SUMMER TRAINING PROJECT REPORT

ON

EMPLOYEES MOTIVATION IN PUNJAB

NATIONAL BANK

Submitted in partial fulfillment of the degree of

MASTER OF BUSINESS ADMINISTRATION

(HUMAN RESOURCES)

SESSION:(2016-2018)

UNDER THE GUIDANCE: SUBMITTED BY:

MR. HARISH CHANDRA JOSHI SHRUTI SHARMA
SR. MANAGER MBA III SEM
PNB CIRCLE OFFICE, BAREILLY (HR)
MS. ROOPA MEHRA
ASST. PROFESSOR

MASCOT INSTITUTE OF MANAGEMENT,

BAREILLY
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 EXECUTIVE SUMMARY

The need to increase productivity and efficiency in the work place or any organization has to

increasing academic interest in the area of motivation over the years. Scholars have been

keenly interested in knowing what factors are responsible for stimulating the will to work. Thus

motivation has become an issue of concern for both scholars and practitioners of personnel

management.

Every organization either in the private or public sector is goal oriented and all efforts are

geared towards the successful attainment of those goals and objective. Therefore, for any

organization to record any degree of meaningful success in the pursuit of its goals and

aspirations, it must have the ability to create values (motivation) enough to compensate for

the burdens imposed upon the staff. Such value or motivators can come in the form of good

training policies, facilities or incentives such as fringe benefit, promotion, status symbol etc so

as to satisfy the needs of the staff for enhanced performance (Obisi, 1996).

It has been shown, argued and proven that unless individual staff is motivated to make

sufficient use of the potentials found in them during the employment process they may not

achieve the level of performance that is desired from them. For a staff to be motivated, he or

she has to perceive that his or her needs and wants are being met. Thus the satisfaction of staff

represents an indispensable dimension of the motivation process. A satisfied individual would

certainly contribute but can even act in such a way that the realization of such goals and

objectives could be completely destroyed. This underlines the importance of staff satisfaction

to the organization.

Motivation is said to be the core of human resources. The management of men and

women are a challenging task. No two persons have the same qualities, feelings and behavior.

The nature of man is very complex. It is not easy to take care of human beings with such

varying characteristics and qualities.

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Without motivation, organization would not last long. Human resources must be activated,

trained, developed and above all motivated in order to realize individual and organizational

goals. An individual who has ability, skill and knowledge would do much without motivation.

However, an individual with skills, knowledge and ability with added motivation is a sure way

to success. The performance of a worker does not depend largely on his ability, intelligence,

skills and knowledge but on the motivation which he has. If we do not motivate a worker, he

would not as such be a problem solver.

It is generally acclaimed that incentive such as good pay, good condition of service,

provision of accommodation, opportunity for staff training etc. motivate employees in order to

increase their productive capacity. In view of the above, therefore, incentives are regarded as

the major factors which motivate employees to exhibit better performance. However, it is not

a matter of course to motivate an individual staff because the success of any motivational

effect solely depends on the extent to which the motivation meets the needs of the individual

employee.

Finally, the test for management of either private or public organizations therefore is to

determine the valued needs and motivators that will make an employee react according to the

organizational desires to increase productivity. The impact of employee motivation on the

banking industry using the Punjab National Bank, Bareilly as a case study will therefore from

the basic of study.

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 INTRODUCTION

CONCEPT/ DEFINITION OF MOTIVATION

The word motivation is derived from a Latin word mover, meaning to move. In its

simplest term, the term may be defined as the state or condition of being induced to do

something. Essentially, motivation involves individual needs and the extent to which they are

met by the organization or the extent to which worker perceive that his or her needs are met

by the organization.

According to Campbell and Pritchard motivation has to do with a set of independent/

dependent variable relationship that explains the direction, skill and understanding of the task

and constraints operating in the environment. Motivation also refers to the underlying

psychological state that impels or causes behavior. A motive generally is a need, want or desire

which operates within the individual which makes him to exhibit certain behavior.

Glueck, defines motivation as the process or factors that influence people to act. He went

further to state that psychologists view motivation as the process and channeling of behavior

into a specific course. He also sees it as a general term applying to the entire class of desires,

drives, need, wishes and similar forces.

Writing in the Nigerian Institute of Management, defined motivation as a process of

stimulating people to action to achieve organizational task as well as a process of stimulating

oneself to action to gratify a felt need.

Victor Vroom sees motivation as a process governing choices made by persons or lower

organization among alternative forms or voluntary activity.

Motivation is the process of creating organizational conditions which will impel staff to

attain company goals. According to Morns motivation represents an unsatisfied need which

creates a state of tension or disequilibrium, causing the individual to move in a goal directed

pattern towards restoring a state of equilibrium by satisfying the need. Lillis, defines

4
motivation as the stimulating of any emotion or desire operating upon ones will and

Prompting or driving it into action.

Steers and Poster presents a model of the process of motivation as follows:

Model of the Process of Motivation

Inner state and disequilibrium,

Behaviour Incentive
needs, desires or expectancy
Action Goal
accompanied by participation

Modification Inner
State

This model implies that individual have desired needs within them that leads to the

development of behaviour aimed at meeting their goals or needs. A feedback is necessary in

order to assess whether the behaviour is producing the desired goals or if there is the for

modification.

From the above, one observes that motivation is something that originates from the

inner state of an individual. Motivation can also arise from the socio-economic environment.

This implies that factors within the socio-economic environment trigger off a desire to achieve

a certain goal in order to meet the expected goals.

Motivation is an exchange between individual and the socio-economic environment. The

environment gives the individual set of value preferences from which the goals to which his

desires are expressed and the individual gives to the social environment by conforming to its

norms through his behaviour.

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OBJECTIVE/IMPORTANCE OF MOTIVATION

Motivation is simplest the will to achieve. It was discovered that since organization are made up

of people, it was not enough to get the right kind of job. That is in itself not enough to facilitate

effectiveness because man is a behavioural animal propelled by his behaviour and as such his

behaviour has to be channeled to a productive one. It is obvious that human behaviour is

complex and therefore not a simple matter. Man in organization exit in a system where there

are interactions and interdependencies of interaction and in the context of all this, man needs

to be motivated. People need to be tuned and stimulated before they will put in their best.

The major objectives of motivation is to provide opportunities for personal need

fulfillment for each staff in such a way that will encourage him to put in his best towards the

accomplishment of organizational goals and objectives. Generally, an staff is motivated by

opportunities to achieve and satisfy unfulfilled needs. Within the individual staff there exist

some desire which needs fulfillment. To fulfill these unsatisfied needs and desire become

forces that initiate or incite action. When a staff sees an opportunity to achieve what is

important to him, he gets attracted to that opportunity. The perceived opportunity is referred

to as incentive.

Performance is regarded as a behaviour which is directed towards a task or goal

accomplishment while motivation on the other hand is the core stone that provides incentive

for the staffs to work hard which intimately brings about productivity thus making the

anticipation of the organization a reality. How do you identify through the extent a motivated

person? A motivated person can be identified through the extent of his commitment to the

organization that he belongs.

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 According to Abbegleen a motivated person could be identified through the following:

If the person is ready to defend the organization anywhere?

One prefers the organization he belongs to any related one.

He is ready to spend the rest of his working life in the organization to which belongs.

One with expressing satisfaction and contentment with the internal working of the

organization which he belongs.

One who is likely to have no intra-organizational conflict with those up, below and

horizontal level of the organization.

He that is ready to willing contribute his effort towards the success of the

organization to which he belong.

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STEPS/TECHNIQUES FOR MOTIVATE EMPLOYEES

There are two kinds of motivation: positive and negative motivation. If people work

due to fear and reasons of punishment and reprimand, it is negative motivation. On the other

hand, if people work willingly and without coercion, it is positive motivation. Motivation can

also be internal or intrinsic, external or extrinsic. The feeling of being recognized, praised for a

job well done and participation in whatever we do can be called internal or intrinsic motivation

while external or extrinsic motivation concerns such motivations like money, retirement

benefits, health insurance and compensation.

According to Michael there are four steps to be followed in motivating the staff. They
are:

(1) Sizing up issues requiring motivation:

Motivation is not a straight-jacketed affair. Organizations must make sure that the areas

they are applying motivation is actually where it is needed. Certain staffs may want their

organizations to help them to further their education which will enhance their career while

some may want something else. Organizations must take care of these varying expectations

in their approach towards motivation.

(2) Preparing a set of motivation tools:

The next step would be to understand those tools which would actually motivate the

people. There are items or tools which may motivate the executives more than the

other rank and file.

(3) Selecting and applying Motivators:

Tools and items selected as motivators must be applied at the right time for it to be

useful. Bonus during celebration is ideal. Staff vacation during children vacation period

would enable the whole family to travel on a holiday.

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 (4) Getting Feedback:

The feedback of what we are doing to motivate people must be obtained to enable

organization make for re-examination and find out usefulness of what they are doing.

There are various incentives and techniques which organization can use in

motivating their staffs. These techniques or incentives may be divided into two, namely

financial or Monetary and non-financial or non-monetary incentives. With reference to

financial Incentives, some individuals are ready and willing to define motivation as

money. Most people are motivated by money. Under financial motivation may come

such things as compensation; business, leave allowances, other financial benefits and

remunerations. Monetary reward as a motivation is high in developing economies due

to very low quality of life which they are facing.

Non-financial or non-monetary incentives give personal satisfaction to the individual. It

is

a reward which gives inner joy to the individual but cannot be measured and quantified in

terms of money. Non-financial motivation include job security, more responsibility and

authority, sense of belonging and recognition, job enrichment, job loading, pride, praise,

prestige and status. Others are participation and delegation, acceptance, communality and

competition better quality of work life both on and off the job, opportunity for growth and

promotion, and job rotation.

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THEORIES OF MOTIVATION

1. Hertzbergs Two-Factor Theory

The Two-Factor Theory of motivation (otherwise known as dual-factor theory or motivation-

hygiene theory) was developed by psychologist Frederick Herzberg in the 1950s.
Analyzing the responses of 200 accountants and engineers who were asked about their positive
and negative feelings about their work, Herzberg found 2 factors that influence employee
motivation and satisfaction.

The two- factor theory of motivation hygiene factors and motivators

1. Motivator factors Simply put, these are factors that lead to satisfaction and motivate
employees to work harder. Examples might include enjoying your work, feeling recognised and
career progression.
2. Hygiene factors These factors can lead to dissatisfaction and a lack of motivation if they are
absent. Examples include salary, company policies, benefits, relationships with managers and co-
workers.
According to Herzbergs findings, while motivator and hygiene factors both influenced
motivation, they appeared to work completely independently of each other.

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While motivator factors increased employee satisfaction and motivation, the absence of these
factors didnt necessarily cause dissatisfaction. Likewise, the presence of hygiene factors didnt
appear to increase satisfaction and motivation but their absence caused an increase in
dissatisfaction.

2. Maslows Hierarchy of Needs

The Hierarchy of Needs theory was coined by psychologist Abraham Maslow in his 1943 paper
A Theory of Human Motivation.
The crux of the theory is that individuals most basic needs must be met before they become
motivated to achieve higher level needs.

Maslows Hierarchy of Needs

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The hierarchy is made up of 5 levels:

1. Physiological these needs must be met in order for a person to survive, such as food, water
and shelter.
2. Safety including personal and financial security and health and wellbeing.
3. Love/belonging the need for friendships, relationships and family.
4. Esteem the need to feel confident and be respected by others.
5. Self-actualization the desire to achieve everything you possibly can and become the most
that you can be.
According to the hierarchy of needs, you must be in good health, safe and secure with
meaningful relationships and confidence before you are able to be the most that you can be.

3. Hawthorne Effect

The Hawthorne Effect was first described by Henry A. Landsberger in 1950 who noticed a
tendency for some people to work harder and perform better when they were being observed by
researchers.
The Hawthorne Effect is named after a series of social experiments on the influence of physical
conditions on productivity at Western Electrics factory at Hawthorne, Chicago in the 1920s and
30s.

The researchers changed a number of physical conditions over the course of the experiments
including lighting, working hours and breaks. In all cases, employee productivity increased when
a change was made. The researchers concluded that employees became motivated to work harder
as a response to the attention being paid to them, rather than the actual physical changes
themselves.

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4. Expectancy Theory

Expectancy Theory proposes that people will choose how to behave depending on the outcomes
they expect as a result of their behaviour. In other words, we decide what to do based on what we
expect the outcome to be. At work, it might be that we work longer hours because we expect a
pay rise.
However, Expectancy Theory also suggests that the process by which we decide our behaviours
is also influenced by how likely we perceive those rewards to be. In this instance, workers may
be more likely to work harder if they had been promised a pay rise (and thus perceived that
outcome as very likely) than if they had only assumed they might get one (and perceived the
outcome as possible but not likely).

Summary of Expectancy Theory

Expectancy Theory is based on three elements:

1. Expectancy the belief that your effort will result in your desired goal. This is based on your
past experience, your self confidence and how difficult you think the goal is to achieve.
2. Instrumentality the belief that you will receive a reward if you meet performance

13
expectations.
3. Valence the value you place on the reward.
Therefore, according to Expectancy Theory, people are most motivated if they believe that they
will receive a desired reward if they hit an achievable target. They are least motivated if they
dont want the reward or they dont believe that their efforts will result in the reward.

5. Three-Dimensional Theory of Attribution

Attribution Theory explains how we attach meaning to our own, and other peoples, behaviour.
There are a number of theories about attribution.

Bernard Weiners Three-Dimensional theory of attribution assumes that people try to determine
why we do what we do. According to Weiner, the reasons we attribute to our behaviour can
influence how we behave in the future.
For example, a student who fails an exam could attribute their failure to a number of factors and
its this attribution that will affect their motivation in the future.

Weiner theorised that specific attributions (e.g. bad luck, not studying hard enough) were less
important than the characteristics of that attribution. According to Weiner, there are three main
characteristics of attributions that can affect future motivation.

1. Stability how stable is the attribution? For example, if the student believes they failed the
exam because they werent smart enough, this is a stable factor. An unstable factor is less
permanent, such as being ill.
According to Weiner, stable attributions for successful achievements, such as passing exams, can
lead to positive expectations, and thus higher motivation, for success in the future.

However, in negative situations, such as failing the exam, stable attributions can lead to lower
expectations in the future.

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2. Locus of control was the event caused by an internal or an external factor?
For example, if the student believes its their own fault they failed the exam, because they are
innately not smart enough (an internal cause), they may be less motivated in the future. If they
believed an external factor was to blame, such as poor teaching, they may not experience such a
drop in motivation.

3. Controllability how controllable was the situation? If an individual believes they could
have performed better, they may be less motivated to try again in the future than someone who
believes they failed because of factors outside of their control.

15
STATEMENT OF THE RESEARCH PROBLEM

Personnel management, motivation and productivity are areas that have occupied the

mind of management in Punjab National Bank.

With the rise of new ideas of management and motivation, one expects to see that these

ideas are applied and the employees motivated to maximum productivity. However, the

opposite has always seemed to be the case. One notices in many public and private

organizations the non-chalet and sluggish attitude to work by the employees, and wonders

where the problem lies.

Punjab National Bank is not an exception to the above problem. Employees of the

organization only perform their duties as much as will enable them to keep their jobs. Despite

the fact that the organization is meeting the needs for which it is created the employee seem

not to be happy and have not utilized their full potential and skills. It is against this backdrop

that this study examines the impact of employee motivation on the organization.

SIGNIFICANCE OF THE STUDY

The need for the study arises from the realization that the pivotal asset of any organization is

the employees. Without them the very survival of the organization could be impossibility. Such

an important asset needs to be motivated to make them contribute their best to move the

organization forward. Thus, a study of this nature is a step in the right direction.

The study possesses some academic value and could be of interest to both researchers and

students, managers in the banking industry and the general public.

To the researchers and students, it will be a contribution to knowledge and literature on

the topic and a guide for further study. To managers of organizations and the banking industry,

the study will help identify motivational factors of employees, their problems and suggestions

on how to motivate and enhance their performance.

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SCOPE OF THE STUDY

Employee motivation is important for the bank to achieve the desired goals on, time,

therefore the employees must be motivated by using various motivational policies.

The motivation of each employee will lead to better performance and in turn satisfies

both the employees and also bank.

OBJECTIVE OF THE STUDY

To study the various HR practice being pursued at Punjab National Bank.

To measure the level of employee satisfaction on various HR practices at Punjab National
Bank.
To compare the level of employee satisfaction for managerial non managerial.
To determine the extent motivation affects performance of an employee, his development
and performance, by interviewing management and questioning employees.
To assess the bank employees needs and examine the motivating factors.

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About Banking Industry

The Banking sector in India has always been one of the most preferred destination for

employment .In this decade, this sector has emerged as a sunrise sector in the Indian economy

Banking sector index has grown at a compounded annual rate of over 51 percent since the year

2001. The Banking Industry is recruiting in a big way. In the next five years, bank will have to

recruit almost 7.5 lakh people Now, bank have diversify their activities and getting into new

products and services that include opportunities in credit card, consumer finance, wealth

management, life and general insurance, investment banking, mutual funds, pension funds

regulation, stock broking services, custodian services and private equity etc. Further, most of

the leading Indian banks are going global, setting up offices in foreign countries themselves or

Through their subsidiaries. The expansion of the banking sector and its convergence with the

other financial sectors such as insurance, NBFCs and Capital market, retirement of the existing

employees and financial inclusion have created more number of opportunities in the banking

sector. Infrastructure, Risk Management, Banking and Financial Services, Management

Information System and Customer Relations Management are a few areas where specialization

is expected.

Banking and Origin of Bank in India Banking Structure

Comercial Banks

Reserve Bank of
Co-Operative Banks
India

Development
Banks

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Reserve Bank of India

Reserve Bank of India is the Central Bank of our country. It was established on 1st April 1935

under the RBI Act of 1934.It hold the apex position in the banking structure. RBI performs

various developmental and promotional functions.

It has given wide powers to supervise and control the banking structure. It occupies the pivotal

position in the monetary and banking structure of the country. In many countries central bank

is known by different name.

Commercial Banks

Commercial banks is an institution that accepts deposit, makes business loans and offer related

services to various like accepting deposits and lending loan and advances to general customer

and business man.

These institutions run to make profit. They cater to the financial requirements of industries and

various sectors like agriculture, and rural development, etc. it is a profit making institution

owned by government or private of both.

Commercial
Banks

Public sector
banks

Private Foreign Regional

sector banks Banks Rural Banks

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Public sector banks

It includes SBI, seven (7) associate banks and nineteen (19) nationalized banks. Altogether there

are 27 public sector banks .The public sector accounts for 90 percent of total banking business

in India and State Bank of India is the largest commercial bank in terms of volume of all

commercial banks.

Private sector banks

Private sector banks are those whose equity is held by private shareholders. For example ICICI,

HDFC etc. private sector bank plays a major role in the development of Indian of indian banking

industry.

Foreign Banks

Foreign banks are those banks, which have their head offices abroad. CITI bank. HSBC, standard

chartered etc. are the examples of foreign bank in India.

Regional Rural Bank (RRB)

These are state sponsored regional rural oriented banks. They provide credit for agricultural

and rural development. The main objective of RRB is to develop rural economy. Their borrower

includes small and marginal farmers. Agricultural labourers, artisans etc. NABARD holds the

apex position in the agricultural and rural development.

Co-operative Bank

Co-operative bank was set up by passing a co-operative act in 1904. They are organized and

managed on the principal of co-operation and mutual help. The main objective credit Societies

act.1904. However, gave the real impetus to the movement. The Cooperative credit societies

Act. 1904 was amended in 1912, with a view to broad basing it to enable organization of non-

credit societies.

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Three tier structures exist in the cooperative banking

State cooperative bank at the apex level.

Central cooperative banks at the district level.

Primary cooperative banks and the base or local level.

a).Scheduled and Non Scheduled banks

A bank is said to be a scheduled bank when it has a paid up capital and reserves as per the

prescription of RBI and included in the second schedule of RBI Act 1934. Non-scheduled bank

are those commercial banks. Which are not included in the second schedule of RBI Act 1934.

Development banks and other financial institutions

A development bank is a financial institution, which provides a long term funds to the industries

for development purpose. This organization includes banks like IDBI,ICICI, and IFCI etc. state

level SFCs SIDCs etc. it also includes investment institutions like UTI, LIC, and GIC etc.

21
ABOUT PUNJAB NATIONAL BANK

HISTORY

Punjab under British especially after annexation in 1849 witnessed a period of rapid

development giving rise to a new educated class fired with a desire for freedom from the yoke

of slavery. Amongst the cherished desires of this new class was also an overriding ambition to

start a Swadeshi Bank with Indian Capital and management representing all sections of the

Indian community. The idea was first mooted by Rai Mool Rai of Arya Samaj who, as reported

by Lala Lajpat Rai, had Long cherished the idea that Indians should have a national bank of their

own. He felt keenly the fact that the Indian capital was being used to run English banks and

companies, the profits accruing from which went entirely to the Britishers whilst Indians had to

contend themselves with a small interest on their own capital.

At the instance of Rai Mool Raj, Lala Lajpat Rai sent round a circular to selected friends
insisting

on an Indian Joint Stock Bank as the first special step in constructive Swadeshi. Lala Harkrishan

Lal who had returned from England with ideas regarding commerce and industry, was eager to

give them practical shape.

PNB was born on May 19, 1894. The founding board was drawn from different parts of India

professing different faiths and a varied back ground with, however, the common objective of

providing country with a truly national bank which would further the economic interest of the

country.

The Bank opened for business on 12 April, 1895. The first Board of 7Directors comprised of

Sardar Dayal Singh Majithia, who was also the founder of Dayal Singh College and the Tribune;

Lala Lalchand one of the founderof DAV College and President of its Management Society; Kali

Prosann Roy, eminent Bengali pleader who was also the Chairman of the Reception committee

of the Indian National Congress at its Lahore session in 1990; Lala Harkishan Lal who became

22
widely known as the first industrialist of Punjab; EC Jessawala, a well known Parsi merchant and

partner of Jamshedji & Co. of Lahore; Lala Prabhu Dayal, a leading Rais, merchant and

philanthropist of Multan; Bakshi Jaishi Ram, an eminent Civil Lawyer of Lahor; and Lala
Dholan

Dass, a great banker, merchant and Rais of Amritsar. Thus a Bengali, Parsi, a Skhi and a few

Hindu joined hands in a purely national and cosmopolitan spirit to found this Bank which

opened its doors to the public on12th of April 1895. They went about it with a Missionary Zeal.

Sh. Dayal Singh Majithia was the first Chairman, Lala Harkishan Lal, first secretary to the Board

and Shri Bulaki Ram Shastri Barrister at Lahore, was appointed Manager.

A Maiden Dividend of 4% was declared after only 7 months of operation. Lala Lajpat Rai was
the

first to open an account with the bank this was housed in the building opposite the Arya

Samaj Mandir in Anarkali in Lahore. His Younger brother joined the bank as a Manager.

Authorised total capital of Bank was Rs. 2 lakhs, the working capital was Rs. 20,000. It had total

staff strength of nine and the total monthly salary amounted to Rs. 320.

The first branch outside Lahore was opened in Rawalpindi in 1900.The Bank made slow, but

steady progress in the first decade of its existence. Lala Lajpat Rai joined the Board of Directors

soon after. In 1913, the banking industry in India was hit by a severe crisis following the failure

of Peoples Banks of India founded by Lala Harikishan Lal. As many as 78 banks failed during
this

crisis. Punjab National Banks survived. Mr. J H Maynard, the Financial Commissioner, Punjab,

remarked.Your Bank survivedno doubt due to good management. It spoke volumes for

the measure of confidence reposed by the public in the Banks management.

The years 1926 to 1936 were turbulent and loss ridden once for the banking industry the world

over. The 1929 Wall Street crash plunged the world into a severe economic crisis.

It was during this period that the Jalianwala Bagh Committee account was opened in the Bank,

23
which in the decade that followed, was operated by Mahatma Gandhi and Pandit Jawaharlal

Nehru.

Since inception in 1895, PNB has always been a Peoples bank serving million of people

throughout the country and also had the proud distinction of serving great national leaders like

Sarvshri Jawahar Lal Nehru, Gobind Ballabh Pant, Lal Bahadur Shastri, Rafi Ahmed Kidwai,
Smt.

Indira Gandhi etc. amongst other who banked with us.

It is ranked as one of Indias top service brands. PNB has remained fully committed to its

guiding principles of sound and prudent banking. Apart from offering banking products, the

bank has also entered the credit card, debit card; bullion business; life and non-life insurance;

Gold coins & asset management business,etc.

24
MISSION &VISION

VISION;

To position PNB as the Most Preferred Bank for customers, the Best Place to Work In for
employees and a Benchmark of Excellence for the industry

MISSON;

Creating Value for all its customer, Investors and employees for being the first choice for all
stakeholders

ORGANISATION STRUCTURE

The bank has its corporate office at New Delhi and 75 circle officer and 6785 branches. The
delegation of power is decentralized up to the branch level for quick decision making. The top-
down approach at PNB can be classified as follows;

HEAD OFFICE

FGM OFFICES(13)

CIRCLE OFFICES(75)

BRANCHES(6785)ATM's(8382)

ORGANISATION STRUCTURE

25
 PUNJAB NATIONAL BANKS POLICIES THAT ENHANCES

EMPLOYEE MOTIVATION

PNB Navodaya

For synergizing Banks Business Vision with Human Capital goals, a number of key challenges

have been identified and H R strategies are being formulated for addressing the same. One such

challenge is recruitment of highly aspiring, energetic, tech-savvy but inexperienced employees.

For addressing this important issue, it has been felt that on boarding and Mentoring is an

effective mechanism to provide Orientation, Nurturing, Better Understanding of Internal

Culture and Employee Engagement for the newly recruited employees.

PNB launched the on boarding &Mentoring Program titled PNB Navodaya. PNB Navodaya
will

facilitate the new employee to acquire the necessary knowledge skills and behaviour to become

effective organizational member. The program will also help to channelize these employees

energies towards Banks development with a view to transform them into brand ambassadors

for the business growth and organizational goal.

Mentoring Process of PNB Navodaya will initially include newly recruited Management

Trainees and Technical Officer; the program shall be rolled over for all PNB parivar members

later in phased manner.

The Navodaya Mentorship Program has now extended to all newly recruited employees

in clerical cadre, all newly promoted officers up to Scale IV, 1st time Branch Head and to

Technical officers on joining mainstream.

ZM/CH/ Divisional Head has been given discretion to assign Mentor to the Management

available.

The mentor once assigned to mentee need not normally be changed even on transfer

26
 to other place as the bonding once established between the Mentor-Mentee should not

be disturbed.

Personal meeting of Mentor-Mentee has now been made optional for Mentors-

Mentees posted far away from each other. However they have to interact at regular

intervals through various means of communication channels available.

Submission of Mentor-Mentee Feedback periodicity in HRMS has been changed to once

in 2 months.

BONUS FOR EMPLOYEES

Bonuses motivate employees to raise their performance to meet the bank goals.

Employee bonus schemes are generally a positive strategy and can provide real motivation of

bank employees.

Bonus scheme motivate employees and employees must feel that their individual

contributions are directly connected to the goal.

It has been decided to pay Bonus to eligible member of the bank staff for the

accounting year commencing from 1st April to 31st March @ 8.33% of salary/ wages as defined

in Section-2 (21) of the payment of Payment of Bonus Act, 1956.

S A P MEETING

S A P stands for Staff Awareness Program. In this program a meeting of staff members is held in

the end of the month during which they are made aware of the upcoming schemes of Punjab

National Bank.

PNB SAMADHAN

PNB SAMADHAN is now proposed to cover all work related and personal problems faced by

27
serving staff members which have a bearing on their work. This , however, does not include

grievances relating to issues of non-promotion, disciplinary action, APAR, transfer/ posting for

which there are well defined systems and guidelines.

SOME WELFARE SCHEMES FOR MOTIVATE EMPLOYEES

PNB launched some welfare schemes for motivate their employees like

Silver Jubilee Awards

In order to recognize the long service put in by the employees, the Bank has a Scheme

to honour the employees on completion of 25 years of unblemished service by giving a

memento in the form of an article like Wrist watch, Silver Salver or any other article of

the employees choice of the value not exceeding Rs. 4000/=. The Scheme also

provides that the honour is to be bestowed upon an employee in a simple function at

the branch/ office during which light refreshment is also to be served towards which

the bank contributes Rs.40/= per employee at the said office.

Scholarship scheme to provide financial assistance to one talented child of the

employee
1. The benefit of Scholarship Scheme is available to all employees of the Bank

irrespective of the cadre.

2. The assistance is for one child only.

3. The Scheme has been introduced from the academic 1999-2000.

4. There shell be no minimum percentage of marks in the qualifying examination

and the student should consistently succeed in the examination every year until

graduation/ post graduation is completed.

5. For subordinate staff, the child should be at Graduation level.

28
 For award/ officer staff, the reimbursement will be for Graduation/ Post

Graduation in Medicine, Engineering, Architecture, Agriculture, Computer and

Post Graduation Diploma of 2 years in the Management from any recognized

University and/ or from an Institution recognized by all India Council for

Technical Education subject to the terms and conditions prescribed in the

Scheme.

Those who study for Chartered Accountancy, shell be eligible for reimbursement of

actual fee paid to the Institute of Chartered Accountants of India. Reimbursement shell be

made in two stages one after the completion/ qualifying the intermediate and final on

completion and qualifying for becoming Chartered Accountant within overall limit.

The financial assistance in respect of Graduation is subject to maximum limit of

Rs.4000/- p.a. and in respect of technical education including Chartered Accountancy,

the amount has been restricted to Rs. 7000/- P.A. for one child for an employee.

Child means any child of award/ officer staff including permanent part time employees

and/ or legally adopted son/ daughter.

There is no requirement of minimum marks in the qualifying examination.

The student should be a regular student and not for correspondence course or postal

tuition as a private candidate.

Sanction of scholarship to the employees posted in the Circles be done at the

respective Circle Office by a Committee consisting of two senior executives, at the

Circle Office, to be constituted by the Circle Head. However , the sanctioning authority

in respect of employees working in Head Office Divisions &Zonal Audit Offices would

29
 continue to remain the same.

Library facility in branch

This scheme is being operated with a view that books and journals etc. of interest and

use to candidate who appear in CAIIB examination and internal promotion tests and

books in General Knowledge, Current Affairs and Management are readily available to

the employees to enrich their functional knowledge.

Facility of part time medical consultants

All the employees of the bank can avail of the facility of the Part-Time Medical

Consultants who render free medical consultancy to the staff members and their

families at the places fixed by bank during specific hours, on the working days.

The part-time medical consultants are also provided some medical equipment like

ECG machine etc. and medicines for distribution to staff members and their families at

banks clinics.

At present the facilities of Part- Time Medical Consultants are available at the

following stations/ offices.

1. Head Office Building at Bhikhaji Cama Place, Parliament Street and Rajendra

Place, New Delhi.

2. Central Staff College, Delhi

3. RSC, Belapur.

4. All Zonal Headquarters

30
 5. At all Regional Headquarters

Canteen facilities for the staff

The bank is providing the canteen facilities to the employees at all the offices of the

bank. In terms of the scheme, the bank provides:-

Cash subsidy at the rate of Rs. 100/- per employee per month at branches/ offices

situated at all centers.

Free electricity/ kerosene oil/ fuel expenses for running the canteen.

Financial compensation to the family of an employee who die while in

service of bank

In order to provide immediate financial assistance to the family of the employee who

dies while in the service, the Bank provides the following ex- gratia amount w.e.f.

1. 4.1998 provided the employees have served the bank at least for a period of 5 years.

GUEST HOUSE AND HOLIDAY HOMES OF THE BANK

Holiday Homes may be made available to all categories of permanent employees of the
bank and their families, subject to the following rules:

1. Family for the purpose would have the same meaning as defined under the

2. extant Bipartite Settlement for the workmen staff and PNB (Officers) Service

Regulation in respect of officer staff.

3. The employees requiring accommodation at any of the Holiday Homes shell be

able to make on-line request for booking of Holiday Homes as the facility has

since been incorporated in HRMS. However, VIP rooms have been kept out of

31
 the purview of booking through HRMS. The request of employees for booking of

Holiday Home is to be done through HRMS w.e.f.01-04-2011. The complete

navigational for booking of Holiday Home through HRMS is annexed to the

Circular.

4. The navigation is based on the extant guidelines which provide that the

application for booking accommodation is required to be made not more than 3

months in advance from the proposed date and full amount of prescribed

charges are to be paid to the respective Circle Office in advance.

5. The members of the staff, workmen as well as officers, shell not be allowed to

book the same Holiday Home more than once in a year.

Other Benefits

Punjab National Bank provide other benefits to their employees like Incentives, good

working condition, performance appraisal system, effective promotional opportunities,

provision for medical care, scheme for providing financial assistance to the employees

having mentally retarded children, payment of house rent allowance & city

compensatory allowance, job security and reasonable periodical increment in salary.

TRAINING POLICY FOR EMPLOYEES

Banks Training College/ Centers shall prepare their Quarterly Training Plans keeping in the
view

the Training Policy, requirement & training gaps in Circles/ offices allotted to them.

32
 Every Circle/ Division at HO shall identify the training needs/ knowledge gaps in the

Circle /Division at the beginning of the year and shell communicate it to the concerned
RSC/ZTC

so that Training College may design & schedule their training programmes for the year

according to the specific needs of the Circle/ Division.

Simultaneously, the Circles/ Divisions shall also identify and prepare a list of such
officers,

Whom they want to impart subject specific specialized training from outside Institutions during

the year, and shall send the list to Learning & Knowledge Management Centre, HO, Delhi

enabling it do to nomination of these identified officers to training programmes on these

subjects conducted by outside institutes during the year.

All the Circle Heads/ Divisional Heads and H. O. shall ensure that:

Trained staff is utilized in the area where training has been received. Especially, staff

who have received intensive/ Advanced Training on a subject are utilized in their

area of specialization for a minimum period of two years.

The existing staff, as far as possible, be nominated to training programmes related to

their area of operation only, so as to sharpen their skills.

Training objectives

To contribute towards enrichment of knowledge, skill development and positive

Attitudinal orientation at all levels keeping in line with corporate requirements

and business plans relating to overall vision of the bank.

To develop specialized cadres in various areas like Credit, foreign Exchange, IT,

Treasury, Risk Management etc.

33
 To prepare the employees for future by ensuring training and development

inputs which are futuristic.

Training Areas

The training system in the bank shall address the task of skill up gradation of employees in the

following areas:

Functional Skills Credit appraisal & NPA Management, Asset Liability Management,

Credit Risk Management, Risk Based Internal Audit, Foreign Exchange, Treasury

Management, Computer based Skill including IT & CBS, Lending to Priority Sector,

Financial inclusion etc.

Management Skills Business plans, Decision Making, Cost Management, Quality

Awareness, Change Management, General administration, Problem Solving,

multitasking in CBS Environment etc.

Behavioural Skills- Attitudinal Change, Leadership and Team work, Soft Skills,
Customer

Care, Grievance Redressed, Code of commitment to Customers, Management of Stress,

Business Etiquettes etc.

Training Need Identification

Training Need Identification is a continuous process and is presently carried out through

assessment by nominating authority, feedback of the employee in the PAF system and business

requirement. Provisions are to be incorporated in HRMS, wherein the employee can specify his/

her training requirement. Head Office/ Circle specific training needs shall be assessed at the

time of Advisory Committee meeting of training colleges/ centers. All these shall be used to

enable training colleges/ centers prepare their Quarterly Training Plan as per need analysis.
34
 CAREER TRAINING

During the career development process of an employee right from the time of recruitment to

his/ her transition from one scale to another, he/she shall receive minimum of two mandatory

&two specialized training in a particular cadre. Annexure-A indicates suggestive training

programmes for each cadre broken in two parts : Mandatory and Specialized Training. The

HO Divisions and Circle Offices shall maintain and update complete records of the training

received by the employees in the HRMS.

LEAVE TRAVEL CONCESSION

Leave Fare Concession is a fringe benefit given to the permanent employees of the Bank.

This benefit helps the employees to travel and see new places. Travel enables one to see new

People, new customs and new pattern of culture and thus widens his/her scope of knowledge.

Regulation-44 of PNB Officers Service Regulation, 1979 provides the facility of Leave

Travel Concession to officers and Regulation 42(1)(i) deals with Transfer Traveling allowance.

These two Regulations read with Regulation 41(1) pertaining to Mode of Travel and Expenses

on Travel give a total overview of the extant guideline within which the claim of an officer

under LTC may be considered.

An employee can avail the Leave Fare Concession for himself/ herself and also for
his

Dependent family members.

For the purpose of LFC, the expression family of an employee shall mean the

employees spouse, wholly dependent unmarried children as also parents ordinarily

Residing with and wholly dependent on the employee.

The term wholly dependent child/ parent shall mean such member of the family

having no income or a monthly income not exceeding Rs. 10000/- month. If the

35
 income of one of the parents exceeds Rs. 10000/-p.m. or aggregate income of

both the parents exceeds Rs. 10000p.m. both the parents shall not be considered

as wholly dependent on the employee.

An employee may, however, claim LFC in respect of dependent parents not

ordinarily residing with him by giving a suitable declaration and satisfactory

Evidence of such despondency.

For the inclusion of wholly dependent parents under the definition of family where it

Concerns a female employee for the purpose of LFC, the following terms shall apply:

The parents of the female employee should ordinarily be residing with her.

The female employee should be the only earning members in that family. If

there are other members earning and they are married daughters, Bank may

consider on merits the claim of the employee for inclusion of the parents.

Parents of the female employee should not be in receipt of a monthly

income exceeding Rs.10000/- either individually or in aggregate.

A married female employee can include her natural parents or parents-in-

law under the definition of family-but not both - provided that the parents

/ parents-in-law are ordinarily residing with and wholly dependent on her.

Leave Encashment is allowed as per employee selection brackets of block he can encash

15 days salary along with max 4000 km fare of AC 2 tire train or if he choose 4 yr block he

can encash 30 days salary along with 8000 km fare of AC 2 tire train.

36
COMPLEXITY OF MOTIVATION AND IMPLICATION FOR MANAGER

It is important to note that motivation is responsible for variation in human behaviour in

organization (or the work place). Motivation is complex and individualized as what motivates

one person may be different from what motivates another person. What motivates generally

are wide ranging e.g. Salary, job security, less restrictive working condition, sympathy,

understanding, being involved or opportunity to contribute in decision making, feeling that

someone or management is concerned about your welfare or wellbeing, having a feedback on

your performance, appreciation and recognition for work done no matter how significant or

insignificant the work may be. Thus the question that is often been raised by managers are:

Why do people do what they do? What can be done to encourage people? What are the

possible ways to encourage efficient and effective performance by staff? These and many

other questions which are related to the above might appear to be simple but at closer look,

the truth is that the answers do not come easily as expected. Why?

No one single answer would suffice in explaining why the answer to these questions is not

easy. First, this is an area that deals with human behaviour within an organizational setting.

Human being we know is a complex animal. An enquiry into their behaviour and reasons for

certain action or indications would certainly also prove us with complex, varied and at times

conflicting answer. Secondly and closely related to the above are individual differences. Factors

responsible for the motivation of individuals may differ from person to person. Thirdly

motivational factors are also difficult to determine because of the unending nature of individual

wants. The recognition of a particular need and attempt to satisfy it, one would think would

greatly motivate the worker but most often than not, the output realized do not allude to this

because once one need is met, other emerge. Fourthly basic need take effect as motivators on

different level depending on the individual.

37
Review of literature

A literature review is a discussion of the published information in a particular subject area. While
it can be a summary of sources on a certain subject, more often it takes a critical, evaluative
approach, showing the relationships between the various writings and how they relate to the
work. A literature review is a simple summary of an unrelated group of articles. A good literature
review will look at the research that has been done and synthesize or pull together those elements
that are similar or most pertinent to the theme. The investigator has selected some researches on
topic of investigation which are presented in following sections.

To study the various HR practice being pursued at Punjab National Bank.

To measure the level of employee satisfaction on various HR practices at Punjab National
Bank.
To determine the extent motivation affects performance of an employee, his development
and performance, by interviewing management and questioning employees.
To assess the bank employees needs and examine the motivating factors.

38
 Antecedent Author Year Consequences
2.1 Analysis of employee A result of the study ,the
motivation in baking Tomer S. et 2016 most important factor
sector. al, motivation employee are
respectively equitable
wage and promotion.

2.2 Employees motivation in This research show the

Banking sector.
Khan M.T.et al, 2015 propose of employees
motivation with a new
framework based on
mediating role of job
satisfaction.

2.3 Staff motivation in indian This study will specifically

Banks. 2017 examine motivation of
employees in bank
specifically focusing on
motivation factors and its
effects.

2.4 Evaluation of Employee This research paper will try

satisfaction at Punjab
National Bank.
Patheja S. et al, 2015 to make a survey on
employee satisfaction at
PNB. On the basis of their
responses the result has
been show .Mean has also
calculated so that indepth
study of each factor can be
done.

2.5 Impact Of Motivation A result of this study, the

Programs On Banking Thoti K. et al, 2014 bank follows the traditional
Employees. management style. A few
of the employees are not
happy the level of
hierarchy to which they
belong to.

39
Methodology

Methodology refers to systematic planning of method which is applied for collecting data,

techniques applied in the analysis, comprising of the principles, practices and procedures for the

accomplishment of research objectives in a manner which is coherent, consistent, accountable

and repeatable.

A research study should always be systematic, strictly adhering to definite plan structure and

strategy

Present study aimed to specifically examine motivation of employees in bank specifically

focusing on motivation factors and its effects.

3.1 Locale of the study

3.2 Sample and its selection

3.3 Study design

3.4 Procedure of the study

3.5 Tools used in the study

3.6 Statistical techniques used in the study

3.1 Locale of the study

Urban area of Bareilly city was purposively selected as the locale of the study.

3.2 Sample and its selection

The selection of sample is an integral, essential and central part of every research and its success

depends upon the right selection of the sample. Sampling is an essential part of all the scientific

40
procedure. All experiments are nevertheless samples from a large universe of possible

experimental situations.

Selection of Subjects

The target groups of the study were Motivation of banks employees. The selection of the

subjects was done in the following ways:-

i. Selections of the Banks

Procedure followed for the same is as follows.

A list of all public sector banks in Bareilly was prepared.

Through lottery system one Bank was chosen.

ii. Selection of subjects

Samples were selected from chosen Bank through systematic random

sampling method..

iii. Sample size - 25 employees

iv. Criteria of selection of subjects

Banks employees between 20-60 years.

Banks employees residing in urban area of Bareilly.

Those who were willing to participate in the study.

41
3.3 Procedure of the study

The research study was done in the following two

phases

Phase 1 Phase 2

Assessment of motivational Recommendation to enhance

polices related knowledge, attitude and practices of
attitude and practices of Bank Bank Employees.
Employees.

Phase 1

Assessment of motivational polices related knowledge, attitude and practices of Bank

Employees. For this a close ended questionnaire was designed to obtain the relevant

information.

42
Phase 2

Comprised of:

It was divided into 3 categories

Knowledge To assess of knowledge of Banks employees related Motivational polices.

Attitude- To assess attitude of Banks employees.

Practice - To assess practices of Banks employees. Develop and use of educative tool to impart

Knowledge motivational policies of PNB Bank to enhance attitude and practices of Bank

Employees.

3.4 Tools used in the study

A tool serves as an important purpose in empirical research for collecting the data. A meaningful

and applicable research need valid, reliable, economic and usable tool to meet the requirements

of the study.

Two types of tools were used for study.

1. Assessment tool

For the assessment of knowledge, attitude and practice of PNB Bank self prepared closed ended

questionnaire was designed. Through it following information was collected, which is as

follows:-

i. General information

It includes name, age, address, educational qualification, family monthly income..

43
ii. Specific information.

Construction of self prepared questionnaire: - The following steps were followed for

the knowledge, attitude and practices.

Planning of the questionnaire- the questionnaires were planned to fulfill the objective of

the study. The researcher included questions of knowledge, attitude and practices.

Collection of items- the available literature concerning the problem was thoroughly studied

to construct and from the items for the tool. The researcher studied the relevant study

material in the field, reports available from internet, news paper and news channel. Related

study material helped the researcher by providing a foundation on which the tools could be

constructed.

Framing statements and preparation of 1st draft- the researcher kept in mind all the

instruction and basics rules of the construction of questionnaire. The first drafts of

questionnaire were prepared. The first draft of self prepared questionnaire was sent to subject

experts. The expert gave their suggestions, which made the items on the tool more accurate

to achieve the objective of the study.

Pilot study-pilot study was conducted on 10 PNB Employees of Bareilly. The main purpose

of the pilot study was to assess that the questions incorporated in tool can be answered within

the time. In this layout the researcher also observed and enquired subjects about the language

and clarity of items on the basis of evaluation of test scores, questions were improved and

modified.

Final draft-all the problems like ambiguities, language errors faced by the respondents was

modified and changes were incorporated to put the question into final shape so that it

becomes better understandable to the respondents.

44
 2. Educative tool

Educative tool is planned to meet the purpose of the study. It comprised of the following:

Enhancement of Motivation related knowledge, attitude and practices of Punjab National

Bank Employees through handouts were distributed among them. Subjects were

informed, counseled for the same with the help of handouts were distributed among them.

Areas covered:

Motivation

Job Satisfaction.

Construction of self prepared educative tool to Imparting knowledge for enhancement of

attitude and practices of Bank Employees.

Collection of information for educative tool- relevant information was collected and it

was arranged according to presentation.

Editing-the suggestion was incorporated which helped to make the educative tool more

attractive and precise for accomplishment of the objectives of the research.

Final draft-final draft of educative tool was prepared which helped the researcher to

Banking sector.

3.6 Statistical techniques used in the study

The data was collected during the study with the help of Likert Scale. Likert Scale was

designed to measure attitudes of bank employees. It has 5 point (strongly agree, agree, Neutral,

disagree, and strongly disagree) for measure the attitudes of bank employees at different level.

45
Data analysis & interpretation

Interpretation of results of collected data is very essential. Interpretation and analysis of results
may be called as the heart of the research. The process of interpretation is essentially a way of
starting what results show, what they mean, what is their significance, what is the answer of
original problems.

Interpretation of results may be understood as the main part of the body of the research. It
may be considered as the wheels of the whole research machinery without which data and other
material have no specific function to perform. It involves the breaking down of existing complex
factors in simple and putting the parts together in new arrangement for purpose of interpretation.

Interpretation and critical examination of results of data and analysis of data which
means the study of tabulated material is done in order to determine facts of meanings.

46
 (Section A)

Demographic profile of Banks Employee.

1. Distribution of Sample According to Gender.

Gender

Female
32%

Male
68%

Figure 5.1.1

The present study was conducted on banks employees, majority of them (68%) were male and
32% of them were female.

47
2. Distribution of Sample According to their Age.

Age

AGE 51-Abeove
24%
AGE 20-30
44%

AGE 41-50
16%

AGE 31-40
16%

Figure 5.1.2

The bank employees chosen for the study were of the age group 20 to above 51 years. Figure

5.1.2 shows that majority of banks employees (44%) were in the age group 20 to30 year s,

(24%) of banks employees were in the age 51 to above years and only16% of banks

employees were in the age group 31 to 40 years and 41-50 years.

48
3. Distribution of Sample According to their job specification.

Job specification

Job Specification
Clearing
Representation Job Specification
0% Cashier
16%

Job Specification
Custumer care staff
16%

Job Specification
Manager
68%

Job Specification
Marketer
0%

Figure 5.1.3

The bank employees were chosen for the study according their posts. Figure 5.1.3 shows that

majority of bank employees (68%) were Managers, (16%) of bank employees were Cashier and

(16%) of bank employees were Customer care staff.

49
4. Distribution of sample according to their Educational Qualification.

Highest
Educational Highest Education Qualification
Qulification
Highest Educational Highest Educational
Primary
Qulification Qulification
School
Professional SSCE/GCE
0%
16% 0%
Highest Educational
Qulification Ph.D
0% Highest Educational
Qulification
Graguation
36%

Highest Educational
Qulification
Postgraguation
48%

Figure 5.1.4

Figure 5.1.4 shows that the majority of the banks employees (48%) were post graduate, 36% of

bank employees were graduate and only 16% professionally educated.

50
5. Distribution of sample according to their service duration.

Duration of service in the organization

Duration of service in the organition 1-5 years
Duration of service in the organition 6-10 years
Duration of service in the organition 11-15 year
Duration of service in the organition More than 15 years

40%
44%

0% 16%

Figure 5.1.5

The bank employees were chosen for the study according their job duration. Figure 4.1.5 shows

that majority of bank employees (44%) were in the job duration 1-5 year s, (40%) of banks

employees were in the job duration of more than 15 years and (16%) of bank employees were

in the job duration 6-10 years .

51
 (Section-B)

Top Management is interested in motivating the employee

It is evident from figure 5.2.1 that 52% bank employees agree that top management is interested
in motivating the employees, 44% bank employees strongly agree that top management is
interested in motivating the employees and only 4% employees respond neutrally at top
management is interested in motivating the employees, Disagree (None), Strongly disagree
(None).

60%

50%

40%

30%
Series1

20%

10%

0%
Strongly Agree Neutral Disagree Strongly
Agree Disagree
"Top Management is interested in motivating the employees".

Figure 5.2.1

52
Reasonable periodical increase in salary

It is evident from figure 5.2.2 that 76% bank employees agree that reasonable periodical increase
in their salary, 8% bank employees respond neutrally at reasonable periodical increase in their
salary and only 4% employees strongly agree that reasonable periodical increase in their salary,
12% employees Disagree that reasonable periodical increase in their salary, strongly disagree
(None).

80%

70%

60%

50%

40%
Series1

30%

20%

10%

0%
Strongly Agree Neutral Disagree Strongly
Agree disagree
Reasonable periodical increase in salary.

Figure 5.2.2

53
Job Security

It is evident from figure 5.2.3 that 32% bank employees are strongly agreeing with job security.
68% bank employees agree with job security, Neutral (None), Disagree (None), strongly
disagree (None).

70%

60%

50%

40%

Series1
30%

20%

10%

0%
Strongly Agree Neutral Disagree Strongly
Agree Agree
Job Security

Figure 5.2.3

54
Good Relationship with other staff members.

It is evident from figure 5.2.4 that 48% bank employees are strongly agree that they have good
relationship with other staff members, 52% bank employees only agree that they have good
relationship with other staff members , Neutral (None), Disagree (None), strongly disagree
(None).

60%

50%

40%

30%
Series1

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly Agree
Good Relationship with other staff members

Figure 5.2.4

55
Support from the staff members is helpful to get motivate.

It is evident from figure 4.2.7 that 20% bank employees are strongly agree that support of staff
members is helpful to get motivate, 72% bank employees agree that support of staff members is
helpful to get motivate, only 8% bank employees Neutrally respond, Disagree (None), strongly
disagree (None).

80%

70%

60%

50%

40%
Series1

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Support from the other staff members is helpfulto get motivate.

Figure 5.2.7

56
Effective promotional opportunities in the organization.

It is evident from figure 5.2.6 that 60% bank employees are strongly agree that bank provides
them effective promotional opportunities, 40% bank employees only agree that bank provides
them effective promotional opportunities , Neutral (None), Disagree (None), strongly disagree
(None).

70%

60%

50%

40%

Series1
30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly Agree
Effective promotional opportunities.

Figure 5.2.6

57
Effective performance appraisal system.

It is evident from figure 5.2.6 that 8% bank employees are strongly agree that bank have
effective performance appraisal system, 88% bank employees agree that bank have effective
performance appraisal system ,only 4% bank employees Neutrally respond at performance
appraisal system, Disagree (None), strongly disagree (None).

90%

80%

70%

60%

50%

Series1
40%

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly Agree
Effective performance appraisal system

Figure 5.2.5

58
Organization recognize and acknowledge your work.

It is evident from figure 5.2.8 that 12% bank employees are strongly agree that bank recognize
and acknowledge their work , 88% bank employees agree that bank recognize and acknowledge
their work, Neutral (None), Disagree (None), strongly disagree (None).

90%

80%

70%

60%

50%

Series1
40%

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Organization recognize and acknowledge your work.

Figure 5.2.8

59
Organizational policies motivates for achieving its aim and objectives.

It is evident from figure 5.2.9 that 16% bank employees are strongly agree that organizational
policies motivates for achieving its aim and objectives , 76% bank employees agree that bank
policies motivates employees for achieving its aim and objectives, only 8% employees were
Neutrally respond that organizational policies motivates for achieving its aim and objectives ,
Disagree (None), strongly disagree (None).

80%

70%

60%

50%

40%
Series1

30%

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Organizationnal policies motivates for achieving its aim & Objectives

Figure 5.2.9

60
Incentives and other benefits will influence your performance.

It is evident from figure 5.2.10 that 24% bank employees are strongly agree that, Incentives and
other benefits will influence their performance 52% bank employees agree that Incentives and
other benefits will influence their performance and 24% employees were Neutrally respond that
Incentives and other benefits will influence their performance, Disagree (None), strongly
disagree (None).

60%

50%

40%

30%
Series1

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Incentives and other benefites will influence your performance.

Figure 5.2.10

61
Top Management involve in decision making which are connected to employees
department.

It is evident from figure 5.2.11 that 28% bank employees strongly agree that, top management
involve them in decision making which are connected to their department, 60% bank employees
agree that and top management involve them in decision making which are connected to their
department, 12% employees were Neutrally respond that management involve them in decision
making which are connected to their department,, Disagree (None), strongly disagree (None).

70%

60%

50%

40%

30% Series1

20%

10%

0%
Strongly Agree Agree Neutral Disagree Strongly
Disagree
Top Management involve you in decision making which are connected to your
department

Figure 5.2.11

62
Employees level of satisfaction with the working culture of the organization.

It is evident from figure 5.2.12 that 16% bank employees strongly satisfied with the working
culture of the organization, 64% bank employees satisfied with the working culture of the
organization and 12% employees were average respond on the working culture of the
organization , Dissatisfied (None), strongly dissatisfied (None).

70%

60%

50%

40%

30% Series1

20%

10%

0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
Rate your level of satisfaction with the working culture of the
organization.

Figure 5.2.12

63
Provision of medical care for staff in the organization.

It is evident from figure 5.2.13 that 20% bank employees strongly satisfied with the provision of
medical care for staff in the organization, 60% bank employees satisfied with the provision of
medical care for staff in the organization and 20% employees were average respond on the
provision of medical care for staff in the organization , Dissatisfied (None), strongly dissatisfied
(None).

70%

60%

50%

40%

30% Series1

20%

10%

0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
How would you assess the provision of medical care for staff in the
organization.

Figure 5.2.13

64
 Provision for housing for staff in the organization.

It is evident from figure 5.2.14 that 20% bank employees strongly satisfied with the provision
for housing for staff in the organization, 64% bank employees satisfied with the provision for
housing for staff in the organization and 16% employees were average respond on the provision
for housing for staff in the organization , Dissatisfied (None), strongly dissatisfied (None).

70%

60%

50%

40%

30% Series1

20%

10%

0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
How would you assess the provision for housing for staff in the
organization?

Figure 5.2.14

65
Employees satisfaction level on workers motivation in the organization

It is evident from figure 5.2.15 that 8% bank employees strongly satisfied with the workers
motivation in the organization, 84% bank employees satisfied with workers motivation in the
organization and 16% employees were average respond on workers motivation in the
organization, Dissatisfied (None), strongly dissatisfied (None).

90%

80%

70%

60%

50%

40% Series1

30%

20%

10%

0%
Highly Satisfied Average Dissatisfied Highly
satisfied dissatisfied
What is your rating of workers motivation in the organization?

Figure 5.2.15

66
FINDINGS

Most of the employees are satisfied with their job but few employees are not completely
satisfied with their job although their salary is good enough.
Employees are getting value to their work.
Most of the employees agree that the organization have fulfilled their promises, regarding
Promotion.
Some employees think that they are not on their actual path.
There is positive comparison between peers regarding targets.
Employee often feel overwork.

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CONCLUSIONS

It was the good learning session for me during the Research of Employee Motivation in the
Punjab National Bank in Bareilly. While doing the research, I learnt a lot about banking
operation. Employee Motivation is very big concept as it includes various factors associated with
job satisfaction of employees.

Motivation is a complex equation that reflects each individuals unique, personal

relationship with work. With the help of rating scale I find that 80% of bank employees are
motivated effectively according to the bank schemes. The study on Motivation practices at
banking sector has helped in understanding the various measures the bank takes to keep its
employees motivated. A bank should recognized employees, more than any other variable, as
powerful contribution to a banks competitive position. Therefore motivation should be a
continuous process of learning, improvement, measurement and action. A culture of openness
and transparency needs to be inculcated in the organization. In order to have engaged talent the
organization has to pay attention in bringing about a fair balance in their work life as well pay
system.

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RECOMMENDATION

In the organization most of the employees are satisfied with all facilities provided by the
organization but there are some employees also who are not completely satisfied with the
organization schemes. Management should try to convert unsatisfied employees in to satisfied
employees. Because if employees is not completely satisfied than the employees are not able to
give their hundred percent to his/her work. Employees are the assets of the organization not
liabilities.

Bank should give promotion to those employees who deserve it.

Employees should be given good salary.
Company should provide them incentive according their performance.
Work should be assigned according to the qualification of employees.
Introduce performance- based bonus in the employee benefits.
Understanding of the employees and their needs on a personal basis will make managing
them much easier.
Make a genuine praise and constructive feedback.
Ensure stronger career path for employees.
Provide safe and good transportation facility.
Ensure growth opportunities (within bank).
Make the reward systems transparent in the organization.
Regularly conduct stress programs like yoga, meditation cultural fests, etc.
Arrange competition in games and sports and also maintain health clubs, gymnasium,
swimming pool etc to safeguard the employees health and wellbeing.
Provide opportunities considering the overall development of an employee.

So to motivate the employees management can take into consideration some proper suggestions
given by the employees. It will help to increase the motivation and ultimately the productivity of
employees.

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LIMITATIONS OF THE STUDY

The study was confined to the employees in the offices only and the employees at the
various branches of the bank were not considered.
The confidentiality of certain facts and figures subjected the research to a few limitations.
The study is confined to Punjab National Bank motivation programs only and not that of
the industry as a whole.
The study was limited to the 25 employees only so cannot generalized.
The time factor also is a limitation for effectiveness of the study.
The study is limited to the geographical boundaries of Bareilly.

70
 BIBLIOGRAPHY

Tomer S. et al, (2016), Analysis of Employee Motivation in Banking Sector.

Khan M.T. et al, (2015), Employee Motivation in Banking Sector.

Patheja S. et al, (2015), Evaluation of Employee Satisfaction at Punjab National

Bank.

Thoti K. et al, (2014), Impact of Motivation Programs on Banking Employees.

Adak and Hancer et al, (2002), Job security, worthiness of the job, wages system,
promotion facilities.

Elizur et al, (1991), Success and attractive job.

Nelson et al, (1996), Appreciation and awarding the performance.

Wong at al, (1999), Promotion possibilities and friendly relation.

71