I am sincerely thankful to Prof. (Dr.) Daryab Singh, Associate Professor for his efforts and
guidance throughout my project work, which helped me to do this project.
I take this opportunity to express my gratitude to our Director Professor Dr. Barkha Bahl, for
extending her support all through this project.

DECLARATION
I, Dinesh Kumar Singal, of Delhi Institute of Advanced Studies MBA (Semester IV) hereby
declare that I have completed this project on Credit Appraisal of Canara Bank. during the
academic year 2015-2016. The information submitted is true and original to the best of my
knowledge. The report has not been submitted to any other institute or university for the award of
any degree.
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Signature of student

Place: Delhi

Table of Contents

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S.NO
1
2
3
4
5

TOPIC
Acknowledgement
Declaration
List of Tables & Figures
Executive Summary
Chapter 1 : Introduction

PAGE NO
2
3
5
7
9

Meaning, Definition, Concepts

10

Organizational Profile

26

Objectives

32

Scope

33

Chapter 2 : Literature Review

34

Chapter 3 : Methodology

37

Research Design

38

Data Collection Approach

39

Sampling Method
Measurement Technique

39
40

Limitations
Chapter 4 : Results & Discussion

41
42

Data Analysis &Interpretation

43

Findings & Observation

Chapter 5 : Recommendations

49
50

&

Suggestions
10
11
12
TABLE NO.
Table 1

Chapter 6 : Conclusion
Chapter 7 : Reference
Appendix
LIST OF TABLES AND FIGURES
TITLE
Gender Profile

53
55
58
PAGE NO.
43

Table 2

Shows the response of the current designation of the

43

Table 3

employee
Experience Profile of Current Employees engaged in

44

Table 4

Banking Industry
Response of employees towards Retention factors

44

Table 5

The Mean & Standard Deviation of Identified Factors

45

Table 6

The Mean & Standard Deviation of parameters under

45
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working environment
Table 7

The Mean & Standard Deviation of parameters under

46

Table 8

compensation
The Mean & Standard Deviation of parameters under

47

Table 9

Training & Development

The Mean & Standard Deviation of parameters under

47

Superior-Subordinate Relationship

LIST OF TABLES AND FIGURES

FIGURE NO
Figure 1

TITLE

PAGE NO
11

Screenshot of how employee satisfaction drives

employee retention.
Figure 2

21
Figure 3: Diagram showing Employee Retention
Strategies.

Figure 3

28
Screenshot of the Online Portal of HDFC BANK and
the services provided by them.

Figure 4

30
Screenshot of the Online Portal of UNION BANK
and the services provided by them.

Figure 5

31
Screenshot of the Online Portal of BANK OF

Figure 6

BARODA and the services provided by them.

Gender Profile

43

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EXECUTIVE SUMMARY
Today, in every organization personnel planning as an activity is necessary. It is an important part
of an organization. Human Resource Planning is a vital ingredient for the success of the
organization in the long run. There are certain ways that are to be followed by every
organization, which ensures that it has right number and kind of people, at the right place and
right time, so that organization can achieve its planned objective.
The objectives of Human Resource Department are Human Resource Planning, Recruitment and
Selection, Training and Development, Career planning, Transfer and Promotion, Risk
Management, Performance Appraisal, Retention, Employee Satisfaction and so on. Each
objective needs special attention and proper planning and implementation. For every
organization it is important to have a right person on a right job.
With reference to this context, this project has been prepared to put a light on Employee
Satisfaction with special reference to retention ratio or intention to stay in the organisation.
Employee satisfaction is the terminology used to describe whether employees are happy and
contented and fulfilling their desires and needs at work. Many measures purport that employee
satisfaction is a factor in employee motivation, employee goal achievement, and positive
employee morale in the workplace.

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The first chapter consists of an introduction to the project, meaning, definition, the objectives,
scope of study and the organisational profiles.
The second chapter consists of the literature review giving a brief about the researches and
studies done previously on the same subject.
The third chapter is about the Research Methodology, data collection approach, sampling
method and measurement technique and the Limitations of the study.
The fourth chapter includes the analysis and the findings revealing the extent to which
employees intention to stay is affected by one of the four major factors taken into consideration
i.e. Work Environment, Compensation, Training& Development and Opinion about Superiors. It
was found that Compensation is the factor that is most significantly influencing the employees
intention to stay.
The fifth chapter provides with certain suggestions and recommendations to the current problem
in the organisation.
The Sixth chapter concludes the study.

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CHAPTER 1
INTRODUCTION

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INTRODUCTION
Workforce is a heavyweight component of any organization and therefore employees are always
considered as the greatest asset of an organization. Without employees, organizations will not be
able to produce business results, achieve organization goals, or meet its financial objectives.
Most organizations recognize the importance of human resources in realizing the success of their
businesses. A profit-making company may possess the strongest edge, in terms of technology,
depth in funding, market location etc., but without its strong workforce to execute their
respective roles and responsibilities, the company would not be able to progress to meet any of
its business or organizational goals.
Employee satisfaction is the terminology used to describe whether employees are happy and
contented and fulfilling their desires and needs at work. Many measures purport that employee
satisfaction is a factor in employee motivation, employee goal achievement, and positive
employee morale in the workplace.
Employee satisfaction, while generally a positive in your organization, can also be a downer if
mediocre employees stay because they are satisfied with your work environment.
Unwanted employee turnover is one of the biggest and most costly business problems companies
may face (Taylor, 2002). Besides losing the costly knowledge base when employee leaves, the
organization will have to re-organize its resources so that business plans and goals will continue
to stay the course. For any team or organization, which is tightly or thinly staffed, losing a
member of the team or member of the staff would cause major agony, increase work pressure,
drop in employee morale and in extreme cases, failure in achieving desired results (Mobley,
1982). To hire or get a replacement employee will normally take some time. Furthermore, the
works that need to be put in before hiring or getting a replacement employees require a great deal
of effort and involve substantial amount of efforts. Besides effort and time, these activities would
also require substantial costs (Mobley, 1982).
Intent to stay is the perception of the "estimated likelihood of continued membership in an
organization" (Price & Mueller, 1981, p. 546). The investigation of factors associated with intent
to stay is important because there i*s a great potential for managers and administrators to
develop interventions and processes that may facilitate the intent to remain in organizations and
subsequently prevent the costs associated with staff turnover. Previous studies (Cavanagh &
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Coffin, 1992; Price & Mueller, 1981; Van Breukelen, Van Der Vlist, & Steensma, 2004;
Weisman, Alexander, & Chase, 1981) suggested that intent to stay is a good predictor of
turnover. This association suggests that when nurses no longer intend to stay in an organization,
this intention is likely to be followed by turnover behavior (Irvine & Evans, 1995). Previous
studies also suggest that demographic variables such as age, degree held, and experience were
related to intent to stay in some studies (Fisher, Hinson, & Deets, 1994; Ingersoll, Olsan, DrewCates, DeVinney, & Davies, 2002; Kosmoski & Calkin, 1986; Price & Kim, 1993). The focus of
previous work has been on the relationships between intent to stay and demographic variables,
but not on the relationship of intent to stay and organizational empowerment variables.
Measuring Employee Satisfaction
Employee satisfaction drives employee retention, indirectly creating profit for an organization.

Figure: 1 Figure showing how employee satisfaction drives employee retention.

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Employee satisfaction is also a prerequisite for staff retention. Organizations with higher staff
retention rates are naturally better at retaining knowledge, which can lead to better performance
and profit for the business.
Improved employee satisfaction reduces the cost of staff turnover, builds brand loyalty with staff
and positions the company as an employer of choice that attracts talented people to the
organization.
Job satisfaction has been defined as a pleasurable emotional state resulting from the appraisal of
ones job an affective reaction to ones job; and an attitude towards ones job.
One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These
studies (19241933), primarily credited to Elton Mayo of the Harvard Business School, sought
to find the effects of various conditions (most notably illumination) on workers productivity.
These studies ultimately showed that novel changes in work conditions temporarily increase
productivity (called the Hawthorne Effect). It was later found that this increase resulted, not from
the new conditions, but from the knowledge of being observed. This finding provided strong
evidence that people work for purposes other than pay, which paved the way for researchers to
investigate other factors in job satisfaction.
There are many methods for measuring job satisfaction. By far, the most common method for
collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other
less common methods of for gauging job satisfaction include: Yes/No questions, True/False
questions, point systems, checklists, and forced choice answers. This data are sometimes
collected using an Enterprise Feedback Management (EFM) system.
Employee Satisfaction leads to increased employee retention. Employee Retention involves
taking measures to encourage employees to remain in the organization for the maximum period
of time. Hiring knowledgeable people for the job is essential for an employer. But retention is
even more important than hiring. There is no dearth of opportunities for a talented person. There
are many organizations which are looking for such employees. If a person is not satisfied by the
job hes doing, he may switch over to some other more suitable job. In todays environment it
becomes very important for organizations to retain their employees. Employees comprise the
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most vital assets of the company. In a work place where employees are not able to use their full
potential and not heard and valued, they are likely to leave because of stress and frustration. In a
transparent environment while employees get a sense of achievement and belongingness from a
healthy work environment, the company is benefited with a stronger, reliable work-force
harboring bright new ideas for its growth.
Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project. Employee
retention is beneficial for the organization as well as the employee.

Employee Satisfaction - The Concept

Employee satisfaction is the terminology used to describe whether employees are happy and
contented and fulfilling their desires and needs at work. Many measures purport that employee
satisfaction is a factor in employee motivation, employee goal achievement, and positive
employee morale in the workplace.
Employee satisfaction, while generally a positive in your organization, can also be a downer if
mediocre employees stay because they are satisfied with your work environment.
Factors influencing Employee Satisfaction
1. Pay
Findings from several studies underline pay as one of the most important factors influencing
one's level of employee satisfaction. In a study conducted by Lawler (1971), pay has been
identified as a determinant factor as most employees rated it as the most influential factor
related to employee satisfaction. Furthermore, according to Herzberg (1959), employees who
are dissatisfied with their pay, is likely that they are also dissatisfied with their work.
2. Job Security

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Job security has attracted a great deal of research interest in recent years.
The importance of job security comes from the fact that it is vital for influencing workrelated outcomes.
Job security appears to be an important determinant of employee health; for employee
turnover; for employee satisfaction and for organizational commitment. Ashford et al., (1989)
examined the impact of job insecurity on organizational commitment and employee
satisfaction and found that job insecurity is leads to reduced satisfaction and commitment.
There is also evidence were job insecurity reduces job performance.
3. Social Simulation
Work and social simulation is another determinant factor of employee satisfaction.
Employees prefer positions were they are active rather than bound to a working routine that
is likely produce feelings of boredom.
Employees who perceive their job as a way of making a career out of it rather than seeing it
as a temporary position, are more likely to prefer challenges in their working tasks and seek
further developmental opportunities in their working role (Greenberg & Baron, 1983).
4. Demographic Factors
Studies have shown that age, race and gender have important effects on employee
satisfaction.
In a study conducted by Kalleberg and Loscocco, (1983) older workers were more satisfied
than younger workers and minority groups of different ethnicity were less satisfied than the
rest of the workers. However, the effects of gender on employee satisfaction vary with the
level at which an individual works.
A study by H. Jack Shapiro and Louis W. Stern found that professional women such as
clinical psychologists, social workers, and medical workers experienced lower levels of
employee satisfaction than their male counterparts (Shapiro & Stern, 1998). Among non
professionals the reverse was true.
In a consequent study, employee satisfaction was examined across graduates five years after
they had graduated from university and the results show that at higher occupational levels
men expressed more satisfaction than women in terms of pay and opportunities for
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advancement.
5. Opportunity for Promotion
Employee perceptions about opportunity for promotion are also another determinant that
influences employee satisfaction. One survey found that a perceived lack of promotion
opportunities was the strongest reason why federal employees left government service.
6. Recognition and Appreciation
In a study that was carried out in 23 Romanian organizations, recognition and appreciation
were found to be motivating factors responsible for increased effectiveness of employees at
work and their high levels of employee satisfaction.
7. Interpersonal relationships
Several studies take a social approach to employee satisfaction, examining the influence of
supervision, management, and co-worker social support.
An individual's level of employee satisfaction might be a function of personal characteristics
and the characteristics of the groups to which she or he belongs to. The social context of
work is likely to have a significant impact on a worker's attitude and behavior Relationships
with both co workers and supervisors are important.
Some studies have shown that the better the relationship, between fellow workers and
between workers and their immediate boss, the greater the level of employee satisfaction
(Arne L. Kalleberg and Loscocco, 1983).
8. Opportunity to use ones abilities
Internal rewards involve job characteristics, or the nature of the task that an employee
performs.
Employees generally need and like jobs that make use of their abilities. (National
Commission on the State and Local Public Service, 1993)
9. Working Hours and Physical Conditions

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Two elements related to employee satisfaction are the working hours and the physical
conditions under which workers spend their working days.
According to Siegel and Lane (1974), the level of importance to some factors is strongly
related to job type.
10. Adequate Authority and Sense of Control
Another important component of employee satisfaction is the worker's attitude toward the
job. The intrinsic rewards of a job, such as a sense of control over one's work and a feeling of
accomplishment are important determinants of employee satisfaction. Employees are more
satisfied when they have adequate freedom and authority to do their jobs and to choose their
own method of working. When workers have various autonomous tasks in their jobs, they
tend to have more of a sense of control. Previous studies have shown that employee
satisfaction is negatively related to the performance of routine tasks, and also that employee
satisfaction is positively related to the performance of more complex and autonomous tasks
(Gary Blau, 1999).
Importance of Employee Satisfaction
Importance of employee satisfaction for organization
Enhance employee retention.
Increase productivity.
Reduce turnover, recruiting, and training costs.
More energetic employees.
Improve teamwork.

Higher quality products and/or services due to more competent, energized

employees.

Importance of employee satisfaction for employee

Employ will believe that the organization will be satisfying in the long run.

They will care about the quality of their work.

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They will create and deliver superior value to the customer.

They are more committed to the organization.

Their works are more productive.

Methods of measuring employee satisfaction

Job Descriptive Index (JDI)
Job Descriptive Index is a scale used to measure five major factors associated with job
satisfaction: Work itself, Supervision, Pay, Promotion, Co-workers. The JDI was first introduced
in 1969 and since then has been used by over 1,000 organizations in many sectors.
Job in General Scale (JIG)
Job In General Scale is a method of employee satisfaction and developed as a global measure of
job satisfaction.
JIG is similar to JDI, it introduced 1969 by Smith, Kendall, & Hulin, was modified in 1985 by
the JDI Research Group.
Minnesota Satisfaction Questionnaire (MSQ)
The Minnesota Satisfaction Questionnaire (MSQ) is designed to measure an employees
satisfaction with their particular job.
Method includes 100 items measuring 20 facets of job satisfaction.
There are three version are available: two long forms (1977 version and 1967 version) and a
short form.
Satisfied / dissatisfied method
In this method, you just send a questionnaire that includes:
What is good thing in our company?
What is not good one in our company?

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This method is suitable for emergency events and you need result in a short time.
Interview method
This method is used for:
Review all data collected from other method.
Review key person.

Employee Retention
Employee Satisfaction leads to increased employee retention. Employee Retention involves
taking measures to encourage employees to remain in the organization for the maximum period
of time. Hiring knowledgeable people for the job is essential for an employer. But retention is
even more important than hiring. There is no dearth of opportunities for a talented person. There
are many organizations which are looking for such employees. If a person is not satisfied by the
job hes doing, he may switch over to some other more suitable job. In todays environment it
becomes very important for organizations to retain their employees.
Employee retention is a process in which the employees are encouraged to remain with the
organization for the maximum period of time or until the completion of the project. Employee
retention is beneficial for the organization as well as the employee.
Retention involves three major things:
1. Compensation
It constitutes the largest part of the employee retention process. The employees always have
high expectations regarding their compensation packages. Compensation packages vary from
industry to industry. So an attractive compensation package plays a critical role in retaining the
employees.
2. Growth and Career
Growth and development are the integral part of every individuals career. If an employee can
not foresee his path of career development in his current organization, there are chances that hell
leave the organization as soon as he gets an opportunity.
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The important factors in employee growth that an employee looks for himself are:
Work profile: The work profile on which the employee is working should be in sync with his
capabilities. The profile should not be too low or too high.
Personal growth and dreams: Employees responsibilities in the organization should help him
achieve his personal goals also. Organizations cannot keep aside the individual goals of
employees and foster organizations goals. Employees priority is to work for themselves and
later on comes the organization. If hes not satisfied with his growth, hell not be able to
contribute in organization growth.
Training and development: Employees should be trained and given chance to improve and
enhance their skills. Many employers fear that if the employees are well rained, theyll leave the
organization for better jobs. Organization should not limit the resources on which organizations
success depends.
3. Support
Lack of support from management can sometimes serve as a reason for employee retention.
Supervisor should support his subordinates in a way so that each one of them is a success.
Management should try to focus on its employees and support them not only in their difficult
times at work but also through the times of personal crisis. Management can support employees
by providing them recognition and appreciation. Employers can also provide valuable feedback
to employees and make them feel valued to the organization.
Importance of Employee Retention
The process of employee retention will benefit an organization in the following ways:
1. The Cost of Turnover: The cost of employee turnover adds hundreds of
thousands of money to a company's expenses. While it is difficult to fully
calculate the cost of turnover (including hiring costs, training costs and
productivity loss), industry experts often quote 25% of the average employee
salary as a conservative estimate.
2. Loss of Company Knowledge: When an employee leaves, he takes with him
valuable knowledge about the company, customers, current projects and past
history (sometimes to competitors). Often much time and money has been spent
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on the employee in expectation of a future return. When the employee leaves, the
investment is not realized.
3. Interruption of Customer Service: Customers and clients do business with a
company in part because of the people. Relationships are developed that
encourage continued sponsorship of the business. When an employee leaves, the
relationships that employee built for the company are severed, which could lead
to potential customer loss.
4. Turnover leads to more turnovers: When an employee terminates, the effect is
felt throughout the organization. Co-workers are often required to pick up the
slack. The unspoken negativity often intensifies for the remaining staff.
5. Goodwill of the company: The goodwill of a company is maintained when the
attrition rates are low. Higher retention rates motivate potential employees to join
the organization.
6. Regaining efficiency: If an employee resigns, then good amount of time is lost in
hiring a new employee and then training him/her and this goes to the loss of the
company directly which many a times goes unnoticed. And even after this you
cannot assure us of the same efficiency from the new employee.

Employee Retention Strategies

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Figure 2: Diagram showing Employee Retention Strategies.

Low Level Strategies for Employee Retention

Appreciating and recognizing a well done job

Personalized well done and thank-you cards from supervisors
Congratulations e-cards or cards sent to spouses/families
Voicemails or messages from management
Periodic days off for good performance
Rewards ( gift, certificates, monetary and non monetary rewards)

Recognizing professional as well as personal significant events

Wedding gifts
Anniversary gifts
New born baby gifts
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 Scholarships for employees children

Get well cards/flowers
Birthday cards, celebrations and gifts

Providing benefits
Home insurance plans
Legal insurance
Travel insurance
Disability programs

Providing perks
Coupons, discounts, rebates, etc
Discounts in cinema halls, museums, restaurants, etc.
Retail store discounts
Computer peripherals purchase discounts

Providing workplace conveniences

On-site ATM
Assistance with tax calculations and submission of forms
Financial planning assistance
Casual dress policies
Facilities for expectant mothers
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Employee support in tough time or personal crisis

Personal loans for emergencies
Childcare and eldercare services
Employee Assistance Programs ( Counseling sessions etc)
Emergency childcare services

Medium Level Strategies for Employee Retention

Appreciating and recognizing a well done job

Special bonus for successfully completing organization-sponsored certifications

Benefit programs for family support

Child adoption benefits

Flexible benefits

Dependents care assistance

Medical care reimbursement

High Level Strategies for Employee Retention

Promoting work/life effectiveness

Develop flexible schedules
Part time schedules
Extended leaves of absence
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 Develop Support Services

Onsite day care facility etc.

Understand employee needs

Proper management style and culture
Listen to the employee and show interest in ideas
Appreciate new ideas and reward risk-taking
Show support for individual initiative
Encourage creativity

Encouraging professional training and development and/or personal growth

opportunities
Mentoring programs
Performance feedback programs
Provide necessary tools to the employees to achieve their professional and
personal goals
Getting the most out of employee interests and talents
Higher study opportunities for employees
Vocational counseling
Offer personalized career guidance to employees

Provide an environment of trust

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 Communication is the most important and effective way to develop trust.

Suggestion committees can be created
Open door communication policy can be followed
Regular feedbacks on organizations goals and activities should be taken from the
employees by:
o Management communications
o Intranet and internet can be used as they provide 24X7 access to the
information
o Newsletters, notice boards, etc.

Hire the right people from the beginning

The new joinees should fit with the organizations culture. The personality,
leadership characteristics of the candidate should be in sync with the culture of
the hiring organization.
Referral bonus should be given to the employees for successful hires. They are the
best source of networking.

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ORGANIZATIONAL PROFILE
HDFC BANK
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 RBIs liberalisation 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 is Indias premier housing finance company and enjoys an impeccable track record in
India as well as in international markets. Since its inception in 1977, the Corporation has
maintained a consistent and healthy growth in its operations to remain the market leader in
mortgages. Its outstanding loan portfolio covers well over a million dwelling units. HDFC has
developed significant expertise in retail mortgage loans to different market segments and also has
a large corporate client base for its housing related credit facilities. With its experience in the
financial markets, strong market reputation, large shareholder base and unique consumer
franchise, HDFC was ideally positioned to promote a bank in the Indian environment.
HDFC Banks mission is to be a World Class Indian Bank. The objective is to build sound
customer franchises across distinct businesses so as to be the preferred provider of banking
services for target retail and wholesale customer segments, and to achieve healthy growth in
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profitability, consistent with the banks risk appetite. The bank is committed to maintain the
highest level of ethical standards, professional integrity, corporate governance and regulatory
compliance. HDFC Banks business philosophy is based on five core values: Operational
Excellence, Customer Focus, Product Leadership, People and Sustainability.

HDFC Bank is headquartered in Mumbai. As of December 31, 2014, the Banks distribution
network was at 3,659 branches in 2,287 cities.All branches are linked on an online real-time
basis. Customers across India are also serviced through multiple delivery channels such as Phone
Banking, Net Banking, Mobile Banking and SMS based banking. The Banks expansion plans
take into account the need to have a presence in all major industrial and commercial centres,
where its corporate customers are located, as well as the need to build a strong retail customer
base for both deposits and loan products. Being a clearing / settlement bank to various leading
stock exchanges, the Bank has branches in centres where the NSE / BSE have a strong and active
member base.
The Bank also has a network of 11,633ATMs across India. HDFC Banks ATM network can be
accessed by all domestic and international Visa / MasterCard, Visa Electron / Maestro, Plus /
Cirrus and American Express Credit / Charge cardholders.
Mrs. Shyamala Gopinath holds a Masters Degree in Commerce and is a CAIIB. Mrs. Gopinath
has 39 years of experience in financial sector policy formulation in different capacities at RBI.
As Deputy Governor of RBI for seven years and member of the Board. Mrs. Gopinath had been
guiding and influencing the national policies in the diverse areas of financial sector regulation
and supervision, development and regulation of financial markets, capital account management,
management of government borrowings, forex reserves management and payment and settlement
systems.
The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years and
before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.
The Bank's Board of Directors is composed of eminent individuals with a wealth of experience
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in public policy, administration, industry and commercial banking. Senior executives

representing HDFC are also on the Board.
Senior banking professionals with substantial experience in India and abroad head various
businesses and functions and report to the Managing Director. Given the professional expertise
of the management team and the overall focus on recruiting and retaining the best talent in the
industry, the bank believes that its people are a significant competitive strength.

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Figure: 3 Screenshot of the Online Portal of HDFC BANK and the services provided by
them.
UNION BANK
Union Bank of India was established on 11th November 1919 with its headquarters in the city of
Bombay now known as Mumbai.
The Head Office building of the Bank in Mumbai was inaugurated by Mahatma Gandhi, the
Father of the nation in the year 1921, and he said on the occasion:
"We should have the ability to carry on a big bank, to manage efficiently crore of rupees in the
course of our national activities. Though we have not many banks amongst us, it does not follow
that we are not capable of efficiently managing crore and tens of crore of rupees."

His prescient words anticipated the growth of the bank that has taken place in the decades that
followed. The Bank now operates through over 4000+ branches across the country. The Bank's
core values of prudent management without ignoring opportunities is reflected in the fact that the
Bank has shown uninterrupted profit during all 93 years of its operations.
Union Bank has been playing a very proactive role in the economic growth of India and it
extends credit for the requirements of different sectors of economy. Industries, exports, trading,
agriculture, infrastructure and the individual segments are sectors in which the bank has
deployed credit to spur economic growth and to earn from a well diversified portfolio of assets.
Resources are mobilized through Current, Savings and Term Deposits and through refinance and
borrowings from abroad. The Bank has a large clientele base of over

49 million.

On the technology front the Bank has taken early initiatives and 100% of its branches are
computerized. The Bank has also introduced Core Banking Solution with connectivity between
branches. 100% of the business of the Bank is under Core Banking Solution making it a leader
among its peers in infusion of technology. Many innovative products are developed using the
technology platform to offer an array of choices to customers, adding speed and convenience to
transactions. Technology will also enable the Bank to derive substantial cost reduction while
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creating the requisite capacity to handle the ever increasing volume of business in a competitive
environment that offers immense opportunities.
At the end of March 2014 the Bank achieved total business level of Rs. 5,32,007 crore
(Rupees five lakh thirty two thousand seven crore).
Behind all these achievements is a dedicated team of staff, which is truly cosmopolitan in its
composition. Many generations of members of staff have contributed in building up the strong
edifice of the Bank. The present team of over 31,000 members of staff distinguishes itself with
its customer centricity, willingness to learn and adherence to values enabling us to be recognized
as a caring organization where people enjoy their work and relationship with customers.

Figure: 4 Screenshot of the Online Portal of UNION BANK and the services provided by
them.
BANK OF BARODA
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A saga of vision and enterprise: It has been a long and eventful journey of almost a century
across 25 countries. Starting in 1908 from a small building in Baroda to its new hi-rise and hitech Baroda Corporate Centre in Mumbai, is a saga of vision, enterprise, financial prudence and
corporate governance.
It is a story scripted in corporate wisdom and social pride. It is a story crafted in private capital,
princely patronage and state ownership. It is a story of ordinary bankers and their extraordinary
contribution in the ascent of Bank of Baroda to the formidable heights of corporate glory. It is a
story that needs to be shared with all those millions of people - customers, stakeholders,
employees & the public at large - who in ample measure, have contributed to the making of an
institution.

Figure: 5 Screenshot of the Online Portal of BANK OF BARODA and the services provided
by them.

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OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE:

To study the Employee Satisfaction and its Effect on Retention or Intention to stay in the
organization for Banking Industry in Delhi.

SECONDARY OBJECTIVE:

To understand the concept of Employee Satisfaction and its effect on retention.

To identify the reasons for intention to stay in the organization

To find out the generic trends in organizations regarding the level of job satisfaction

To offer recommendations and suggestions regarding Job satisfaction in the industry.

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SCOPE OF THE STUDY

The study was confined to Banking Industry in Delhi with special reference to Employee
Satisfaction & Retention (Intention to stay in the organization).
1. The study is an attempt to determine the Employee Satisfaction and its effect on
retention at different banks in Delhi region.
2. The research was designed to contact the existing employees including the top
management people and collect data regarding the Level of Job Satisfaction.
3. The sample size of 60 respondents included both men and women across age groups.

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CHAPTER 2
LITERATURE REVIEW

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LITERATURE REVIEW
Dr. Hazrina Ghazali*, Nasyira Mohd Nasyuki and Oon Xiao Yi and Maisarah Binti Ishak
indicated that Human resource practices and employees intention to stay in the kuala lumpur
hotel industry. The importance of this study is to provide better insight into various human
resource practices that are implemented in the KL hotel industry with the aim of highlighting
whether effective HR practices could increase employees intention to stay within the hotel.
Burgoyue (1993) employed a functional perspective to define a competency as how the goals of
organizations were best achieved by improving members performance.
Noraani Mustapha1, Aminah Ahmad, Jegak Uli, Khairuddin Idris studied

Job

Characteristics as Antecedents of Intention to Stay and Mediating Effects of Work Family

Facilitation and Family Satisfaction among Single Mothers in Malaysia. Employee turnover is
crucial to be investigated since it diminishes organization effectiveness and impedes the capacity
to meet its goals. This study was conducted to test the mediating effects of work-family
facilitation and family satisfaction on the relationship between job characteristics, and intention
to stay among 240 single mother employees in Malaysia.
Job Satisfaction and Employee Turnover Intention: What does Organizational Culture Have To
Do With It?, the paper by Elizabeth Medina explores the relationship between job satisfaction
and employee turnover intention in the context of organizational culture, using data from the
Quality of Work Life (QWL) module. Job satisfaction, the independent variable, assesses overall
job satisfaction, while the dependent variable, turnover intention, measures intent to find a new
job, with another employer, within the next year
Human resource practices,organizational comitment and intention to stay examines the impacts
of key human resource (HR) practices on permanent employees' organizational commitment and
intention to stay. These practices include facilitating of person-organization fit (p-O fit),
designing effective remuneration and recognition, creating sufficiently challenging assignments,
and implementing training and career development. Janet Chew and Christopher C.A. Chan

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A study on employees intention to stay in public companies, kedah, malaysia by Dr. Vimala
sanjeevkumar The research problem carried out in this study is to observe the impact of 5
HRM practices (compensation, work life balance, organizational commitment, and career
opportunities and supervisor support) and employees intention to stay in public companies,
Kedah, Malaysia. This research investigated the main factors which causes employee retention
and why employees are preferred to stay in the public sector. The results indicate that the factors
are positively correlated with employees intention to stay.
Factors influencing Organizational commitment And intention to stay of Core employees in
Small - medium sized companies In hochiminh city by Hunh Thin Hi, This study elaborates
the retention of core employees; its benefits and factors that may help
to retain the best employees of the organization.
Promoting Employee Intention to Stay: Do Human Resource Management Practices Matter? By
JOHANIM joharia*, TAN FEE yeanb, ZURINA adnanc, KHULIDA KIRANA yahyad
AND MOHAMAD NASSRUDDIN ahmade assess the predicting role of human resource
management (HRM) practices on employee intention to stay. Four dimensions of HRM practices
examined in this study are training and development, career development, compensation and
benefits, and performance appraisal

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CHAPTER 3
METHODOLOGY

METHODOLOGY
The methodology involves comparison of the reasons for employee satisfaction and its effect on
retentionj.Employees perception are also included to get more refined conclusion. Measures are
implemented for effective data collection and sampling. Effective tools are employed so that
conclusions are arrived though a subsequent statistical methods for analysis.

Type of research: Exploratory & Qualitative Research

The research is exploratory as it provides an understanding and an insight into the research and
qualitative research is exploratory research methodology. Exploratory research often relies on
secondary research such as reviewing available literature and/or data, or qualitative approaches
such as informal discussions with consumers, employees, management or competitors, and more
formal approaches through in-depth interviews, focus groups, projective methods, case studies or
pilot studies. The results of exploratory research are not usually useful for decision-making by
themselves, but they can provide significant insight into a given situation. Although the results of
qualitative research can give some indication as to the "why", "how" and "when" something

36 | P a g e

occurs, it cannot tell us "how often" or "how many". Exploratory research is not typically
generalizable to the population at large.

No. of respondents: 60
METHOD OF INVESTIGATION
Sample:
The study was conducted with sample size of 60 employees of both supervisory and management
staff of Different Banks in Delhi. Direct Approach has been used for the research wherein the
reason for conducting the research is known or obvious to the respondents.
Sampling method
Type of sampling used

Convenience sampling (For Employees working in the Organization).

DATA COLLECTION
Primary data:
A detailed and well-structured questionnaire was presented to the managerial staff at different
Banks. Primary Scale of Measurement that has been used in the formation of the questionnaire is
the interval scale. It is a scale in which numbers are used to rate objects such that numerically
equal distances on the scale represent equal distances in the characteristic being measured.
Further Likert Scale ranging from SA to SD and from 1 to 5 ( wherever necessary) continuous
rating scale has been used in the questionnaire.
Copies of the questionnaire being distributed to the employees at random to obtain their views.
Secondary data:
Secondary data was gathered from academic texts and company profile from companys website

PROCEDURE
1. First the data collected through sources like internet to collect the primary information of
the company; like their policies and whom to contact for information regarding this.
37 | P a g e

2. Questionnaires distributed to employees.

TOOLS
1. The tool used for the research is questionnaire.
2. A questionnaire for understanding the employee satisfaction and its effect on intention to stay
in the organisation were requested to judicially fill it up.
3. Questionnaires were formed on the basis of previous studies by identifying the factors of
intention to stay in the organisation.
4. Then a comparative analysis was done and most efficient factors were identified and
incorporated in the suggestions and the recommendations section of this project.

MEASUREMENT TECHNIQUE:
The data collected through questionnaires, distributed to the employees was analyzed and
interpreted using the MS-EXCEL. Statistical techniques like BAR Diagram, PI charts were
commonly used for analyzing and describing the questions listed in the questionnaire.

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LIMITATIONS OF THE STUDY

The sample size of 60 being very small, the results cant always be generalized to the
entire population.

Time constraint was the major limiting factor.

The accuracy of the study is based on the information given by the respondents.

Data collected cannot be asserted to be free from errors because of biasness on behalf of
the respondents.

The results obtained from the employees could be biased.

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CHAPTER 4
RESULTS & DISCUSSIONS

DATA ANALYSIS & INTERPRETATION

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Demographic Profile
Gender Profile
Gender
Male
Female
Total

Frequency
31
29
60
Table 1: Gender Profile

Percent
51.67
48.43
100.0

Gender Profile

36%
64%

Figure: 6 Gender Profile

Designation Profile
Designation
Frequency
Percent
Personal Banker
16
27.6
Teller
10
17.4
Relationship Manager
10
6
Corporate salary Head
4
6.6
Deputy Manager
2
3.4
Branch Manager
1
1.6
Cluster Head
6
6.6
HR
10
17.4
Auditor
5
9.4
Total
60
100.0
Table 2: Shows the response of the current designation of the employee
Total Experience Profile (No. of years of experience in the existing industry)
Tenure
Frequency
Percent
0- 2
19
31.67
2- 4
17
28.33
4- 6
16
26.67
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6- 8
5
8.33
8 & above
3
5
Total
60
100.0
Table 3: Experience Profile of Current Employees engaged in Banking Industry
Factors Affecting Retention
The following table makes a broad analysis of the factors that affect retention in the Industry
undertaken for the project
Factors Affecting Retention
Factors
Personal
Professional
Both
Total

Frequency
8
10
42
60

Percentage
13.4
16.6
70
100.0

Table 4: Response of employees towards Retention factors

It can be seen that no single factor solely affects the intention of the employees to stay in the
current industry. Instead both professional and personal factors affect this aspect indicating that
work-life balance is being focused upon by the employees.

Mean and standard deviation

Mean and Standard Deviation of the four major factors
Factors

Std.
Deviation

N Mean
Work Environment
6 2.312
.56624
0
0
Compensation
6 2.400
.56456
0
8
Training & Development
6 2.203
.29580
0
1
Superior-Subordinate
6 2.186
.63656
Relationship
0
7
Table 5: The Mean & Standard Deviation of Identified Factors
Measurement Values: Strongly Disagree (SD) = 1, Disagree (DA) = 2,
Neutral (N) =3, Agree (A) = 4, Strongly Agree (SA) = 5
Interpretation
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Out of the four factors (Work Environment, Compensation, Training and Development and
Superior-Subordinate relationship) compensation has the highest mean and thus affects the
intention to stay the most.
Mean and Standard Deviation of the parameters under Working Environment
Parameters under Working Environment

Mean

Std. Deviation

Supportive colleagues

5.65

.599

Physically comfortable place to work

4.76

.659

Adequate safety provisions

3.63

.784

Feel emotionally attached

2.91

.658

Flexible timing offered

2.65
1.125
Table 6: The Mean & Standard Deviation of parameters under working environment
Interpretation
Out of the above five parameters supportive colleagues contributes to the working environment
the most as it has a mean value of 5.65 whereas flexible timing offered parameter is least
popular in contributing towards a healthy working environment with its mean value being 2.65.
Mean and Standard Deviation of the parameters under Compensation
Parameters under
Compensation
Satisfactory with the salary
package
Competitive salary package
Timely payment of Salary
Adequate information
provided about pay issues
Provide non-monetary
incentives
Offer monetary incentives

Mea
n

Std.
Deviation

2.50

1.065

4.61

.541

2.60

1.078

3.45

.982

2.88

1.107

2.94
1.231
Table 7: The Mean & Standard Deviation of parameters under compensation
Interpretation
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Out of the above six parameters competitive salary package contributes to the Compensation
factor the most as it has a mean value of 4.61 whereas satisfaction with the existing salary
package parameter is least popular in contributing towards a satisfactory compensation with its
mean value being 2.50.

Mean and Standard Deviation of the parameters under Training & Development
Parameters under Training
& Development
Job specific training given
Professional development
opportunities provided
Money is allocated for training

Mea
n

Std.
Deviation

3.51

.771

3.49

.621

2.94

.687

Provide opportunity to apply

3.40
.750
training at the workplace
Provide opportunistic
environment for career
3.96
.780
development opportunities
Table 8: The Mean & Standard Deviation of parameters under Training & Development
Interpretation
Out of the above five parameters Provide opportunistic environment for career development
opportunities contributes to the Training & Development factor the most as it has a mean value
of 3.96 whereas money is allocated for training parameter contributes least to the training &
development factor with its mean value being 2.94.
Mean and Standard Deviation of the parameters under Superior-Subordinate Relationship
Parameters under SuperiorSubordinate Relationship
Public appreciation offered
Appropriate evaluation of
performance
Provide productive feedback
Rewards good ideas

Mea
n

Std.
Deviation

3.21

.985

3.64

.987

3.77

.944

2.94

.881
44 | P a g e

Personal problems dealt with

2.99
.880
empathy
Timely redressal of
3.12
.840
professional problems
Table 9: The Mean & Standard Deviation of parameters under Superior-Subordinate Relationship
Interpretation
Out of the above six parameters provide productive feedback contributes to the SuperiorSubordinate Relationship factor the most with its mean value being 3.77 whereas problems
dealt with empathy parameter contributes in least to the Superior- Subordinate Relationship
factor with its mean value being 2.99.

FINDINGS AND OBSERVATION

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The most significant finding of the study on Employee satisfaction and retention strategy
prevailing in the organization was very effective. The employees were quite satisfied with
the current practices.

Both personal and professional factors affect the Employees intention to stay in the
current organization of work indicating that work-life balance is being focused upon by
the employees.

Out of the four factors (Work Environment, Compensation, Training and Development
and Superior and sub-ordinate relationship) compensation has the highest mean and thus
affects the intention to stay the most.

The policies, rules regarding the company were explained in a well-structured form.

The study shows that of the employees who have put in long year of service have
recruited via open competition. This shows the transparency of the recruiting policies of
the organization.

68% of the employees have been working in the organization for a long period which
signifies the job security and satisfaction offered by the organization to its employees.

This study shows that 44% of the employees have joined this organization aiming for
career growth, good pay scales, and more benefits which the company offers. Thus the
statistics shows that the company has a positive outlook towards the career growth of its
employees in addition to the other existing benefits.

The industry gives utmost importance to its manpower requirements by identifying it well
in advance taking into consideration the contingencies. The Training & Development and
planning of the manpower requirement is being done in the light of the business plans or
the goals of the industry.

The industry has been trying to infuse new blood in the organization by appointing fresh
graduates and experienced candidates, to set a competition so as to face the competitive
world

46 | P a g e

CHAPTER 5
RECOMMENDATIONS &
SUGGESTIONS

RECOMMENDATIONS & SUGGESTIONS

47 | P a g e

The outcome of the study illustrates that BANKING INDUSTRY has an average rating level of
retention where the employees generally retain due to the prevailing environment and supporting
staff. Other important factors includes compensation and benefits given to employess according
to their performance and non- monetary benefits. However the reasons which tends to be the
main factors of employees leaving the organisation are superior- subordinate relations and
working environment. The employees are somewhat satisfied with the culture as for them
personal and professional life affects their intention to stay. It is seen that intention to stay in the
organisation is taken care very seriously by the employers but there is still a scope for
improvement. The following are some of the suggestion and recommendations which enables the
company to enhance its retention ratio.

The organization cannot develop a retention strategy without simultaneously

formulating an employee retention plan. It is one thing to attract workers, but quite
another to retain them

H.R Department should be more practical and efficient so that the recruitment and
retention become more effective.

Stress should be given on proper maintenance of database of application for future

retention in the organization.

The company should follow new traits / trends in the retention process.

The stress should be given on employees satisfaction .

More stress should be given to recruit qualification & skills percentage for
scrutinizing the application of prospective candidates so that retention ratio will be
minimal.

As compensation comes out to be the most influential factor for the satisfaction of the
employees, so it becomes important for the industry to offer compensation at par with the
banking industry standards. A fair and equitable salary structure may be designed for this
purpose.

Monetary & Non-Monetary incentives structure can be adopted by the industries.

48 | P a g e

The study revealed that the employees were not much satisfied with the non
monetary incentives being offered to them. So non monetary incentives can be
given to increase the satisfaction and retention level such as:
Opportunity to learn, develop and Advance as an employee.
Flexible hours
Recognition
Timely Redressal of personal problems
Healthy working environment

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CHAPTER 6
CONCLUSION

CONCLUSIONS
The following are the conclusions:-

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Overall the Policies and Strategies adopted by BANKING INDUSTRY to retain the
talent in their organisation is appropriate and well defined therefore the people in the
organization are somewhat satisfied with the current process.

Compensation and reward systems play a vital role in any organization for motivating
and retaining the employees. Previously done researches on this subject have identified
the major factor resulting in retention to be compensation.

The study done in this report also highlights compensation to be the most influential
factor that results in Employee Satisfaction and their intention to stay with the industry.

Also, both personal and professional factors are affecting the employees intention to stay
in the current industry of work indicating that work-life balance is being focused upon by
the employees.

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CHAPTER 7
REFERENCE

Bibliography
Research Papers:

52 | P a g e

1. Dr. Hazrina Ghazali*, Nasyira Mohd Nasyuki and Oon Xiao Yi and Maisarah Binti
Ishak indicated that Human resource practices and employees intention to stay in the
kuala lumpur hotel industry.
2. Noraani Mustapha1, Aminah Ahmad, Jegak Uli, Khairuddin Idris studied

Job

Characteristics as Antecedents of Intention to Stay and Mediating Effects of Work Family

Facilitation and Family Satisfaction among Single Mothers in Malaysia.
3. Job Satisfaction and Employee Turnover Intention: What does Organizational Culture
Have To Do With It?, the paper by Elizabeth Medina explores the relationship between
job satisfaction and employee turnover intention in the context of organizational culture.
4. Human resource practices,organizational comitment and intention to stay examines the
impacts of key human resource (HR) practices on permanent employees' organizational
commitment and intention to stay by Janet Chew and Christopher C.A. Chan
5. A study on employees intention to stay in public companies, kedah, malaysia by Dr.
Vimala sanjeevkumar
6. Factors influencing Organizational commitment And intention to stay of Core employees
in Small - medium sized companies In hochiminh city by Hunh Thin Hi
7.

Promoting Employee Intention to Stay: Do Human Resource Management Practices

Matter? By JOHANIM joharia*, TAN FEE yeanb, ZURINA adnanc, KHULIDA
KIRANA yahyad AND MOHAMAD NASSRUDDIN ahmade.

Web Links:

http://www.wnc.ac.uk/Documents/About-Us/Working

Here/Retention%20and

%20Selection%20Procedure.pdf (Retrieved on March 19th 2014)

http://www.failteireland.ie/FailteIreland/media/WebsiteStructure/Documents/2_Develop_
Your_Business/1_StartGrow_Your_Business/Intentiontostay.pdf(Retrieved on February
17th 2014)
53 | P a g e

https://www.maynoothuniversity.ie/sites/default/files/assets/document/Retention%20and
%20Intentiontostay%20Procedures.pdf(Retrieved on February 16th 2014)

http://www.shrm.org/education/hreducation/documents/090152%20gusdorf_instructor_notes.pdf(Retrieved on February 10th 2014)

http://www.cipd.co.uk/NR/rdonlyres/01F95685-76C9-4C96-B2913D5CD4DE1BE5/0/9781843982579_sc.pdf(Retrieved on February 02nd 2014)

APPENDIX
54 | P a g e

Questionnaire
Dear Respondent,
You are kindly requested to respond to the statements in the following questionnaire.
The statements are related to Employee satisfaction and its effect on retention.
Your responses are of great importance as this survey forms part of a study of the aspects
mentioned above. I therefore value your co-operation very highly.
Your answers will be treated in strict confidence and will be used for research purposes only.
*Mandatory
Name:
_______________________________________
(optional)
*Age:

0- 20 Years_______________

20-40Years_____________________________

40-60Years_______________ 60&Above_______________________________
*Gender:

Male

Female

*Education Qualification: Under Graduate_________ Graduate_______________

Post Graduate___________ Other__________________
*Marital Status: Married______________
Single__________________
*Current Industry: (Please specify your current Industry):
Banking__________
Financial____________ Other____________
*Current Organisation: (Please specify your current Organisation):____________________
* Current Designation : ________________________________________________________
*Total Work Experience(In Years): 0-2______
6-8_______

2-4_______

4- 6__________

8 & Above______

*Industry Specific Experience:

Same/Current Industry_____________________________
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Other___________________________________________
*Income(Per Annum):

Below 1,50,000__________
1,50,000-3,00,000_________
3,00,000-4,50,000________ 4,50,000 -6,00,000______________
6,00,000 & Above______________________________________

Key: Strongly Disagree (SD), Disagree (DA), Nuetral (N), Agree (A), Strongly Agree (SA)
*A. Please respond to the following questions with respect to your Working Environment in
the organisation. For each statement, tick the applicable choice.
Statements
SD
D
N
A
SA
A
1 Supportive colleagues
.
2 Physically comfortable place to
. work
3 Adequate safety provisions
.
4 Feel emotionally attached
.
5 Flexible timing offered
.
6 Good Organisational Culture
.
*B. Please respond to the following questions with respect to your compensation (pay,
benefits,etc.) in the existing organisation. For each statement, tick the applicable choice.
Statements
SD DA N A SA
7.
Satisfactory salary package
8.
Competitive salary package
9.
Timely payment of Salary
10. Adequate information provided about pay issues
11. Provide non-monetary incentives
12. Offer monetary incentives
*C. Please respond to the following questions with respect to your Training & Development
in the organisation. For each statement, tick the applicable choice.
Statements
S
D
N A S
D A
A
13 Job specific training given
.
14 Professional development opportunities provided
.
15 Money is allocated for training
.
16 Provide opportunity to apply training at the workplace
.
56 | P a g e

17
.

Provide opportunistic environment for career development

opportunities

*D. Please respond to the following questions related to your opinion about your SuperiorSubordinate relationship in the existing organisation. For each statement, tick the
applicable choice.
Statements
SD DA N A SA
18. Public appreciation offered
19. Appropriate evaluation of performance
20. Provide productive feedback
21. Rewards good ideas
22. Personal problems dealt with empathy
23. Timely redressal of professional problems
24. Provide a Work-Life Balancing Environment

*E. Please respond to the following questions on the below mentioned dimensions with
reference to the existing organisation. For each statement, tick the applicable choice
Statements
SD DA N A SA
1. Working environment affects my intention to stay .
2. Compensation affects my intention to stay.
3. Training & Development affects my intention to stay.
4. Supervisor role affects my intention to stay.
*F. According to you, which of factors affects your intention to stay in the existing
organisation.
Personal
Professional
Both
*G. If personal factors affects, please rank the following in their order of importance.
(Rank 1 - highly influential factor while rank 3 - least influential factor)
Flexibility of timings
Proximity to home
Emotional attachment
*H. If professional factors affects, please rank the following in their order of importance.
(Rank 1 - highly influencial factor while rank 3 - least influencial factor )
Healthy working environment
Professional development
Manageable work pressure

57 | P a g e

*I. If both factors affects, please rank the following in their order of importance. (Rank 1 highly influential factor while rank 6 - least influential factor)
Personal factors
Professional factors
Proximity to home
Healthy working environment
Flexibility of timings
Professional development
Emotional attachment
Manageable work pressure

Delhi Institute of Advanced

Studies
Plot No 6, Sec 25, Rohini, Delhi - 110085

FORMAT FOR DISSERTATION PROJECT REPORTSUMMARY TO

BE SUBMITTED TO PANEL AT THE TIME OF PRESENTATION

58 | P a g e

1.

Working Title

2.

Purpose of the study

3.

Aim

4.

Objectives of the study

5.

Hypothesis for the study (if any)

6.

Methodology

Research Design

Data Collection Approach

Sampling Method

Measurement Techniques
7.

Proposed Table of contents of the

8.

Project Report

Questionnaire (if any)

Remarks:
(1)

Project Summary / Synopsis should be signed by the student & the

concerned supervisor of the student.

(2)

Supervisor can suggest the changes in the above format if required.

Delhi Institute of Advanced

Studies
EVALUATION SHEET FOR DISSERTATION PROJECT
REPORT

STUDENTSS NAME

:______________________________
59 | P a g e

ROLL NO.

:______________________________

EVALUATORS FEEDBACK

:______________________________
_______________________________
_______________________________

DID THE STUDENT CONTACT YOU

REGULARLY FOR DISCUSSION?

: YES/NO (Please tick)

REPORT IS APPROVED / DISAPPROVED:

(To be ticked by Evaluator)
MARKS AWARDED
(Out of 40)

:_______________________________

SIGNATURE OF EVALUATOR
NAME:

Delhi Institute of Advanced

Studies
Plot No 6, Sec 25, Rohini, Delhi - 110085

DATE:
ATTENDANCE FOR DISSERTATION PROJECT REPORT
NAME OF THE STUDENT
CLASS
ROLL NO
NAME OF THE SUPERVISOR

S.NO.

DATE

TIME

:
:
:
:

DINESH SINGAL
MBA
11212303913
DR. Daryab Singh

PROGRESS OF
REPORT
REMARKS

SIGNATURE
OF
STUDENT

SIGNATURE
OF
SUPERVIOSR
60 | P a g e

1
2
3
4
5
6
7
8
9
10

*Minimum (8 out of 10) 80% attendance required.

Co-ordinator

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