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ACROPOLIS FACULTY OF MANAGEMENT AND RESEARCH
SYNOPSIS
ON
A study of changes in the employee productivity in Federal Bank &
Karnataka Bank.
Submitted To
ACROPOLIS FACULTY OF MANAGEMENT AND RESEARCH
Towards the partial fulfillment of the Degree of Master of Business
Administration
From
DEVI AHILYA VISHWAVIDHYALAYA, INDORE
Session 2010-2012
Submitted To: Submitted By:
Prof.Priyanka JITENDRA JAMADARI
MBA III SEMESTER
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DECLARATION & CERTIFICATE BY THE STUDENT
This is to certify that the project entitled IMPACT OF ADVERTISING ON CONSUMERPURCHASEBEHAVIOR OF FMCG PRODUCT (SOAPS, DETERGENTS, TOOTHPASTE) ATINDORE is a bona fide
work done byJitendra Kumar Barde under the supervision of Dr. Anant Gwal in
partial fulfillment for the degree of Master of Business Administration by Devi Ahilya
Vishwavidyalaya.
Indore Jitendra Kumar Barde
2012 - 2013
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ACKNOWLEDGEMENT
First of all I would like to thank Acropolis faculty of Management &Research ,
Indore and Devi Ahilya Vishwavidyalaya Indore for giving me the great
learning opportunity as a Major Research Project for the completion of MBA
degree. I am highly obliged to my supervisor Dr. Anant Gwal to guide me in
every aspect of the project; the learning is very important for me which I gain
under his valuable guidance in the areaInvestmentPattern of Small Entrepreneur.
I express my humble thanks to Dr. Sumer Yadav (Director) for providing
opportunity to learn more in research area.
I also place my gratitude to Dr. Anant Gwal immense support in my project work
for their.
I am very thankful to librarian, faculty members and management team of AFMR
for their cooperation.
From the beneath of my heart, I would also appreciate the conviction shown by
my family and friends who placed immense faith on me; by their motivation I was
able to give shape to my project on time.
Jitendra Kumar Barde
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Index
Introduction Conceptual framework Review of the literature Objective of Study Rational of study Methodology References
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Introduction
The banking system is a central to nations economy. Banks are special as they notonly accept and deploy large amounts of uncollateralized public funds in a
fiduciary capacity, but also leverage such funds to credit creation. The sector now
compares favourably with banking sectors in the region on metrics like growth,
profitability and non-performing asset. This is reflected in their market valuation.
Indias banking industry must strengthen itself significantly if it has to support the
modern and vibrant economy which India aspires to be.
Private banking in India was practiced since the beginning of banking system in
India. The first private bank in India to be set up in Private Sector Banks in India
was Indusind Bank. It is one of the fastest growing Private Sector Bank in India.
IDBI ranks the tenth largest development bank in the world as Private Banks in
India and has promoted world class Institutions in India.
The efficiency or the growth of a bank can be measured through various measures
like deposits, advances, working funds, incomes, expenditures, profits, assets,
number of account and branches etc. The role of employees is also of great
significance as each and every activity of a bank is directly related to the attitude,
motivation and work culture of the employees.
Employee productivity depends on the amount of time an individual is physically
present at a job and also the degree to which he or she is mentally present or
efficiently functioning while present at a job. Companies must address both of
these issues in order to maintain high worker productivity, and this may occur
through a variety of strategies that focus on employee satisfaction, Health and
morale (Ron and Ronald, 2002).
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Employee productivity plays major role to improve the profitability of banks.
Waste reduction and efficient utilization of resources accounts for higher
profitability of the industrial units. Efficiency leads to efficient utilization of
human, material and technological resources. For this bank need to increase their
employee productivity, and to do more work to become winners in the 21stcentury. Those who can change the competitive rules develop new innovative and
customized products and services will be winners. For this bank has to increase the
productivity of employees. There are some factors that could have an influence on
the productivity of employees. Some factors are the firm specific factors that have
a strong influence on productivity. Firm specific factors are also known as internal
factors and the external factor are widely known as the macroeconomic factors.
Macroeconomic factors are the economy-wide phenomena, such as Gross
National Product (GDP) and how it is affected by changes in unemployment,national income, rate of growth, and price level. Macroeconomists study
aggregated indicators such as GDP, inflation, Index of Industrial Production,
unemployment rates, and price indices to understand how the whole economy
functions. Macroeconomists develop models that explain the relationship between
such factors as national income, output, consumption, unemployment, inflation,
savings, investment, international trade and international finance. Since human
resources are also a part of economy hence it is very imperative to understand that
how its productivity changes during the different phases of economic cycle.
Thus this paper broadly focuses on understanding whether employee productivity
varies in Federal Bank and Karnataka Bank. The change of employee productivity
could have an impact on profitability of banks in India.
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CONCEPTUAL FRAMEWORK
The South Kanara district of Karnataka State well known as the cradle
of banking has witnessed the birth of 22 banks since 1906. There was a
patriotic zeal and fervor in the district after swadeshi movement. Severalmerchants, landlords, doctors and lawyer with an indomitable zeal began to
conceptualize modern banking concepts. 5 banks have been originated out
of i t . One is priv ate bank s - C anar a Bank , S yndi cate Bank, Vijaya
Bank, Corporation Bank and Karnataka Bank. In which first four are public sector
banks and Karnataka bank is private sector bank
Karnataka bank is deeply committed to its social obligation of extending credit and
other banking services to its rural customers. It has also contributed a lot in
irrigating the dry lands in the state through lending for the purchase of sprinklerssets, pump sets, oil engines etc. The bank has also assis ted the villagers for
establishing cottage and small scale industries. The farmers are also
assist ed for t he pu rchase of t ractors and other agricultural
implements. The bank apart from rendering financial assistance has being
issuing health care pamphlets periodically to its customer as well as to the public
through its branches in Karnataka through i ts objectives of education and
social maladies like drinking, smoking etc. to help them lead happy and healthy
life.
KARNATAKA BANK
Advantage - Employees
The employees automatically become KARNATAKA Bank Salary Account holders with special
benefits and privileges and receive instant salary credit. The benefits include International debit
card, corporate card with Individual Liability (CCIL), access to Phone Banking and Internet
Banking, Demat accounts, and a host of other services to complement their savings account.
Here are some of the features of KARNATAKA Bank Salary Account: -
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BANKING
Welcome-Kit
KARNATAKA Bank Salary Account customers fill up a form and getting their chequebooks and debit cards immediately.
Money Multiplier
The Money Multiplier feature gives the liquidity of a Savings Account coupled with high
earnings of a Fixed Deposit. This is achieved by creating a Fixed Deposit linked to your
Savings Account.
Debit Card
We offer an International N-Cash Debit card to our Salary Account customers to
provide them access to our extensive ATM network. The card also allows them to shop at
over 11,000 merchant establishments.
Free Internet Banking Online Funds Transfer
We give the employees the facility to transfer funds online from any part of the world.
Mobile Banking Phone Banking Free Utility Bill Payments
The employees can pay utility bills like electricity; phone bills etc. using KARNATAKA
Bank Internet Banking.
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Reimbursement Account
If the employee opts to disburse/reimburse the travel, food etc. expenses via
reimbursement accounts, a reimbursement account can be opened simultaneously along
with the Salary Account savings bank account, which would be linked together with the
debit card already held by your employee.
Free Remittance Facilities
Salary Account customers can avail of free remittance (demand drafts, cheques, pay
orders) up to Rs.25, 000 on KARNATAKA Bank network.
Cash Delivery and Cheque Pick-up Facility
Bureau de change
The employees can meet all their foreign currency needs, buy internationally valid
travelers cheques issued by Thomas Cook, American Express, VISA and avail of a host
of other travel related services.
FEDREAL BANK
Federal Bank Limited is a major Indian commercial bank in the private sector,
headquartered at Aluva, Kochi,Kerala. It is the fourth largest bank in India in terms
of capital base[1]
. As of 18 August 2012, Federal Bank has 1000 branches spread
across 24 states in India and 1058ATMs around the country(across 108 metro
centres, 224 urban centres, 384 semi-urban locations and 87 rural areas). Federal
Bank opened its 1000th branch at Muthoor, Thiruvalla in Kerala on 17 August
http://en.wikipedia.org/wiki/Aluvahttp://en.wikipedia.org/wiki/Kochi,_Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Federal_Bank#cite_note-1http://en.wikipedia.org/wiki/Federal_Bank#cite_note-1http://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/Automated_teller_machinehttp://en.wikipedia.org/wiki/Federal_Bank#cite_note-1http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/Keralahttp://en.wikipedia.org/wiki/Kochi,_Indiahttp://en.wikipedia.org/wiki/Aluva7/30/2019 JITU (2) (1)
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2012,[2]
and is planning to hire 2000 professionals by September 2012.[3][4]
The
Bank would be the first Bank from Kerala to cross the world.
Salary Power
Salary Savings Account from Fedreal Bank has been tailored not only to be a
convenient way to manage salaries (across various centers, through our centralized
database), but also provide employees with a range of value added benefits.
Salary Savings Account comes with a host of facilities that give the employees
access to a complete gamut of banking services (including overdrafts, loans and
zero-balance requirements) on a preferential basis.
Salary Power : Features
Balance RequirementZero balance account.
Anywhere Banking. International Debit cum ATM Card
Personal Accident Insurance cover of up to Rs 2 lacs per cardholder. Cash
withdrawal of up to Rs 25,000 daily. Purchase protection and Zero Card
Liability.
Joint Account Facility Flexi (2-in-1) Encash Deposits
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Demand DraftsFree Demand Drafts drawn on Fedreal Bank Branches.
Overdraft Facility :Up to 50% of net salary at Personal Loan rates.
Outstation ChequesFree collection, only out-of-pocket expenses to be recovered.
Demat Account Financial Advisory Services Optional Gold Debit Card Credit Cards Online Trading Built-In Insurance (Medical and Burglary) scheme
Unique facility of availing Insurance option in built in the account
available.
Built-in SIP schemeUnique facility of availing SIP option in built in the account available.
Priority Banking
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Reduced balance criteria for availing Priority Banking that entitles you to
exclusive banking and lifestyle privileges.
Internet BankingAvailable as iConnect with enhanced features like free bill payments (eg,
electricity bills) and electronic payment of premiums (LIC - Insurance
Premium) at select centers.
Telebanking Mobile Banking Nomination Facility Funds Transfer
Transfer funds from Salary Power account to any bank account in India
free of charge.
Meal CardThe best substitute for the traditional Sodexho/Accor Meal
coupons/vouchers.
Gift CardPrepaid, Rupee Denominated, Non Reloadable card - Ideal for Gifting.
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SWOT OF CORPORATE SALARY ACCOUNTS
STRENGTHS
Well Established and RecognizedMost competing banks have been in the business of providing corporate salary accounts
since a few years now. Over this period they have build mass recognition.
Global networkOther banks with their global network offer unmatched advantages to the
companies. The customer can open a salary account with other banks and can
transact with the bank globally at convenient locations.
WEAKNESSES
Undifferentiated ProductMost banks are offering similar features in their corporate salary account products.
AdvertisementsThere are very few banks that are promoting their corporate salary accounts
STRENGTHS WEAKNESSES OPPORTUNITIES THREATS
Undifferentiatedproducts
Advertisements Same as
mentioned later in
this section for
federal bank
Entry byforeign &private banks
into this
business
Well established &recognized for theirCorporate Salary
Accounts
Small global network
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compared to FEDREAL Bank. There are very few advertisements coming out of
other banks.
OPPORTUNITIES
It is the same as that of FEDERAL. Please refer to the next section.
THREATS
Entry of new playersSince entry barriers to this business are low for a bank, the greatest threat is foreign
banks, which can provide better services.
EMPLOYEE PRODUCTIVITY
Employee productivity is the amount ofgoods andservices that a worker produces in a given
amount of time. It is one of several types ofproductivity thateconomists measure. Workforce
productivity can be measured for a firm, a process, an industry, or a country. It is often referred
to as labor productivitybecause it was originally studied only with respect to the work of
laborers as opposed to managers orprofessionals.
The OECD defines it as "the ratio of a volume measure of output to a volume measure of
input".[1]
Volume measures of output are normally gross domestic product(GDP) or gross value
added (GVA), expressed at constant prices i.e. adjusted for inflation. The three most commonly
used measures of input are:
1. hours worked;2. workforce jobs; and3. number of people in employment.
Measurement
Workforce productivity can be measured in 2 ways, in physical terms or in price terms.
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the intensity of labour-effort, and the quality of labour effort generally. the creative activity involved in producing technical innovations. the relative efficiency gains resulting from different systems of management, organization,
co-ordination or engineering.
the productive effects of some forms of labour on other forms of labour.
These aspects of productivity refer to the qualitative dimensions of labour input. If an
organization is using labour much more intensely, one can assume it's due to greater labour
productivity, since the output per labour-effort may be the same. This insight becomes
particularly important when a large part of what is produced in an economy consists of services.
Management may be very preoccupied with the productivity of employees, but the productivity
gains of management itself is very difficult to prove. While labor productivity growth has been
seen as a useful barometer of the U.S. economys performance, recent research has examined
why U.S. labor productivity rose during the recent downturn of 20082009, when U.S. gross
domestic product plummeted.[2]
The validity of international comparisons of labour productivity can be limited by a number ofmeasurement issues. The comparability of output measures can be negatively affected by the
use of different valuations, which define the inclusion of taxes, margins, and costs, or different
deflation indexes, which turn current output into constant output.[3]
Labor input can be biased by
different methods used to estimate average hours[4]
or different methodologies used to estimate
employed persons.[5]In addition, for level comparisons of labor productivity, output needs to be
converted into a common currency. The preferred conversion factors are Purchasing Power
Parities, but their accuracy can be negatively influenced by the limited representativeness of the
goods and services compared and different aggregation methods.[6]
To facilitate international
comparisons of labor productivity, a number of organizations, such as the OECD, theGroningen
Growth Centre, International Labor Comparisons Program, and The Conference Board, prepare
productivity data adjusted specifically to enhance the datas international comparability.
[edit]Factors affecting labour productivity
In a survey of manufacturing growth and performance in Britain, it was found that:
The factors affecting labour productivity or the performance of individual work roles are of
broadly the same type as those that affect the performance of manufacturing firms as a whole.
They include: (1) physical-organic, location, and technological factors; (2) cultural belief-value
and individual attitudinal, motivational and behavioural factors; (3) international influences
e.g. levels of innovativeness and efficiency on the part of the owners and managers of inward
investing foreign companies; (4) managerial-organizational and wider economic and political-
legal environments; (5) levels of flexibility in internal labour markets and the organization of
work activitiese.g. the presence or absence of traditional craft demarcation lines and barriers
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Review of Literature
The literature has been done on the employee productivity and the factors affecting
the employees productivity.
Devatia and Venkataehalam (1978) in their study proposed a composite index
which they believe would be able to investigate the efficiency of bank operations
and profitability. The main elements of this composite index are operational
efficiency in terms of productivity, social objective and profitability.
Srivastava (1981) tries to build a relationship between the productivity and
profitability of commercial banks. He argues that an important reason of low
productivity is because of low productivity, and low efficiency could be the result
of ineffective time that occurs due to defect in the form-design, inefficient methods
of operations, bad layouts, excessive product variety, bad working conditions,
power breakdown and poor maintenance of records.
Ojha (1992) in his study attempts to measure the productivity of public sector
commercial banks in India. After identifying various measure of productivity like
total assets per employee, total credit per employee, total deposits per employee,
pre tax profit peremployee, net profit per employee, working funds per
employee, ratio of establishment expenses to working funds and net interest per
employee, comparison is made with the banks at the international level. The study
concludes that Indian banks have very less productivity ratios compared with
western countries. Since in his study a comparison has been made of Indian public
sector banks, which have to perform other social functions unlike western
commercial banks.
T. Padamasai (2000) studied that productivity and profitability of five big banks
increased throughout the post-reforms period in terms of selected ratios of each
parameter, but on account of efficiency, the performance of the top five banks is
very dismissal as inefficiency has increased during the study period. He suggested
that if the government sells its share in the profit making banks, it would be able to
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bail out the weak banks.
Sharad Kumar and M. Sreeramulu (2001) have compared the employee
productivity and employee cost ratios between the traditional banks and modernbanks from 1997 to 2008. The study concludes that the performance of the modern
banks (foreign and new private sector banks) was much superior to the traditional
banks (public sector and old private sector banks). However, the gap between the
performance of modern and traditional banks on all the five variables has shown a
decreasing trend, which has significantly reduced during the period of 12 years
under study, on account of the measures taken by the traditional banks during
the period.
B. Janki, (2002), analyzed in his article that how technology is effecting
employees productivity. There is no doubt, in India particularly PSBs will need to
use technology to improve operating efficiency and customer services. Harnessing
employee technology synergy is crucial for unleashing productivity and reaching
out to the huge base of retail customers, who are also dispersed in rural and
semi-urban areas. Banks can use technology to address customer needs and
improve their interaction with customer keeping in touch through telephone and
Internet. The focus on technology will increase like never before to add Value tocustomer service, develop new products, strengthen risk management, and asset
liability management and improve profitability. However technology is only an
enabling tool and whether banks actually what they want to achieve will be
determined by the drive and motivation of their work force and response of the
staff.
Arora, U. and Verma, R. (2005) studied the performance evolution of Public Sector
Banks in the post reforms period on the basis of four parameters that are financial
parameters, operational parameters, profitability parameters and productivity
parameters and during this period the performance of public Sector banks is quite
satisfactory.
Leonardo Gambacorte (2006), analyzed an important element of the macro-
prudential analysis is the study of the link between business cycle fluctuations and
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banking sector profitability and how this link is affected by institutional and
structural characteristics. This work estimates a set of equations for net interest
income, non-interest income, operating costs, provisions, and profit before taxes,
for banks in the main industrialized countries and evaluates the effects on
banking profitability of shocks to both macroeconomic and financial factors.
Distinguishing mainly the euro area from Anglo-Saxon countries, the analysis also
identifies differences in the resilience of the respective banking systems and
relates them to the characteristics of their financial structure.
Santi Gopal Maji and Soma Dey (2006) investigate the productivity and
profitability of five large Indian private sector banks and five large Indian private
sector banks.
Shefali Tiwari (2006) analyzed the relationship between factors influencing
efficiency with deposits, assets and advances separately of public sector banks,
private sector banks and foreign sector banks. She also studies the different
efficiency factors related to employees, per branch, operations, liquidity, ultimate
profits, deposits, assets and advances.
Kadian W. Wanyama* and S. N. Mutsotso has written article which is based on a
research project carried out on commercial banks in Kakamega Central District,
Kenya focusing on the influence of employee productivity on organizationalperformance which investigated the impact of capacity building and employee
productivity in Commercial banks since this leads to increase in performance as
empirical research has proved. Kenya has experienced banking problems since
independence in 1964 culminating in major Bank failures (37 failed banks as at
1998). Some of these problems like weak supervision and equipping employees
with expertise, necessary skills and knowledge can be addressed through
employee productivity to improve performance of the banks. Banks in Kenya and
Kakamega in particular have experienced poor service delivery, organizationalineffectiveness, poor public relations, customer dissatisfactions, and some of
these banking institutions have posted a decline in profitability. Research focusing
on the firm-level impact of human resource management practices such as
employee productivity, satisfaction and motivation has become popular in recent
years. This has revitalized interest in the subject of employee productivity and its
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impact on the performance of organizations. Most studies tend to indicate that
employee competence has a positive effect on the organizational performance.
Therefore the findings from the study added value to the expanding scope of
existing research studies on the influence of employee productivity on the
organizational performance. This paper also provides vital information to
organizational managers in the banking sector and academicians to encourage
employee motivation, satisfaction and future research.
Swati Sinha measured the growth of a bank through various measures like
deposits, advances, working funds, incomes, expenditures, profits, assets, number
of account and branches etc. The role of employees is also of great significance as
each and every activity of a bank is directly related to the attitude, motivation and
work culture of the employees. Therefore, the parameters, which are used to
measure the efficiency of banks, should also include the performance of
employees. In the present study, the employee productivity performance analysis
of SBI has been performed on the basis of two ratios i.e. working funds per
employee ratio and operating profit per employee ratio.
OUTCOME OF THE LETERATURE REVIEW
The researcher found that the banks totally depend on many factor which are mainly
categorized as internally and externally. In case we talk about internal factors like
efficient services, more branded product availability and all products arranged in a
particular place. And external factors are customer perception to advertising of the
brand, promotional strategy and preference of customer to our branded product.
Advertising is one of the important factors which have an impact on consumer
behaviour.
From the above discussion it appears that there is no previous research done about
impact of advertising on consumer purchase behaviour of banks at Indore. Therefore
the researcher is proposing a study to fill the said gape.
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Rationale of Study
Employee productivity recognizes the importance of output per unit. Bank is a
service providing organization, where it is very important that, how employees
are given their output. Their accountability towards the bank is very necessary. Intodays complex business environment, many of the factors that influence bank
performance are beyond the control of management. As such, we must
continually improve the ways we manage the things we can control. The bottom
line is that the link between employee performance and corporate performance
and real Shareholder value is indisputable.
Objectives
1) To study the changes in the employee productivity in Federal Bank.
2)To study the changes in the employee productivity in Karnataka Bank.
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RESEARCH
DESIGN
A research design is a framework or blueprint for conducting the marketing research
project .it details the procedure necessary for obtaining the information needed to structure
and/or solve marketing research problems. The research design provides a specific detail as to
how to implement
the approach. A good research design will ensure that marketing research project is
conducted effectively and efficiently. Typically, a research design involves the following
components, or tasks:
Define the information needed.
Design the exploratory, descriptive and /or causal phases of the research
Specify the measurement and scaling procedures
Construct and pretest the questionnaire or an appropriate form of data collection
Specify the sampling process and sample size
Develop a plan for data analysis
Research designs may be broadly classified as exploratory or conclusive researches. The
primary objective of exploratory research is to provide insights into, and an understanding ofthe problem confronting the researcher. The information needed is only loosely defined at
this stage and the research process adopted is flexible and unstructured. The primary data is
qualitative in nature. Usually these researches are followed by further exploratory research or
conclusive research.
Conclusive research is done to assist the decision maker in determining, evaluating and
selecting the best course of action to be taken in a given situation. The objective of conclusive
research is to test specific hypotheses and examine specific relationships.
The researches conducted in this study begin with a predominantly exploratory research design
and then continues towards a descriptive research design approach to arrive at the final
findings and courses of action. The objective of the exploratory research is to explore or to
search through the problem or situation to provide insights and understanding exploratory
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researches can b used for the following purposes:
Formulate a problem or define a problem more precisely
Identify alternative courses of action
Develop hypothesis
Isolate key variables and relationships for further examination
Gain insights to develop an approach to a problem
Establish priorities for further research.
QUESTIONNAIRE
DESIGN
Knowing what the client wants is the key factor to success in any type of business. And the
best way to find this information is to conduct a research or a survey. As desired by the
company, the method of research adopted was - Questionnaire. A questionnaire is a structured
technique for data collection that consists of a series of questions which might be multiple
choice, numeric open- ended, or text open-ended.
Objectives of a
Questionnaire
Any questionnaire has three specific objectives. First, it must translate the information needed
into a set of specific questions that the respondents can and will answer. Developing
questions that respondents can and will answer and that will yield the desired information
is difficult. Two apparently similar ways of posing a question may yield different information.
Second, a questionnaire must uplift, motivate, and encourage the respondent to become
involved in the interview, to cooperate, and to complete the interview. Incomplete
interview has limited
usefulness at best. In designing the questionnaire, we tried to minimize the respondent
fatigue, boredom, incompleteness, and no response.
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Third, a questionnaire should minimize response errors. Response error
arises when respondents give inaccurate answers or their answers are
misreported or misanalysis. And a questionnaire can be a major source of
response error.
Procedure for Data
CollectionData collection means gathering information to address those critical evaluation questions that
may be in the minds of the company/ researcher. And the procedure for data collection to
be adopted depends on the requirements of the company. As specified by ONICRA Rating
Agency of India Ltd., we were required to make a thorough research of the existing market as
well as the potential it posses for the credit rating that SMERA offers.For the purpose of data collection, firstly we identified our target population, which were
spread over huge area, organized and unorganized market. This was done with the help
of internet, database provided by the company as well as cold callings.
We identified some of the important issues in this regard. Thesewere:
1. Availability: We realized that there may be some information already available that can
help answer some questions or guide the development of new guidelines. Hence we
reviewed information in prior records, reports, and summaries.
2. Pilot Testing: It was essential to test the information collection instrument or the process
we designed.
3. Protocol Needs: In many situations, we needed to obtain appropriate permission or
clearance to collect information from people or other sources.
4. Reactivity: Reactivity refers to how the way of asking a question would alter the
response we would get. It may also be a concern if our presence during data collection may
possibly alter the results.5. Reliability: Will the evaluation process designed consistently measure what we want it
to measure? That is whether multiple interviews, settings, or observers, will consistently
measure the same thing each time? In whatever instrument we design, will people interpret
our questions the same way each time?
6. Validity: Validity means will the information collection methods designed produce
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information
that measures what we require to measure? We should be sure that the information we
collect is relevant to the purpose in hand.
Having kept these issues in mind, we adopted the following methods for
data collection:
1.Personal Interview
An interview is called personal when the Interviewer asks the questions face-to-face with
the Interviewee. Personal interviews were conducted in malls, organized as well as
unorganized markets, Petrol Pumps, bus stands etc. These were mainly of the form of
structured interviews.
2Questionnaire
A questionnaire is a structured technique for data collection that consists of a series of
questions that a respondent answers. The questionnaire (which forms a part of the
annexure) comprised of multiple choice, numeric open-ended as well as text-open ended
questions, depending on the nature of the query.
ANALYSIS AND INTERPRETATION
Findings
We learned to convince top business executives to give us sometime from their busy
schedule so that we could apprise them in detail about our product, by seeking their
appointment in a way that aroused their interest and curiosity in our product
We learned to find out the right person to contact for our purpose, even without having
any reference or previous knowledge of the company.
We learned to customize our way of presentation depending upon the target audience,
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whether it was Prop., partnership, company, HUF.
We learned to tempt these people to but our product
We learned to build a close relationship with people even if they are not willing to rate
their organization.
We learned to extract sensitive information from our respondents
We got an insight about the work culture of corporate.
QUESTIONNAIRE
1) Is the worker required to follow INSTRUCTIONS?
2) Will the worker receive TRAINING?
3) . Is there a CONTINUING RELATIONSHIP?
4) How do you feel about your progress to date? Are you where you
thought you would be?
5) In the past year, what achievements in organisation development are
you most proud of?
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6) Are FULL TIME work hours required?
7) Is there SIGNIFICANT INVESTMENT by the consultant?
8) Is SERVICE AVAILABLE to GENERAL PUBLIC?
9) Does your client provide you with training to enable you to perform a
job in a particular method or manner?
10)How will the employee performance align to company future ?
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References
Agarwal, M. (2005), Liberalizations Effect on Operational Productivity ofCommercial Banks in India, IBA Bulletin, XXVII(6), June, 33-44
Amandeep (1993) Profits and Profitability in Commercial Banks, New Delhi,Deep & Deep Publications.
Annual Reports of Federal Bank and Karnataka Bank B. Janki (2002). Unleashing Employee Productivity: Need for a Paradigm Shift.
Indian Banking Association Bulletin. XXIV (3). March. 7-9.
Bhattacharya, A. (1997), The Impact of Liberalization on the ProductiveEfficiency of Indian Comercial Banks, European Journal of Operational
Research, 98 (5), 332-345
Chaudhary, C.M. (1992) Dynamics of Indian Banking, Jaipur, Printwell Das A (2002) Risk and productivity change of Public Sector Banks, EPW,
February 2, pp.437-447.
Websites:
www.Federalbank.co.in
www.Karnatakabank.com
www.rbi.org.in
www.wikipedia.org
www.moneycontrol.com
www.investopedia.com
http://www.karnatakabank.com/http://www.karnatakabank.com/http://www.karnatakabank.com/