quality of work balance icici bank
TRANSCRIPT
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A Project Report on
QUALITY
of WORK BALANCE
At
ICICI Bank
Submitted By:
Sandhya Rani. ChundiRoll # 094-08-01325
Third Year of Masers in !usiness
"dinisraion
Under the guidance of
Mr. $ahan%ir
&rof. '. Ra Reddy Colle%e for (isan)e
*du)aion
Of
Osmania Uniersity! "yderabad#$%%%%&'
(o the Osmania Uniersity )n Partia* +u*fi*mentOf ,asters in Business Administration
")adei) Year+
-
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.%-/#.%-$
(*C,"R"T/
I, Sandhya Rani Chundi the under signed here by declare
that Project report entitled “THE QUALITY OF WORK BALANCE”
in ICICI BANK , Hyderabad and this project is submitted to
PGRRCDE, Hyderabad affiliated to Osmania Univ!si"y ,
Hyderabad.
I draft this letter and the project or! done here is totally
original or! of "y on hich shos all the efforts of mine in
completion of the Project.
Place# Hyd!a#ad
Date#
.
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Sandhya Rani Chundi
PROJECT GUIDE CERTIFICATE
Ms. Sandhya Rani Chundi, a final year MBA student of
PGRRCDE , OU, HYDERABAD, in partial fulfilment for he A!ard
of MBA has Done her pro"e#t #ertified “THE QUALITY OF WORK
BALANCE ” in ICICI BANK LTD H!"#$a%a" Under my $uidan#e.
All the details #olle#ted % furnished &y her are true % ori$inal to My
'no!led$e.
(la#e) Hydera&ad
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Date)
M$&JAHANGIR
"C/,*('*M*/T
It is ine$itable that thoughts and ideas of other people lend
to gi$e drift into the %ubconscious hen one feels to ac!noledge
the help dri$e from others. I ish to than! a number of people for
their support and contribution to the efforts in$ol$ed in carrying
out this study.
I feel pleasure and pride of being part of management
studies, $!%&' (' Ram Rddy Cn"! &%! )is"an* Edu*a"i%n
&DEP'R("E)( *+ -%I)E%% "')'GE"E)(, H/DER''D, that
moulded me to this present state 0 I feel gratitude toards it.
I shall be indebted to +!'B'Ash,in Kuma! for the concern
in pro$iding the necessary information during my study in ICICI
BANK LI+ITE), H/DER''D.
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I also e1press gratitude and than!s to )!'Ch'Shyam Sund!
$h' )'- director, $!%&' (' Ram Rddy Cn"! &%! )is"an*
Edu*a"i%n &DEP'R("E)( *+ -%I)E%% "')'GE"E)(, and my
project guide +!' .ahan/i! for helping me out to underta!e study
at ICICI .
+inally, last but not the least I ould li!e to e1tend my
sincere than!s to all my faculty members ho ha$e uplifted my
!noledge through their lectures and all those ho ha$e helped
me out in successful completion of my project.
CONTENT'
/TR(CT/
/**( R T* ST(Y
M*T(,Y
SC&* T* ST(Y
&*R( T* ST(Y
,MT"T/S T* ST(Y
$
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!$*CT*S T* ST(Y
C"RM"/S R*R(
6",TY R !","/C* "/",YSS
/(/'S "/( S''*ST/S
!!,'R"&Y
"!STR"CT
)n the era of 1*oba*i2ation of mar3et economy! hyper competition and
uncertainty of rapid*y changing enironment the success of an Organi2ation
depends on the strategies adopted to improe the Qua*ity of Wor3 Ba*ance
of emp*oyees' A gro4ing number of today5s Organi2ations recogni2ed that
Qua*ity of Wor3 Ba*ance is one o the human resource strategies to promote
and maintain an order*y atmosphere for emp*oyees to 4or3 effectie*y'
Qua*ity of Wor3 Ba*ance refers to the 6ua*ity of re*ationship bet4een
emp*oyees and tota* 4or3 enironment of an organi2ation' QWB is a
co**ectie responsibi*ity of the management! emp*oyees! and *eaders of the
union! 1oernment and behaiora* scientists' Qua*ity of Wor3 Ba*ance in
an Organi2ation is a function of management practices that are a*ued by
customers'
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Qua*ity Of Wor3 Ba*ance programs 4hen imp*emented *ead to greater
gro4th and dee*opment of the indiidua* as a person as a productie
emp*oyee of an Organi2ation! dee*op trust bet4een managers and
emp*oyees! attract and 3eep ta*ented staff! bui*d strong emp*oyee
commitment! strengthen 4or3 p*ace *earning and improe oera**
effectieness of an Organi2ation'
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INTRODUCTION
he term refers to the fa*oura&leness or unfa*oura&le ness of
a total "o& en*ironment for people. +B pro$rams are another !ay
in !hi#h o$(an)*at)on* $#+o(n)*# t,#)$ $#*-on*)%).)t! to "#/#.o- 0o%*
an" 1o$k)n( +on")t)on* t,at a$# #2+#..#nt fo$ -#o-.# a* 1#.. a* fo$
#+ono3)+ ,#a.t, of t,# o$(an)*at)on& he elements in a typi#al +B
pro$ram in#lude - open #ommuni#ations, euita&le re!ard systems, a
#on#ern for employee "o& se#urity and satisfyin$ #areers and
parti#ipation in de#ision ma/in$. Many early +B efforts fo#us on
"o& enri#hment. 0n addition to impro*in$ the !or/ system, +B
pro$rams usually emphasise de*elopment of employee s/ills, the
redu#tion of o##upational stress and the de*elopment of more #o1
operati*e la&our1mana$ement relations.
A Rat)ona.#
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Fo$+#* Fo$ C,an(#
H43an)*#" Wo$k T,$o4(, QWB
Jo% En.a$(#3#nt /*& Jo% En$)+,3#nt
D)ff#$#n+# %#t1##n 0o% #n$)+,3#nt an" 0o% #n.a$(#3#nt
2o& enri#hment 2o& enri#hment
and enlar$ement
Routine "o& 2o& enlar$ement
Hi$her1order
3o!er1
order
4e! Many
A--.!)n( Jo% En$)+,3#nt
NEED FOR THE 'TUDY
0n this pro"e#t 0 !ant to dis#uss a&out the Employee
Satisfa#tion to!ards the #han$es in the or$anisation, Or$anisational
responsi&ility to!ards the employees and the a#tion ta/en &y
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mana$ement to ma/e the employee satisfied &y the #han$es &rou$ht
&y them for the #ontinuous $ro!th and de*elopment of the
or$anisation.
he *arious &eha*ioural #han$es in the employees are
o&ser*ed &ased on the follo!in$ fa#tors)
Mot)/at)on
Jo% 'at)*fa+t)on
R#1a$"* 'at)*fa+t)on an" P#$fo$3an+#
Cont$o. on Wo$k -$#**4$#
Mon#! Matt#$*
Non #+ono3)+ 5 6Jo% '#+4$)t!7
T#a31o$k an" Bo** Fa+to$
In/o./#3#nt an" Co334n)+at)on
H#a.t, +on")t)on* of t,# #3-.o!##
T$a)n)n( -$o($a33#*
E3-.o!## Co4n*#..)n(
En/)$on3#nt )n 1,)+, t,# #3-.o!## 1o$k*&
T,# -o.)+)#* .a! "o1n %! t,# o$(an)*at)on fo$ t,# #3-.o!##*&
Mana(#3#nt '4--o$t&
METHODOLOGY
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his study !as done in “ICICI BANK LIMITED”& he
study is entirely &ased on the data that has &een #olle#ted.
• (rimary data as it is synonymous to first hand information that is
e5#lusi*ely #olle#ted for the sa/e of the study.
• Se#ondary data is the data that has &een #olle#ted for some other
purpose and !hi#h is no! &ein$ utili6ed for this study.
he &asi# methodolo$y of this approa#h is the
de*elopment of a!areness a&out the relationship &et!een employee
and or$anisation and their *ie!s a&out ea#h other.
Althou$h the initial fo#us is on the relationships !ithin
the $roup, the e5#han$e of feed&a#/ and to de*elop a!areness of
indi*idual &eha*iour in a $roup as !ell as an opportunity to share the
ideas to o*er#ome the !or/ pressure.
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0ntera#ted !ith 789 employees in 0C0C0 BA:' &ased
on the follo!in$ fa#tors)1 0nfrastru#ture, HR poli#ies,
Administration, Se#urity, employee !elfare s#hemes, +uality
#ontrol, (erforman#e Mana$ement system, eam &uildin$,
Mana$ement support, Employee $ro!th, *alue of employees self
respe#t and their health, te#hnolo$y used in the or$anisation.
Completely analysed the poli#ies of the or$anisation
amon$ all the departments and all le*els of hierar#hy and o&ser*ed
their se#urity, te#hnolo$y and infrastru#ture.
(aid attention to &eha*iour and feelin$s, moment &y
moment !ith a *ie! to assess effe#ti*eness in terms of meetin$ my
needs !ithout ad*ersely affe#tin$ any relationships.
'AMPLING8
he time period of study is ;9days from 7 st De#em&er, <99= to
>7 st 2anuary, <979. Durin$ this period, ?arious Human resour#e
poli#ies of the or$anisation and sele#ted, and opinion of the 789
employees are ta/en for the purpose of analysis of o&"e#ti*es.
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'COPE OF THE 'TUDY
he study #onfirms itself to the uality of !or/
&alan#e in ICICI BANK LIMITED , Hydera&ad. he study
therefore e5#ludes the non1finan#ial areas su#h as produ#tion,
mar/etin$, and personal, from its premises.
he study is #onfined to the intera#tion !ith 789
employees to /no! a&out the !or/in$ #onditions and their opinion
a&out the or$anisation.
PERIOD OF THE 'TUDY
he study of this pro"e#t !or/ has &een underta/en
for a period of si5ty days for the a#ademi# year <99= 1<979. he
#onsideration for restri#tin$ the study to this period is that the latest
for mana$ea&le #onsideration and in*esti$ation are a*aila&le for this
period.
LIMITATION' OF THE 'TUDY
he uality of the performan#e depends on the
employee and employer relationship. ithin less span of time 0 ha*etried to #ompletely analyse the opinion of the employees to!ards
their or$anisation and employers.
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he study #o*ers only the +uality of or/ Balan#e
of the #ompany !ith the help of se#ondary data #olle#ted from the
offi#e. he data #olle#ted is &ased on the finan#ial statements,
!hi#h may ha*e #ertain limitations.
OBJECTI9E' OF THE 'TUDY
he O&"e#ti*es of this study is to understand the
employees@ opinion a&out the *arious de*elopment pro$rammes and
poli#y #han$es made &y the or$anisation.
:& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
Inf$a*t$4+t4$# of t,# o$(an)*at)on&
;& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
T#+,no.o(! of t,# o$(an)*at)on&
<& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# '#+4$)t!
*!*t#3* of t,# o$(an)*at)on&
=& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
A..o1an+#* an" E3-.o!## %#n#f)t* -$o/)"#" %! t,#
o$(an)*at)on&
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>& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 9a$)o4*
L#a/# Po.)+)#* of t,# o$(an)*at)on&
?& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
,)#$a$+,! an" t,#)$ *4--o$t fo$ t,# )n")/)"4a.
"#/#.o-3#nt )n t,# o$(an)*at)on&
@& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
P#$fo$3an+# a--$a)*a. '!*t#3 )n t,# o$(an)*at)on&
& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
a--$oa+, of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ ,#a.t,&
& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
a--$oa+, of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ '#.f
$#*-#+t&
:& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 4a.)t!
+ont$o. of t,# o$(an)*at)on&
::& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
a--$oa+, to1a$"* t,# B4*)n#** Cont)n4)t! 3ana(#3#nt
)n t,# o$(an)*at)on&
:;& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# T#a3
%4).")n( t#a3 3ana(#3#nt an" t#a3 1o$k )n t,#
o$(an)*at)on&
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:<& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"*
o$(an)*at)ona. a--$oa+, to1a$"* t,#3 an" t,#)$ fa3).!
%#n#f)t* -$o/)"#" to t,# #3-.o!## an" /a$)o4* ot,#$
a++)"#nta. +.a)3*&
:=& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# t$a/#.
+.a)3* an" t$an*-o$t fa+).)t)#* -$o/)"#" %! t,#
o$(an)*at)on&
:>& To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#)$ *a.a$!
-a)" fo$ t,#)$ *#$/)+#&
RESEARCH METHODOLOGY
RSAR;" <S)1=
Research methodo*ogy! 4hich is fo**o4ed by researcher!is <escriptie
study '
RSAR;" ,("O<S
&RM"RY ("T"+-
(he primary data has been co**ected through the Questionnaire' (he
Questionnaire has been proper*y prepared in order to coer a** the
)nformation re6uired for the study' (he primary data has been obtained by
interaction 4ith the officia*s and staff in the diision in the organi2ation and
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a*so obtained through the Questionnaire distributed to the persons in
different departments in that particu*ar diision
S*C/("RY ("T"+-
1. (hrough the Annua* reports of the corporation! from the ,anua*s
and a*so from records aai*ab*e in the organi2ation' Some other
data a*so co**ected from the reports! registers and boo3s and from
the fi*es aai*ab*e in the organi2ation'
.' )nformation co**ected from arious "R, boo3s'
S"M&,/' &,"/
S"M&,* (*S'/+-
(he method of samp*ing used 4as Random samp*ing' Random
samp*ing from a finite popu*ation refers to that method of samp*e
se*ection 4hich gies each possib*e samp*e combination an e6ua*
probabi*ity of being pic3ed up and each item in the entire popu*ation to
hae e6ua* chance of being inc*uded in the samp*e
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SA,PL S)>:#
(he researcher has a**o4ed to do the project in particu*ar diision in the
organisation' (he study is *imited to on*y that particu*ar diision'
(O(AL S)> : .%%
SA,PL S)>: $%
?eeping in ie4 of the aboe objecties of the study!an objectie type
Questionnaire
is prepared and distributed to $% persons for the samp*e and co**ected
opinions'
,MT"T/S
(hough ade6uate care has been ta3en 4hi*e doing the project' (his
Project sti** suffers from certain *imitations' (hey are
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• (he Qua*ity of WOR? BALA=; ino*es a 4ider range' (he
present study e@amines it from identified and se*ected
dimensions on*y' "o4eer it is possib*e that there may be other
factors 4hich might not hae been coered in this study'
• Some respondents did not proper*y respond to the Questionnaire
thus to e*iminate this aspect the researcher has a*so conducted
some persona* interie4s'
•
(he ,anagement a**o4ed the researcher to co**ect the data from
the *imited respondents on*y'
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Chapter – III
Company Profile
CM&"/Y &R,*
ICICI Bank (BSE: ICICI) (formerly Industrial Credit and Investment
Corporation of India) is India's largest private sector bank by market
.%
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capitalization and second largest overall in terms of assets Bank !as
total assets of "s #$%&# billion (S* %+ billion) at ,arc! #$ -&
and profit after ta. "s #%+/ billion for t!e year ended ,arc! #$ -&
01 2!e Bank also !as a net3ork of $44& branc!es and about 4$%-
52,s in India and presence in / countries$ as 3ell as some -4 million
customers (at t!e end of 6uly -%) ICICI Bank offers a 3ide range of
banking products and financial services to corporate and retail
customers t!roug! a variety of delivery c!annels and specialized
subsidiaries and affiliates in t!e areas of investment banking$ Balance
and non7Balance insurance$ venture capital and asset management
(2!ese data are dynamic) ICICI Bank is also t!e largest issuer of credit
cards in India0-1 ICICI Bank !as got its e8uity s!ares listed on t!e
stock e.c!anges at 9olkata and adodara$ ,umbai and t!e ;ational
Stock E.c!ange of India <imited$ and its 5="s on t!e ;e3 >ork Stock
E.c!ange (;>SE) 2!e Bank is e.panding in overseas markets and !as
t!e largest international balance s!eet among Indian banks ICICI Bank
no3 !as 3!olly7o3ned subsidiaries$ branc!es and representatives
offices in / countries$ including an offs!ore unit in ,umbai 2!is
includes 3!olly o3ned subsidiaries in Canada$ "ussia and t!e 9 (t!e
subsidiary t!roug! 3!ic! t!e ?iS5E savings brand0#1 is operated)$
offs!ore banking units in Ba!rain and Singapore$ an advisory branc! in
=ubai$ branc!es in Belgium$ ?ong 9ong and Sri <anka$ and
representative offices in Banglades!$ C!ina$ ,alaysia$ Indonesia$ Sout!
5frica$ 2!ailand$ t!e nited 5rab Emirates and S5 @verseas$ t!e Bank
is targeting t!e ;"I (;on7"esident Indian) population in particular
ICICI reported a +A rise in net profit to "s $4- crore on a
-&A increase in total income to "s &$%-# crore in - September
-/ over - September -% 2!e bank's current and savings account
(C5S5) ratio increased to #A in -/ from -+A in -%
););) Ba*ance )nsurance ;ompany is a joint enture bet4een ););) Ban3! a
premier financia* po4erhouse! and prudentia* p*c! a *eading internationa*
financia* serices group head6uartered in the United ?ingdom' ););)
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Prudentia* 4as amongst the first priate sector )nsurance companies to
begin operations in <ecember .%%% after receiing approa* from )nsurance
Regu*atory <ee*opment Authority )R<AC'
););) Prudentia*5s capita* stands at Rs'-8'-$ bi**ion 4ith ););) Ban3 and
Prudentia* p*c ho*ding &/D and .7D sta3e respectie*y' +or the period
Apri*# <ecember .%%7! the company garnered ne4 business 4eighted
premium of oer of Rs'.! 0%. crore and 4rote oer -'- mi**ion po*icies' (he
company has assets he*d to the tune of oer Rs'-0%%% crore'
););) Prudentia* is a*so the on*y priate Ba*ance insurer in )ndia to receie
a =ationa* )nsurer +inancia* strength rating of AAA )ndC from +itch
ratings' (he AAA )ndC rating is the highest rating! and is a c*ear assurance
of ););) Prudentia*5s abi*ity to meet its ob*igations to customers at the time
of maturity or c*aims'
+or the past si@ years! ););) Prudentia* has retained its position as the =o'-
priate Ba*ance insurer in the country! 4ith a 4ide range of f*e@ib*e
products that meet the needs of the )ndian customer at eery step in *ife'
(STR!T/
););) Prudentia* has one of the *argest distribution net4or3s amongst
priate Ba*ance insurers in )ndia' As of <ecember 0-! .%%7 it had
commenced operations in oer 07% cities and to4ns in )ndia! stretching
from Bhuj in the 4est to 1u4ahati in the east! and Eammu in the north to
(riandrum in the south! and had oer -&$!%%% adisors'
(he company has -8 bancassurance partners! haing tie#ups 4ith ););)
Ban3! Ban3 of )ndia! +edera* Ban3! South )ndian Ban3! Lord ?rishna Ban3!
a** regiona* rura* ban3s sponsored by Ban3 of )ndia! as 4e** as some co#
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operatie ban3s' )t has a*so tied#up 4ith =1O5s! ,+)s and corporates for
the distribution of rura* po*icies'
&RMT*RS
CC !an7
););) Ban3 is )ndia5s second *argest ban3 and *argest priate sector ban3
4ith assets of Rs'.8.0'&. bi**ion as on September 0%! .%%7' ););) Ban3
proides a broad spectrum of financia* serices to indiidua*s and
companies' (his inc*udes mortgages! car and persona* *oans! credit and
debit cards! corporate and agricu*tura* finance' (he ban3 serices a gro4ing
customer base through a mu*ti#channe* access net4or3 4hich inc*udes oer
70$ branches and e@tension counters! .0.$ A(,s! ca** centers and internet
ban3ing'
&R(*/T", &l)
stab*ished in London -8/8! Prudentia* P*c! through its businesses in the
U? and urope! the US and Asia! proides retai* financia* serices products
and serices to more than .- mi**ion customers! po*icyho*der and
unitho*ders 4or*d4ide' Prudentia* has brought to mar3et an integrated
range of financia* serices products that no4 inc*udes Ba*ance assurance!
pensions! mutua* funds! ban3ing! inestment management and genera*
insurance' )= Asia! Prudentia* is the *eading uropean Ba*ance insurance
company 4ith a ast net4or3 of .0 Ba*ance and mutua* fund operations in
-. countries# ;hina! "ong ?ong! )ndia! )ndonesia! Eapan! ?orea! ,a*aysia!
(he Phi*ippines! Singapore! (ai4an! (hai*and and Fietnam'
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S/
(o ma3e ););) Prudentia* the dominant Ba*ance and Pensions p*ayer bui*t
on trust by 4or*d#c*ass peop*e and serice'
(his can be achieed by:#
• Understanding the needs of )usoers and offering them superior
products and serice'
• Leeraging e)hnolo%y to serice customers 6uic3*y! efficient*y and
conenient*y'
• <ee*oping and imp*ementing superior ris7 ana%een and
inesen srae%ies to offer sustainab*e and stab*e returns to our
po*icyho*ders'
Proiding an enab*ing enironment to foster gro4th and *earning for our
eloyees.
",*S
ery member of ););) Prudentia* team is committed to $ core
a*ues: # ne%riy: Cusoer irs: !oundaryless: ;nershi:
and &assion. (hese a*ues shine forth in a** they do! and hae
become the 3eystones of their success'
!"R( (R*CTRS
(he ););) Prudentia* Ba*ance )nsurance ;ompany *imited board
comprises reputed peop*e from the finance industry both from )ndia
and Abroad'
Mr. ..aah! ;hairman
Mr. !arry So;e
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Mrs. alana Moraria
Ms. Shi7ha Shara! ,anaging <irector
Mr. /.S.annan! @ecutie <irector
Mr. !har%a (as%ua! @ecutie <irector
&R(CTS CC &R(*/T",
););) Prudentia* Ba*ance )nsurance offers a range of innoatie!
customer#centric products that meet the needs of customers at eery
Ba*ance stage' )ts products can be enhanced 4ith upto / riders! to
create a customi2ed so*ution for each po*icyho*der'
S"/'S < *",T CR*"T/ &R(CTS
-' ;ash Ba3
.' Sae Gn5 Protect
0' Ba*ance (ime Super H Ba*ance (ime P*us
/' Ba*ance Lin3 Super
$' Premier Ba*ance 1o*d
C,( &,"/S
ducation )nsurance under Smart 3id
R*TR*M*/T S,T/S
-' +oreer Life
.' Lifetime Super Pension0' LifeLin3 Super Pension
.$
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/' )mmediate Annuity
*",T S,T/S
-' "ea*th Assure and "ea*th Assure P*us
.' ;ancer ;are
0' <iabetes ;are
'R& /SR"/C* S,T/S
-' 1roup 1ratuity P*an
.' 1roup Superannuation P*an
0' 1roup )mmediate Annuities
/' 1roup (erm P*an
,*=!,* R(*R &T/S
-' Accident H <isabi*ity Benefit
.' ;ritica* )**ness Benefit
0' )ncome Benefit
/' Waier of Premium
CHAIRMAN7' FOREWORD
he 0C0C0 BA:' 30M0ED has thro!n open the doors to a
!orld of seamless opportunities. ime and spa#e &arriers no lon$er
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hold any si$nifi#an#e. han/s to the per*asi*eness of 0 and the
ad*ent of the 0nternet, there@s ne*er &een more to learn. Or to utili6e,
or to pro*ide, 'no!led$e, and its a#uisition, is at hand.
0t is indeed heartenin$ that 0ndia has /ept pa#e !ith the
s!eepin$ #han$es in the $lo&al e#onomy. hro!in$ open its doors to
$lo&ali6ation has meant the ad*ent of multinational #orporate $iants.
he 0ndian e#onomy is already $earin$ itself, &oth ualitati*ely and
uantitati*ely, to put up a fier#e #ompetition. i*en our manpo!er
and natural resour#es &ase, there is little that #an stop us from
emer$in$ !inners. At 0C0C0, !e aim to harness this po!er to &rin$
our #lients, #ustomers and asso#iates #loser to the line of satisfa#tion.
!ithout limits, !ithout restri#tions.
Ha*in$ pro*ed our #redentials as uality ser*i#eprodu#t
pro*iders in fields as *aried as assets and lia&ilities, finan#e and
health#are, !e are all set to ma/e our mar/ in the Retail &an/in$ too.
he su##esses of our initial forays in this dire#tion ha*e in*ested us
!ith the #onfiden#e to underta/e pro"e#ts of $reater dimension and
ma$nitude in the near future.
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To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
T#+,no.o(! of t,# o$(an)*at)on8
he 0C0C0 $roup te#hnolo$y team is headed &y Mr.
(a*er o/ra, $roup #hief te#hnolo$y offi#er. he &an/
te#hnolo$y team is ali$ned to meet the e*ol*in$ &usiness
needs of the respe#ti*e &usiness $roups.
he e#hnolo$y teams are identified as Business
e#hnolo$y Solution roups and are &roadly #lassified into
ei$ht *erti#al #aterin$ to the *arious initiati*es of the
Business roups.
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hese ?erti#als &rin$ in the #uttin$ ed$e te#hnolo$y
!ith #lear fo#us of lo! #ost, s#ala&le, and hi$hly
sustaina&le te#hnolo$y solutions for the &an/.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# '#+4$)t!
*!*t#3* of t,# o$(an)*at)on8
0n 0C0C0, the se#urity team is named as RCU Ris/ and
Complian#e Unit. RCU deals !ith the employee se#urity, #lient
se#urity, #ustomer se#urity and Or$anisational se#urity.
R0S' A:D COM(3A0:CE)
Complian#e A#ti*ities)
0%
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• 0SMS 0:4ORMA0O: SECUR0Y MA:AEME: SYSEM
• Operational Ris/
• So5 A#ti*ities
• Emer$en#y Response (ro#edure ER(
• Data Stora$e (oli#y
• 'no!led$e ransition Hando*er Do#ument
P,!*)+a. '#+4$)t! Do7* Don7t7*8
• 0D Bad$e A##ess Card ) Al!ays #arry and displayS!ipe on
all #ontrolled doorin #ase of loss immediately report.
• (rint outs) Colle#t immediately.
• Stran$ers) uide to se#urity des/.
Pa**1o$"* Do7*8
• 'eep pass!ords se#ret.
• Chan$e at re$ular inter*als !ith Stron$ pass!ords Minimum
#hara#ters.
4i*e S re*ie! (ro#ess)
• Audit to &e #ondu#ted e*ery month.
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• Centre #o1ordination to ne#essary #he#/ the authenti#ity of the
audit.
• O40@s and s#ores #entre !ise and floor !ise to &e shared !ith
all CM@s, Channel heads and CS(B head.
• Respe#ti*e floor #o1ordination to ensure #losure of O40@s in
#o1ordination !ith #entre #o1ordination.
• Sustenan#e to &e #he#/ed and ensured &y all floor #o1
ordinators
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
Inf$a*t$4+t4$# of t,# o$(an)*at)on8
he 0nfrastru#ture of the 0C0C0 is fully euipped, stylish,
spa#ious and fle5i&le to !or/ !ith, as per employees. hey maintain
hy$ieni# #onditions in the !or/pla#e !hi#h ma/es the employee
healthy and #reates pleasant feel and redu#e the stress due to !or/
assi$ned. heir hospitality maintains the !or/ pla#e neat and #lean.
he systems are arran$ed in su#h a !ay that the !or/spa#e loo/
spa#ious and easy to monitor the employee so that in #ase of any
pro&lem they $et help immediately. he #anteen system in the
or$anisation is maintained !ith healthy, neat and hy$ieni#
#onditions.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
A..o1an+#* an" E3-.o!## %#n#f)t* -$o/)"#" %! t,#
o$(an)*at)on8
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HOU'E RENT ALLOWANCE8
4or the $rades Mana$er - < and a&o*e the house rent
allo!an#e is part of the supplementary allo!an#e. 4or the
$rades Mana$er - 7 and &elo!, the lo#ation spe#ifi# house
rent allo!an#e is as $i*en &elo!)
CLA'' OF
CITY
LOCATION MMI AMII AMI
A Class Mum&ai, Delhi 79,99
9
F,999 8,999
B Class 'ol/ata, (une, Hydera&ad,
Chennai, Ban$alore, Ahmea&ad
F,899 8,999 >,899
C Class
(atna, Chandi$arh, Ra"/ot,
Srina$ar, Coim&atore, Mysore,
Co#hin, hiru*anantapuram,
u*alior, 2a&alur, Aura$a&ad,
:asi/, Amritsar, 2odhpur,
?adodara, Surat, Bhopal, A$ra,
Allaha&ad, and other state
#apitals and ur&an to!ns
8,999 G,999 >,899
D Class Others >,899 >,999 >,999
Senior offi#ers Senior Se#retary - Rs. <=991 per month,
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Offi#ers Se#retary - Rs. <9991 per month,
2unior offi#ers - Rs. 7991 per month.
0rrespe#ti*e of lo#ation of postin$
:OE)
he lo#ation of postin$ !ill &e #onsidered for determinin$ the
rate of HRA. 0n the #ase of Mum&ai and Delhi, if the employee
is posted outside the #ity limit and residin$ in the #ity the #ity
rate !ill &e appli#a&le.
o a*ail this fa#ility, the residen#e proofs needs to &e
#onfirmed throu$h the respe#ti*e employee relation offi#ers of
different &usiness 6ones.
ADDITIONAL HOU'E RENT ALLOWANCE8
Additional house rent allo!an#e is paya&le to
employees !ho ha*e opted for #ash out of the old loan s#heme.
4or the $rades of Mana$er - < and a&o*e, additional houserent allo!an#e is a part of supplementary allo!an#e.
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he $rade - !ise additional house rent allo!an#e for the
$rades mana$er and &elo! is $i*en &elo!)
GRADE' AMOUNT PER MONTH
R*&
Mana$er Mana$ement trainee G7;8
Assistant Mana$er - < >7<8
Assistant Mana$er - 7 >7<8
Senior offi#er Senior se#retary >7<8
Offi#ial se#retary <99
CON9ERGENCE ALLOWANCE CAR MAINTANACE8
4or the $rades Mana$er - < and a&o*e, #on*er$en#e
allo!an#e reim&ursement of petrol and maintenan#e
e5penses of #ompany #ar is a part of the supplementary
allo!an#e.
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he $rade !ise #on*er$en#e allo!an#es for the $rades
Mana$er - 7 and &elo! is $i*en &y)
GRADE' AMOUNT PER MONTH
R*&
Mana$er - 7 8899
Mana$ement rainee 8899
Assistant Mana$er - < G999
Assistant Mana$er - 7 <899
Senior offi#er Senior Se#retary 7999
Offi#er Se#retary 7999
2unior offi#er 99
he a&o*e amounts in#lude ta5 - free transport allo!an#es of
Rs.991 per month.
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HOW TO CLAIM PETROL REINBUR'MENT8
Employees in the $rade of CM - < and a&o*e ha*e
&een allotted #ompany #ar for offi#ial purposes, the #ar
maintenan#e e5penses are to &e #laimed online under the E-
settlement., petrol reim&ursement. he proofs of e5penses need
to &e produ#ed at the end of the year to salary se#tion. 0f the
e5penses are not supported !ith adeuate and satisfa#tory
proofs the amount #laimed !ill &e ta5ed.
hose !ho ha*e not opted for #ompany #ar !ill &e paid
their #on*er$en#e allo!an#e throu$h the salary and
appli#a&le ta5 !ill &e dedu#ted.
CM0 and &elo!) he allo!an#es !ill &e paid throu$h salary
and !ill &e ta5ed.
LUNCH ALLOWENCE'8
he lun#h allo!an#e of Rs. 7>991 per month !ill &e
paid alon$ !ith the salary effe#ti*e from Septem&er 7, <99F.Offi#er trainees, (Os@ and #ontra#tual employees are not
eli$i&le for this &enefit. 4or Mana$er - < and a&o*e, this
allo!an#e is paid as a part of supplementary allo!an#e.
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R#)3%4$*#3#nt of "o3)+).)a$! 3#")+a. #2-#n*#*8
E300B030Y) Rs. 7<891 per month as a part of salary.
At the end of the year, de#laration of e5penses should &e
sent to pay roll for ta5 re&ate purposes.
R#)3%4$*#3#nt of $#*)"#nt)a. -,on# %)..*8
Employees in the $rade of Mana$er - < and a&o*e,
this allo!an#e is a part of the supplementary allo!an#es. 4or
employees in the $rade of Mana$er - 7 is eli$i&le for Rs. <891
per month, !hi#h is paid alon$ !ith the salary.
he s#heme that is already e5tended to some
employees in the $rades other than the a&o*e mentioned
$rades !ill #ontinue to $et the &enefit till further intimation.
'HIFT ALLOWANCE8
Co*era$e) Any &usiness $roups !here employees !or/ in
shifts outside day time !or/in$ hours should o&tain
prior appro*al from the #ompetent authorities of lo#al
state $o*ernment &odies.
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Re$ular imin$s) All !or/ shifts operatin$ &et!een 9F)99hrs
and <7)99hrs !ould &e deemed to re$ular !or/in$ and
!ould not &e #o*ered under this poli#y.
EMPLOYEE GET' EMPLOYEE 'CHEME8
• his s#heme is appli#a&le only to the employees of
0C0C0 &an/ and H4C. ?a#an#ies in the a&o*e
mentioned $roups !ill &e ad*ertised under this s#heme.
• All permanent employees of 0C0C0 Ban/ 3td. 0n#ludin$
the employees on pro&ation #an refer a #andidate.
Ho!e*er, HRM employees, and employees in $rades
AM and a&o*e !ill not &e admitted to parti#ipate in
the s#heme.
• he referred #andidate should not &e a relation of the
referee, *i6. spouse, &rother, sister et#.
• 0n the e*ent &an/ re#ruits the referred employee, the
employee !ho referred the #andidate !ill &e eli$i&le for
one time monetary re!ard. his amount !ill &e paid to
the employee alon$ !ith the salary > months after the
#andidate "oins the &an/. he detailed amounts are
mentioned &elo!.
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• All re!ards paid under the s#heme !ill &e su&"e#t to
in#ome ta5 rules as appli#a&le.
• he employee !ho has referred the #andidate should &e
on roll of 0C0C0 &an/ at the time !hen he she are
eli$i&le to $et EES re!ard.
• EES !ould &e *alid for appli#ations !ith more than 7
year e5perien#e.
• An employee has to #laim EES re!ard !ith in ;
months from referred #andidate date of "oinin$.
• An employee !ho refers a #andidate #annot &e a part of
the sele#tion pro#ess for that #andidate. More o*er I,
the employee !ho referred the #andidate #annot &e in
dire#t reportin$ relationship !ith him. 0n the e*ent su#h
a situation arises, the employee !ho referred the
#andidate should not &e a part of the sele#tion pro#ess
and !ill not &e eli$i&le for the amount. 0n #ase of any
dispute, the de#ision of the #on#erned HR Mana$er !ill
&e &enefi#ial and &uildin$.
• ?a#an#ies !ill &e displayed on the internet under the
Jemployee $ets employee s#heme@.
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• 0f an employee !ants to refer a #andidate for a position,
he #an *ie! the details of the position and su&mit the
Curri#ulum ?itae online.
• 0n #ase any employee !ants to refer a #andidate and the
#urrent ad*ertised positions do not suit the profile of the
#andidate, the resume #an &e uploaded !ithout
sele#tin$ any "o& openin$.
• Resumes !ill &e a##epted only throu$h the online. o &e
*alid under EES, the name pro*ided at the time of
su&mission should &e #orre#tly entered in the system.
EES #laim !ill not &e pro#essed for in#orre#t entries.
• he referred #andidate !ould reuire to appear for
testinter*ie! dependin$ on +ualifi#ationor/
e5perien#e as per the normal re#ruitment pro#ess.
• 0n the e*ent, !here the Curri#ulum *itae re#ei*ed &y
more than one sour#e, *i6. employee referredpla#ement
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a$en#ies, &enefitre!ard !ill &e $i*en to the sour#e
from !hi#h the C? !as first re#ei*ed.
• he *alidity of the resume that you post on the site is si5
months from the date of postin$. C?s !ill $et deleted
from EES site if re#ruitment team has not use in ;
months from date of uploadin$ of C?. Employee may
upload the C? a$ain, if rele*ant.
DETAIL' OF REWARD8
G$a"# )n 1,)+, $#f#$$#" #3-.o!## (ot a--o)nt#"8
he re!ard money depends on the $rade in !hi#h the #andidate
has &een appointed. his re!ard is $i*en to the employee !ho referred the
#andidate. he details of the amount of money &ein$ re!arded dependin$
on the $rade in !hi#h the #andidate $ot appointed are as follo!s)
'R"(* R*"R( "M/T
;hief ,anager I -J ;hief ,anager I . Rs' .%!%%%J#
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,anager I - J ,anager I . Rs' -$!%%%J#
Assistant ,anager I .
Rs' -%!%%%J#
Assistant ,anager I - Rs' $!%%%J#
;SPB I (R J S- J S. Rs' 0!$%%J#
Wo$k)n( ,o4$* an" #2t$a t)3# a..o1an+#8
he normal !or/in$ hours of the &an/ are from =)78 to
8)78pm from Monday to Saturday or may &e de#ided &y the &usiness
mana$er for ea#h &ran#h and department. 3un#h&ea/ period is
7)99pm to 7)G8pm or G8 minutes as de#ided &y the &ran#h offi#es.
he !or/in$ hours of the #orporate offi#es at Mum&ai and
6onal offi#es of B are =)78am to 8)G8pm from Monday to 4riday.
he pu&li# holidays appli#a&le for these offi#ers !ill &e different from
one !hi#h is appli#a&le for retail &an/in$ $roup.
3ea*es salary !ill &e dedu#ted in #ase !hen employee #omes
late as per the timin$ spe#ified for ea#h &usiness department.
A..o1an+#* fo$ 1o$k)n( %#!on" off)+# ,o4$* o$ on ,o.)"a!*8
or/in$ &eyond offi#e hours on Sunday pu&li# holidays
may &e una*oida&le at times and as a responsi&le employee, one is
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e5pe#ted to !or/ late or !or/ e5tra !hene*er reuired, in su#h
#ir#umstan#es. he &an/ !ill reim&urse #ertain e5penses as
mentioned &elo!)
he family pension fund is mana$ed &y re$ional fund
#ommissioner on #essation of ser*i#e. he fund a##umulated #an &e
transferred or !ithdra!n after #ompletin$ ne#essary formalities. he
pension under)
G$at4)t!8
ratuity is paya&le at the time of #essation of ser*i#e.
Eli$i&ility of $ratuity is as follo!s)
3ess than 8 years of ser*i#e - nil.
8 to79 years of ser*i#e - 78 days &ase salary for
ea#h year ser*i#es.
More than 79 years - >9 days &ase salary for
ea#h year of ser*i#e !ith a ma5imum of <9 years.
'4-#$ annn4at)on f4n"8
hose !ho ha*e opted for super annnuation s#heme
!ill &e mem&ers of this fund. Ban/ #ontri&utes 78K of
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&ase pay to this fund e*ery year. On the o##asion of
ser*i#e 7>rd of #orpus !ill &e paid &y the insuran#e
#ompany pension !ill &e paid for Balan#e time, <> rd to
the &enefi#iary on the death of mem&er.
Employees ha*e an option to opt out of the fund
and super annnuation allo!an#e throu$h salary e*ery
month. his option is a*aila&le only in April e*ery year.
On "oinin$ all employees !ill &e paid super
annnuation allo!an#e i.e., 78K of &asi# salary !ill &e
paid throu$h salary in e*ery April. hey !ill ha*e an
option to "oin the super annnuation s#heme, 78K of
&ase salary !ill &e #ontri&uted to the fund. :e#essary
#ommuni#ation to e5er#ise the option !ill &e sent to
employee.
No3)nat)on*8
All employees are reuired to $i*e names of their
nominees to the a&o*e funds #orrespondin$ly.
Additional #har$es in the nomination needs to &e
su&mitted in the pres#ri&ed form a*aila&ly on the
forms under the 0C0C0 uni*erse. he nominations arealready su&mitted is *isi&le on the intranet under the
terminal &enefits, details if the nomination is not $i*en
in #ase of any e*entually. he (4 ratuity
Superannuation money #annot &e paid to the su##essor.
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To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 9a$)o4*
L#a/# Po.)+)#* of t,# o$(an)*at)on8
he lea*e poli#y of the or$anisation is to meet the follo!in$)1
a o meet the di*erse Balan#e sta$e needs of employees.
& o #reate supporti*e en*ironment and to ena&le employees to
&e more produ#ti*e.
# o ma/e all !offtoff ee/ly off rainin$ off
All permanent employees !ill &e entitled for the follo!in$ lea*es as
per employee app lea*e rules.
: PRI9ILAGE LEA9E PL
; 'ICK LEA9E 'L
< CA'UAL LEA9E CL
= MATERITY LEA9E ML
> CHILD CARE LEA9E CCL
he a&o*e lea*es are $i*en to employees &ased on the a*aila&ility,
reuirement and $enuinity of the employee needs.
he employee need to see/ the appro*al from their immediate superior and their Super Boss to a*ail lea*e.
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T,# fo..o1)n( )* t,# "#*+$)-t)on of t,# /a$)o4* .#a/#* -$o/)"#" 1)t,
t,# #2a3-.#*
PRI9ILAGE LEA9E PL8
• A#ross industry most li&eral lea*e poli#y offers G !ee/s
of pri*ile$e lea*es !herein inter*enin$ holidays and
!ee/ly offs !ill not &e #ounted !hile one a*ails lea*e.
• 0n the &e$innin$ of e*ery finan#ial year, the (3 earned
for the pre*ious year are #redited to the a##ount of the
employees and displayed online.
•
o $et the lea*e #redit employee has to &e in the rolls of the &an/ on 7 st April of the year under #onsideration.
• Ma5imum <7 days lea*e !ill &e earned for the 7 st year
of ser*i#e prorated on the num&er of days !or/ed.
4rom <nd year on!ards ma5imum <days lea*es !ill &e
earned for ea#h year of ser*i#e. Only #onfirmed
employees are eli$i&le for the (3.
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• Minimum lea*e to &e a*ailed) E*ery employee !ho has
#ompleted 7year of ser*i#e as on April 7 st is reuired to
use 7<days of (3 e*ery year.
• (3 #an &e a*ailed <times in a year, !here employees
immediate super*isor !ill &e held a##ounta&le.
Age of the EmployeeNumber of leave
day
!"# "$
"#%&$ '$
&#(above #)$
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!"# "#%&$ &#(above
$
*$
+$
'$
)$
#$$
#*$
#+$
#'$
#)$
*$$
Number of leave day
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LEA9E ENCA'HMENT RULE' 8
: 3ea*e &alan#e o*er % a&o*e >9days !ill &e a*aila&le for
en#ashment, !herein employee has to use 7<days lea*e durin$
the year.
; 3ea*e &alan#e !ill &e en #ashed in the month of the April
e*ery year.
< 0n #ase of e5it from the ser*i#e, the a*aila&le &alan#e !ill &e
en #ashed !ith settlement.
; 'ICK LEA9E'L8
Appro*al of S3 !ill &e &ased !ithout any referen#e to the period of
ser*i#e of employee. All S3 appli#ation should &e appro*ed &y the
Reportin$ authority. Any lea*e &eyond < days should &e supported &y
do#uments.
< CA'UAL LEA9ECL8
All permanent employees in $rade of Mana$ement 0 % &elo! !ill &e
eli$i&le for 7< days C3 durin$ the finan#ial year on prorate monthly
&asis. Employee in the $rade of Mana$ement 00 and a&o*e #an a*ail
only 7C3 at a time up to a mean of 7<daysyear.
= Mat#$n)t! L#a/# ML8
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he female employee !ho had #ompleted ; months ser*i#e is eli$i&le
up to 79 days of paid lea*e.
> C,)." +a$# .#a/#CCL8
Child #are lea*e !ill &e pro*ided after maternity lea*e in #ase the
#hild is &orn !ith #ompli#ations #ertifi#ate from the do#tor is
mandatory. his lea*e !ill &e $i*en up to ma5imum of >months. 0n
the period of #hild #are lea*e, Salary !ill not &e paid to the
employee.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# ,)#$a$+,!
an" t,#)$ *4--o$t fo$ t,# )n")/)"4a. "#/#.o-3#nt )n t,#
o$(an)*at)on8
he hierar#hy in 0C0C0 plays a a#ti*e role in the
in#rease performan#e of the indi*idual employee in turn
in#reases the or$anisations $ro!th.
At any point of time the mana$ement stand &ehind theemployee in #ase if any pro&lem to the offi#er. hey also share
their e5pe#tations and understandin$ of the employee so that
the #ommuni#ation &et!een &oth of them is in#reased.
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(erforman#e analysis is the study of all the fa#tors
influen#in$ the performan#e of an employee on his "o&. hese
fa#tors #ould ha*e a fa#ilitatin$ or hinderin$ effe#t on the
performan#e of the "o&. hey are a##ordin$ly /no!n as
fa#ilitatin$ and inhi&itin$ fa#tors.
(erforman#e analysis redu#es the su&"e#ti*ity in the
appraisals are appraiser assesse not only the le*el of
performan#e a#hie*ed &y the employee &ut also assess the
#ondition under !hi#h the employee has a##omplished !hat
e*er he has a##omplished.
4or e5ample, A phone &an/in$ e5e#uti*e mi$ht not &e
rea#hin$ his tar$ets &e#ause of his la#/ of his $ood
#ommuni#ation s/ills. Here la#/ of $ood #ommuni#ation s/ills
a#ted as inhi&itin$ fa#tor. Another e5e#uti*e mi$ht &e
performin$ e5#eedin$ly !ell &e#ause of appre#iati*e superiors
and supporti*e staff.
Here $ood superiors and su&ordinates fa#ilitated his
performan#e. he superiors should /no! the nature and e5tent of effort put in &y the employee.
he superior should /no! the diffi#ulties fa#ed &y the
employee. hey should also /no! the e5tent to !hi#h the
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employee is a!are of his o!n stren$ths and !ea/nesses in
relation to his performan#e different tas/s.
he Superior should then use this understandin$ and
/no!led$e to reinfor#e the stren$ths of the employee in
identifyin$ the #apa&ilities and tar$ets for dis#ussions,
identifi#ation of de*elopmental needs and a#tion plans.
0dentifi#ation of fa#tors that ha*e helped the employee
to rea#h the le*el of performan#e he a#hie*ed in relation to
*arious a#ti*ities, tar$ets and *arious other fun#tions
asso#iated !ith his "o&. hese are #alled L4a#ilitatin$
fa#tors. 0dentifi#ation of fa#tors that ha*e pre*ented the
employee from doin$ &etter or those that hindered his
performan#e. hese are #alled LHinderin$ fa#tors.
0dentifyin$ de*elopmental needs for &etter performan#e
on #riti#al fun#tions asso#iated !ith present role.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#
P#$fo$3an+# a--$a)*a. '!*t#3 )n t,# o$(an)*at)on8
P#$fo$3an+# A--$a)*a.8
(erforman#e appraisal is the pro#ess of e*aluatin$ the performan#e and ualifi#ations of the employee@s performan#e of a
"o& in terms of its reuirements.
P#$fo$3an+# Ana.!*)*8
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(erforman#e analysis is an important #omponent of
appraisal. Any ratin$s to the appraisees should &e $i*en only after a
throu$h analysis of performan#e.
P#$fo$3an+# %on4*8
All the permanent employees of the &an/ are eli$i&le to
parti#ipate in the Ban/s performan#e Bonus plan. here is no
$uarantee performan#e &onus. Bonus payout to employees is done as
per #riteria appro*ed &y the &oard e*ery!here.
he performan#e of the employee is s#ored &ased on their
$oals set at the &e$innin$ of the year and their efforts put for!ard in
order to a#hie*e the said $oals.
he performan#e of the employee is re*ie!ed !ee/ly, monthly,
and annually. Based on this performan#e and the impro*ement in
performan#e, the appraisal !ill &e $i*en to the employee.
EM(3OYEE (ER4ORMA:CE RE?0E)
(ro#ess Des#ription)
his do#ument aims at pro*idin$ $uidelines for
#ondu#tin$ re*ie!s to operations *oi#e and non *oi#e and support
fun#tions a#ross lo#ations at the #ustomer ser*i#e phone &an/in$
$roup.
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Re*ie!s need to &e of > types)
ee/ly Re*ie!)
• Meetin$ !ith #hannel headsfun#tional heads.
• Meetin$ to &e #ondu#ted *ia a #on#all.
• (erforman#e of s/ills and fun#tions to &e shared.
• Areas of #on#erns to &e hi$hli$hted.
• Su$$estions to &e as/ed to address the #on#erns.
• Best pra#ti#es to &e shared.
• M0S@s to &e maintained.
ype 7)
Re*ie! ) CSB Head
4reuen#y) Monthly.
Attendees) CS(B Centre head, Channel Heads.
Duration ) 7 hour
A$enda)
• Re*ie! of last months performan#e of the team.
• Hits and misses.
• ips or Su$$estions on impro*ement.
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• A#tion plan for the follo!in$ month.
ype <)
Re*ie! ) Channel Head
4reuen#y) Monthly.
Attendees) Channel mana$er, M@s and 3@s.
Duration ) 7 hour
A$enda)
• Re*ie! of last months performan#e of the team.
• Hits and misses.
• ips or Su$$estions on impro*ement.
• A#tion plan for the follo!in$ month.
• Desi$n a road map on a#tin$ upon the a#tion plan.
• Best pra#ti#es of the !ee/ly meet to &e per#olated to the team
(ro#ess Des#ription)
Ensure follo!in$ of standard pro#ess in pra#ti#in$ the
performan#e re*ie! pro#ess and implementin$ the same.
o Ensure the pro#ess on performan#e re*ie! and #orre#tion
a#tion is standardi6ed and do#umented.
o ensure the a##ura#y and the timeliness of the same is
measured.
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(erforman#e Re*ie! and Corre#ti*e A#tion)
• 4ollo!in$ are the steps for the o*erall pro#ess of performan#e
• 0dentifi#ation of need for performan#e re*ie!
• he follo!in$ may &e the tri$$er points )
E5ternal 4a#tors)
• Meetin$ the S3AS
• Redu#tion in Customer satisfa#tion s#ores
0nternal 4a#tors)
• eam performan#e
• 0ndi*idual performan#e
• 0nternal Audit S#ores
Re*ie!)
his refers to the pro#ess of re*ie! &y the pro#ess o!ner. his step !ill determine the effi#ien#y of performan#e re*ie!.
he re*ie! may &e done &y the follo!in$ steps)
• Data #ollation on all the $oals in the &alan#e s#ore #ard.
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• (erforman#e #ompensation on the indi*idual metri#es a$ainst
tar$ets.
• (erforman#e #ompensation a$ainst the peer performan#e.
• Ea#h (BO to &e ran/ed on the indi*idual metri#es.
• Dependin$ on the ran/in$ the &ottom 79K of the (BOs to &e
re#ommended &a#/ to &asi#s.
A&&re*iations) Respe#ti*e s/ills initials)
Channel head - CH
Business De*elopment Head - BOH
Channel mana$er - CM
Business De*elopment Mana$er - BOM
eam mana$er - M, eam 3eader - 3
3e*el > Re*ie!)
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• Assessment to &e #ondu#ted e*ery uarterly &y spo#@s
• Opportunities for 0mpro*ements O40@s and stren$ths to &e
shared !ith all CM@s &y Spo#@s.
• A#tion points to &e dis#ussed !ith the CM@s &y Spo#s.
• (ro#ess !al/s to &e #ondu#ted durin$ assessment.
• Business sol*in$ pro"e#ts to &e identified &y ea#h s/ills from
time to time.
• (ro"e#t leader and team mem&ers to &e appointed &y ea#h s/ill
to !or/ on the pro"e#t.
• he (ro"e#t Champion !ould &e the &usiness mana$er of that
parti#ular s/ill.
he results of the performan#e !ill de#ide (erforman#e
appraisal of the employee at the end of the year. E*ery year in
Mar#h the Annual performan#e of the employees is rated &ased on
the set matri#es and later the or$anisational stru#ture #han$es
due to #han$e in the offi#er le*els due to promotions.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# a--$oa+,
of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ ,#a.t,8
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0C0C0 has ta/en a Medi#laim family floater poli#y !ith
0C0C0 3om&ard eneral 0nsuran#e Co. 3td 030 !here in employee
and hisher dependents are #o*ered under this poli#y. he persons
entitled for the #o*era$e are spouse, dependent employee parents %
Children.
• (arents are #o*ered up to the a$e of 9years and
#hildren are #o*ered up to the a$e of <Gyears.
• 0f the parents, Spouse or #hildren are employed and are
$ettin$ hospitalisation &enefit from their employers then
they are not entitled for #o*era$e under our poli#y.
• 4or hospitalisation #laim to &e eli$i&le a minimum of
<Ghours stay is reuired !ith the e5#eption of Catara#t,
Dialysis, Chemotherapy, and an$io$raphy.
• Ea#h employee #an #o*er a ma5imum of ; persons
in#ludin$ self under the a&o*e poli#y.
• he employee and his dependents are #o*ered for a sum
of Rs. Gla# per annum.
DOMICILLARY BENEFIT8
• Ea#h employee is entitled to a sum of Rs.7<891 per
month to!ards domi#iliary e5penses for family.
• he amount !ill &e paid e*ery month throu$h salary.
• E*ery year &efore mar#h 79, the employee has to $i*e a
de#laration on the amount in#urred on Domi#iliary
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Medi#al E5penses alon$ !ith the other proof of
in*estments to salary se#tion.
• he rele*ant &ills are to &e /ept !ith the employee.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# 4a.)t!
+ont$o. of t,# o$(an)*at)on8
he performan#e of the employees is #onstantly
monitored &y the 3 and M dire#tly and indire#tly &y the CM and
CH in the &asi# "o& roles of the employee.
here as the uality in the OR' BA3A:CE is
monitored &y 3 and the Spo#s in the indi*idual teams.
o maintain the uality in the !or/ 0C0C0 &elie*es that
there should &e a $ood relation &et!een the employee !ith the &ossor #o employees.
0C0C0 &elie*es in team !or/ and the uality is maintained
&y the offi#er the same is monitored &y their &osses, other
departments in the systems.
E*erythin$ in 0C0C0 is !ell set, !ith a##ura#y su#h that thereis no #han#e of dispute later.
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To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# T#a3
%4).")n( t#a3 3ana(#3#nt an" t#a3 1o$k )n t,#
o$(an)*at)on8
A 4undamental &elief in Or$anisation De*elopment is that
!or/ teams are the &uildin$ &lo#/s of an or$anisation. A se#ond
&elief is that teams must mana$e their #ulture, pro#essed, systems and
relationships if they are to &e effe#ti*e.
eams are important for a num&er of reasons.
• 0ndi*idual &eha*iour is routed in the 1 #ultural norms
and *alues of the !or/ team.
• Many tas/s are so #omple5 they #annot &e performed
&y indi*iduals.
•
erms #reate syner$y.
• eams satisfy people@s needs for so#ial intera#tion,
status, re#o$nition and respe#t - teams nurture human
nature.
• 3ets us dis#uss the potential of teams and team !or/
and e5plore !ays to realise that potential.
A num&er of or$anisation de*elopment inter*entions
are spe#ifi#ally desi$ned to impro*e team performan#e.
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E5ample) eam &uildin$, inter1$roup team &uildin$,
pro#ess #onsultation, uality #ir#les, parallel learnin$ stru#tures,
so#iote#hni#al systems pro$rams.
rid Or$anisation de*elopment and te#hniues su#h as
role analysis te#hniue, role ne$otiation te#hniue and responsi&ility
#hartin$.
hese inter*entions apply to formal !or/ teams as !ell
as start1up teams, #ross1fun#tional teams, temporary teams, and the
li/e.
eam1&uildin$ a#ti*ities are no! a !ay of Balan#e for
many or$ani6ations. eams periodi#ally hold team1&uildin$ meetin$s,
people are trained in - $roup dynami#s and $roup pro&lem1sol*in$
s/ills, and indi*iduals are trained as $roup leaders and $roup
fa#ilitators.
Or$ani6ations usin$ autonomous !or/ $roups or self1
dire#ted teams de*ote #onsidera&le time and effort to ensure that
team mem&ers possess the s/ills to &e effe#ti*e in $roups. he net
effe#t is that teams perform at in#reasin$ly hi$her le*els, that they
a#hie*e syner$y, and that team!or/ &e#omes more satisfyin$ for team
mem&ers.
0n*estors are dis#o*erin$ !hy some teams are su##essful
!hile others are not. 3arson and 3afasto found ei$ht #hara#teristi#s
that are al!ays present in su##essful teams)
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• A #lear, ele*atin$ $oal
• A results1dri*en stru#ture
• Competent team mem&ers
• Unified #ommitment
• A #olla&orati*e #limate
• Standards of e5#ellen#e
• E5ternal support and re#o$nition and
• (rin#ipled leadership
All these #hara#teristi#s are reuired for superior team
performan#e !hen any one feature is lost, team performan#e
de#lines. Hi$h - (erforman#e teams re$ulate the &eha*iour of team
mem&ers, help ea#h other, find inno*ati*e !ays around &arriers, and
set e*er1hi$her $oals. 0t is also dis#o*ered that the most freuent
#ause of team failure !as lettin$ personal or politi#al a$endas ta/e
pre#eden#e o*er the #lear and ele*atin$ team $oal.
A $roup of indi*iduals &e#omes a team only !hen
#ommitted to a#hie*in$ hi$h1performan#e $oals. ithout demandin$
performan#e $oals, $roups ne*er "ell into teams. herefore, they
!rite, LOr$anisational leaders #an foster team performan#e &est &y
&uildin$ a stron$ performan#e ethi#, rather than &y esta&lishin$ ateam1promotin$ en*ironment alone.
A 'ey #hara#teristi# of hi$h1performan#e teams is
Dis#ipline. Lroups &e#ome teams throu$h dis#iplined a#tion. hey
shape a #ommon purpose, a$ree on performan#e $oals, define a
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#ommon !or/in$ approa#h, de*elop hi$h le*els of #omplimentary
s/ills, and hold themsel*es mutually a##ounta&le for results.
And, as !ith any effe#ti*e dis#ipline, they ne*er stop doin$
any of these thin$s. 0t@s hard!or/ for $roups to &e#ome teams, &ut
hard !or/ is reuired to #reate hi$h 1 performan#e or$ani6ations.
0t is &elie*ed that teams !ill &e#ome e*en more important
in the future. 0n fa#t, most models of the Jor$anisation of future@ that
!e hear a&out - Jnet!or/ed@, J#lustered@, Jnon1hierar#hi#al@,
Jhori6ontal@, and so forth - are premised on teams surpassin$
indi*iduals as the primary performan#e unit.
om (eters asserts in 3i&eration Mana$ement that #ross1
fun#tional, autonomous, empo!ered teams are !hat the &est
or$anisations are usin$ ri$ht no! to outdistan#e the #ompetition.
Small pro"e#t teams ha*e the a&ility to produ#e hi$h uality,
superior #ustomer ser*i#e, fle5i&le response, and #ontinuous
learnin$. Hi$h responsi&ility, #lear o&"e#ti*es, and hi$h
a##ounta&ility dri*e these pro"e#t teams to outperform traditional
or$anisation stru#tures on e*ery measura&le dimension.
(ro"e#ts are the !or/ of the future teams !ill perform
pro"e#ts. 0nterestin$ly, normal hierar#hi#al #onsiderations &e#ome
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o&solete for these pro"e#t teams - you #ould &e the &oss of one team,
and report to one of your su&ordinates on another team.
eams ha*e al!ays &een an important foundation of OD,
&ut there is a $ro!in$ a!areness of the teams@ uniue a&ility to #reate
syner$y, respond ui#/ly and fle5i&ility to pro&lems, find ne! !ays to
$et the "o& done, and satisfy so#ial needs in the !or/pla#e.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* o$(an)*at)ona.
a--$oa+, to1a$"* t,#3 an" t,#)$ fa3).! %#n#f)t* -$o/)"#" to
t,# #3-.o!## an" /a$)o4* ot,#$ a++)"#nta. +.a)3*8
EMPLOYEE' CHILDREN 'CHOLAR'HIP 'CHEME8
he s#holarship s#heme is en*isa$ed to help employees to meet the
edu#ational reuirements of their #hildren !ho are e5#eptionally
outstandin$ in their studies.
he follo!in$ are the eli$i&ility #riteria for employees to
a*ail this fa#ility for their #hildren.
Minimum num&er of years ser*i#e) > years and
Minimum performan#e ratin$) G
E.)()%).)t! +o4$*#*8
• 0: 0:D0A) raduate and post$raduate pro$rammes in
professional fields su#h as medi#ine,
en$ineerin$, la!, ar#hite#ture et#.
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• O?ERSEAS) (ost$raduate or professional pro$rammes
su#h as mana$ement, medi#ine, en$ineerin$, la!,
ar#hite#ture et#.
In a1a$")n( t,# *+,o.a$*,)- t,# fo..o1)n( +$)t#$)a 1).. %# 4*#"8
• he student should ha*e an outstandin$ a#ademi#
performan#e and s#ored 9K mar/s o*erall at HSC le*el
for $raduate pro$rammes and ;9K at $raduate le*el for
post1$raduation pro$rammes.
• Admission sou$htse#ured in !ell1/no!n uni*ersities and
edu#ational institutes.
• Students #an a*ail this &enefit only for one #ourse. 0n
#ase the &enefit is a*ailed for one #ourse, the student !ill
not &e eli$i&le for the &enefit for any other #ourse in
future
• he &enefit !ill not &e a*aila&le in the #ases !here the
#hild is #urrently employed or had &een employed in the
past.
F4n")n( +$)t#$)a8
• S#holarship !ill #o*er #urrent and su&seuent years only.
7&
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• S#holarship !ill &e a*aila&le for the pres#ri&ed duration
of the #ourse !ith a ma5imum of 8 years.
• S#holarship amount !ithin 0ndia per year !ould &e not
e5#eeded <>rd of e5penses or Rs. 7.8 la#/year !hi#h e*er
is lo!er.
• S#holarship amount outside 0ndia !ill not e5#eed 89K of
the e5penses or Rs. 8 la#/year !hi#he*er is lo!er.
• he follo!in$ e5penses are #o*ered under s#heme.
7. uition fee<. Admission fee
>. e5t &oo/s rele*ant to the #ourse.
P$o+#"4$# of -a!3#nt8
(ayment !ill &e &ased on the produ#tion of the a#tual
re#eipts&ills. he payment !ill &e #redited to the students@ 0C0C0
&an/ a##ount.
Cont)n4at)on of *+,o.a$*,)-8
he students must su##essfully #lear ea#h annual semester
e5amination se#urin$ at least ;9K of mar/s for #ontinuation of the
s#holarship. (roof of passin$ #ertifi#ate !ith K of mar/s is to &e
su&mitted !hile applyin$ for the &enefit of the ne5t year semester.
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Ho1 to +.a)38
he eli$i&le students #an apply for the &enefit. he appli#ation
form is a*aila&le under e1forms on the internet.
he #opy of the mar/ sheet, ori$inal fee re#eipt and other
supportin$ do#uments are reuired, to &e send to HMR, 0C0C0 Ban/
3td., ; th floor1 rans rade Centre, :ear 4loral De#/ (la6a, M0DC,
SEE(N, Andheri East , Mum&ai - G999=>. he eli$i&le s#holarship
!ill &e #redited to the &an/ a##ount of the student after dedu#tin$
appli#a&le ta5.
E3-.o!## *to+k o-t)on *+,#3#8
ESOS is $ranted to employees as per #riteria appro*ed &y the &oard
e*ery!here.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# t$a/#.
+.a)3* an" t$an*-o$t fa+).)t)#* -$o/)"#" %! t,# o$(an)*at)on8
LEA9E TRA9EL ALLOWANCE'8
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4or the $rade Mana$er - < and a&o*e, lea*e tra*el
allo!an#e 3A is a part of supplementary allo!an#e. he
$rade !ise eli$i&ility for the $rades Mana$er - 7 and &elo! is
$i*en &elo!)
GRADE ANNUAL ELIGIBILITY
Mana$er - 7 M17 Rs. <G,999
Assistant mana$er - 7 and < Rs.<G,999
Senior offi#er Senior se#retary S> SG Rs. <9,999
Offi#er Se#retary S7 and S< 2unior offi#er Rs.7<,999
Cler/s Rs. 7<,999
Assistants Rs. 7<,999
Ser*i#e staff - 7 and < Rs. =,;99
2unior ser*i#e staff Rs. ,999
Offi#er trainees rainees (O :ot eli$i&le for this
&enefit
he 3A is paid monthly throu$h salary.
Ho1 to +.a)3 ta2 $#%at#8
4or #laimin$ ta5 re&ate on 3A, the employee has to
de#lare the amount in#urred on his her tra*el in the
&%
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J0n*estment@ site under the human resour#es of 0C0C0 &an/
uni*erse appli#a&le to all $rades.
he ori$inal train air ti#/ets ha*e to &e su&mitted at
the end of the year to the salary se#tion alon$ !ith the other
in*estment proofs de#lared for the year.
Road tra*el has to &e #ompulsorily supported &y toll ta5
re#eipts and other supportin$ do#uments.
E5penses to!ards tra*el a&road !ill not &e #onsidered
for ta5 re&ate as per the 0 rules. a5 re&ate as per 0t rules #an
&e pro*ided only t!i#e in a &lo#/ of G years and the #urrent
&lo#/ is <99; - <99=.
Minimum < days lea*e should &e a*ailed for a*ailin$
ta5 re&ate.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,#)$ *a.a$!
-a)" fo$
t,#)$ *#$/)+#*8
'ALARY AND ALLOWANCE'8
Basi# ay and supplementary allo!an#es are t!o
#omponents of salary and allo!an#es. he proof of e5penses
for #ar maintenan#e for those !ho ha*e ta/en the #ompany #ar
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under the s#hedule and e5penses on tra*el ti#/ets for lea*e
tra*el allo!an#es need to &e su&mitted at the end of the year.
4or #laimin$ ta5 re&ate the option to #hoose the
payment !ill &e a*aila&le on#e in the year, unless and until
there is a #han$e in the supplementary allo!an#es. 3un#h
e5penses reim&ursement is a part of the supplementary
allo!an#e and no other #laim for reim&ursement !ill &e
allo!ed.
On transfer to ne! lo#ations, the supplementary
allo!an#e !ill &e read"usted.
MA:AER - 7 A:D BE3O)
he salary and allo!an#es in#ludes &asi# salary,
lo#ation spe#ifi# house rent allo!an#e, #on*er$en#e
allo!an#e, transport allo!an#es, medi#al allo!an#es,
additional HRA. 0f opted for a loan en#ashment and lea*e
tra*el allo!an#es, lun#h e5penses reim&ursement then paya&le
alon$ !ith salary.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# a--$oa+,
of t,# o$(an)*at)on fo$ t,# /a.4# of t,#)$ '#.f $#*-#+t8
0C0C0 has the #omplete #ontrol in the employee1 employee
relation ship. 0n #ase of any ad*erse #onditions !here the self respe#t
of the employee is $ettin$ impa#ted, 0C0C0 !ill ne*er ta/e a !ay &a#/
&.
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to ta/e the dis#iplinary a#tion on the other employee !ho held
responsi&le for the situation !ith proper in*esti$ation. hus #reatin$
the faith and trust on the or$anisation and feel #omforta&le to !or/
!ith.
To kno1 t,# o-)n)on of t,# #3-.o!## to1a$"* t,# a--$oa+,
to1a$"* t,# B4*)n#** Cont)n4)t! 3ana(#3#nt )n t,#
o$(an)*at)on8
0C0C0 stands first in #ase of analysis of mar/et #ondition
and in $uessin$ the pro&lem and findin$ the solution immediately
&efore the pro&lem e5ists.
he #ompeten#y le*el of 0C0C0 play a ma"or role in
plannin$ or de#ision ma/in$ in #ase of any ad*erse situation.
Chapter – IV
Data Analysis&0
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QUALITY OF WORK BALANCE
T"!,*-1
OPINION ABOUT THE JOB ENVIRONMENT AND WORKING
CONDITION
Fariab*es =o of respondents =o of respondents in D
@ce**ent 0% 7%D
1ood -$ 0%D
Aerage $ -%D
Poor % %D
;"AR(#-
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Job environment and Working conditions
Excellent
60%
Good
30%
Average
10%
Poor
0%
ExcellentGood
Average
Poor
QWL
/T*R&R*T"T/
(he aboe graph reea*s that 7%D of the emp*oyees fee* that job
enironment and 4or3ing conditions are e@ce**ent i'e they are abso*ute*y
satisfiedC'0%D of the emp*oyees fee* that job enironment and 4or3ing
conditions are good i'e they are satisfiedC'-%D of the emp*oyees fee* that
job enironment and 4or3ing conditions are aeragei'e they are partia**y
satisfiedC' %D i'e none of the emp*oyees fee* job enironment and 4or3ing
conditions are poorC'
TABLE-2
PERCEPTION ABOUT THE GROWTH AND SECURITY
OPPORTUNITIES
Fariab*es =o of respondents =o of respondents in D
@ce**ent .$ $%D
1ood -% .%D
Aerage -$ 0%D
&$
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Poor % %D
CHART-2
/T*R&R*T"T/
(he aboe graph reea*s that$%D of the emp*oyees fee* that the
gro4th and security opportunities are @ce**ent that is they are abso*ute*y
satisfied'.%D of the emp*oyees fee* that the gro4th and security
opportunities are 1ood that is they are satisfied'0%D of the emp*oyees fee*
that the gro4th and security opportunities are Aerage that is they are
partia**y satisfied'%D i'e none of the emp*oyees fee* that the gro4th and
security opportunities are Poor'
TABLE -3
OPINION ABOUT THE CAREER-PLANNING PROGRAM IN THE
ORGANIZATION
&7
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Fariab*es =o of respondents =o of respondents in D
@ce**ent .% /%D
1ood .% /%D
Aerage -% .%D
Poor % %D
CHART-3
/T*R&R*T"T/
(he aboe graph reea*s that/%D of the emp*oyees fee* that the
gro4th and security opportunities are @ce**ent that is they are abso*ute*y
satisfied'/%D of the emp*oyees fee* that the gro4th and security
opportunities are 1ood that is they are satisfied'.%D of the emp*oyees fee*
that the gro4th and security opportunities are Aerage that is they are
partia**y satisfied'%D i'e none of the emp*oyees fee* that the gro4th and
security opportunities are Poor'
TABLE-4
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PERCEPTION ABOUT THE PAY STRUCTURE IN THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D@ce**ent .$ $%D
1ood -% .%D
Aerage -$ 0%D
Poor % %D
CHART-4
/T*R&R*T"T/
(he aboe graph reea*s that$%D of the emp*oyees fee* that the
gro4th and security opportunities are @ce**ent that is they are abso*ute*y
satisfied'.%D of the emp*oyees fee* that the gro4th and security
opportunities are 1ood that is they are satisfied'0%D of the emp*oyees fee*
that the gro4th and security opportunities are Aerage that is they are
partia**y satisfied' %D i'e none of the emp*oyees fee* that the gro4th and
security opportunities are Poor'
&8
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TA,LE%&
OPINION ABOUT THE PROMOTION SYSTEM IN THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent -% .%D
1ood .$ $%D
Aerage -% .%D
Poor $ -%D
CHART-5
/T*R&R*T"T/
(he aboe graph reea*s that.%D of the emp*oyees fee* that the
gro4th and security opportunities are @ce**ent that is they are abso*ute*y
satisfied'$%D of the emp*oyees fee* that the gro4th and security
opportunities are 1ood that is they are satisfied'.%D of the emp*oyees fee*
&9
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that the gro4th and security opportunities are Aerage that is they are
partia**y satisfied' -%D i'e none of the emp*oyees fee* that the gro4th and
security opportunities are Poor'
TABLE-6
ABLE TO LEARN AND ACQUIRE NEW SKILLS IN THE
ORGANZATION
Fariab*es =o of respondents =o of respondents in D@ce**ent .$ $%D
1ood -$ 0%D
Aerage -% .%D
Poor % %D
CHART-6
/T*R&R*T"T/
8%
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(he aboe graph reea*s that$%D of the emp*oyees fee* that the
gro4th and security opportunities are @ce**ent that is they are abso*ute*y
satisfied'0%D of the emp*oyees fee* that the gro4th and security
opportunities are 1ood that is they are satisfied'.%D of the emp*oyees fee*
that the gro4th and security opportunities are Aerage that is they are
partia**y satisfied' %D i'e none of the emp*oyees fee* that the gro4th and
security opportunities are Poor'
TABLE-
STEPS TAKEN !OR JOB ENRICHMENT !OR
EMPLOYEES
Fariab*es =o of
respondents
=o of respondents in
D
<e*iberate upgrading ofresponsibi*ity
-% .%D
Widening the scope of actiities -/ .8D
Setting the cha**enges in 4or3 .% /%D
1iing e@posure to ariety of jobs 7 -.D
CHART-
8-
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/T*R&R*T"T/
(he aboe graph reea*s that .%D of the emp*oyees fee* that Eob
nrichment 4i** *ead to de*iberate upgrading of responsibi*ity' .8D of the
emp*oyees fee* that Eob enrichment 4i** 4iden the scope of actiities'/%D
of the emp*oyees fee* that Eob nrichment 4i** set cha**enges in 4or3'-.D
of the emp*oyees fee* that Eob nrichment 4i** gie e@posure to ariety of
jobs'
TABLE -"
PURPOSE O! JOB DESIGN AND GOAL SETTING IN THE
ORGANIZATION
Fariab*es =o of
respondents
=o of respondents in D
)t faci*itates 4or3 f*o4 & -/D
ffectie co#ordination and integration -8 07D
Positie impact on emp*oyee satisfaction $ -%D
A** the aboe .% /%D
8.
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CHART-"
/T*R&R*T"T/
(he aboe graph reea*s that-/D of the emp*oyees fee* that Eob
<esign and 1oa* setting 4i** faci*itate 4or3 f*o4' 07D of the emp*oyees
fee* that Eob <esign and 1oa* setting 4i** *ead to effectie co#ordination
and integration'-%D of the emp*oyees fee* that Eob <esign and 1oa* setting
4i** *ead to positie impact on emp*oyee satisfaction'/%D of
the emp*oyees fee* that a** the aboe three factors are important for Eob
<esign and 1oa* setting'
TABLE-#
PERCEPTION ABOUT INTEGRATION O! JOB$ CAREER$ !AMILY BALANCE
AND LEISURE TIME
Fariab*es =o of respondents =o of respondents in D
@ce**ent .% /%D
1ood .$ $%D
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Aerage $ -%D
Poor % %D
CHART-#
/T*R&R*T"T/
(he aboe graph reea*s that /%D of the emp*oyees fee* that the
integration of job! career! fami*y Ba*ance and *eisure time are e@ce**ent that
is they are abso*ute*y satisfied'$%D of the emp*oyees fee* that the
integration of job! career! fami*y Ba*ance and *eisure time are good that is
they are satisfied'-%D of the emp*oyees fee* that the integration of job!
career! fami*y Ba*ance and *eisure time are aerage that is they are partia**y
satisfied'%D i'e none of the emp*oyees fee* that the integration of job!
career! fami*y Ba*ance and *eisure time are poor'
TABLE -%&
8/
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OPINION ABOUT THE LEAVES PROVIDED BY THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D@ce**ent -% .%D
1ood 0$ &%D
Aerage $ -%D
Poor % %D
CHART-%&
/T*R&R*T"T/
(he aboe graph reea*s that.%D of the emp*oyees fee* that the
*eaes proided by the organi2ation are e@ce**ent that is they are abso*ute*y
satisfied'&%D of the emp*oyees fee* that the *eaes proided by the
organi2ation are good that is they are satisfied'-%D of the emp*oyees fee*
that the *eaes proided by the organi2ation are aerage that is they are
partia**y satisfied'%D i'e none of the emp*oyees fee* that the *eaes
proided by the organi2ation are poor'
8$
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TABLE -%%
LEAVE TRAVEL CONCESSION THAT IS PROVIDED BY THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent -/ .8D
1ood .% /%D
Aerage 7 -.DPoor -% .%D
CHART-%%
/T*R&R*T"T/
(he aboe graph reea*s that.8D of the emp*oyees fee* that the
*eae trae* concession proided by the organi2ation are e@ce**ent that is
they are abso*ute*y satisfied'/%D of the emp*oyees fee* that the *eae trae*
concession proided by the organi2ation are good that is they are
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satisfied'-.D of the emp*oyees fee* that the *eae trae* concession
proided by the organi2ation are aerage that is they are partia**y
satisfied'.%D i'e none of the emp*oyees fee* that the *eae trae* concession
proided by the organi2ation are poor'
TABLE-%2
CANTEEN !ACILITIES THAT IS PROVIDED BY THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent -% .%D
1ood 0% 7%D
Aerage -% .%D
Poor % %D
CHART-%2
/T*R&R*T"T/
8&
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(he aboe graph reea*s that.%D of the emp*oyees fee* that the
canteen faci*ities proided by the organi2ation are e@ce**ent that is they are
abso*ute*y satisfied'7%D of the emp*oyees fee* that the canteen faci*ities
proided by the organi2ation are good that is they are satisfied'.%D of the
emp*oyees fee* that the canteen faci*ities proided by the organi2ation are
aerage that is they are partia**y satisfied'%D i'e none of the emp*oyees fee*
that the canteen faci*ities proided by the organi2ation are poor'
TABLE-%3
TRANSPORT !ACILITIES PROVIDED BY THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent -. ./D
1ood 00 77DAerage $ -%D
Poor % %D
CHART-%3
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/T*R&R*T"T/
(he aboe graph reea*s that ./D of the emp*oyees fee* that the
transport faci*ities proided by the organi2ation are e@ce**ent that is they are
abso*ute*y satisfied'77D of the emp*oyees fee* that the transport faci*ities
proided by the organi2ation are good that is they are satisfied'-%D of the
emp*oyees fee* that the transport faci*ities proided by the organi2ation are
aerage that is they are partia**y satisfied'%D i'e none of the emp*oyees fee*
that the transport faci*ities proided by the organi2ation are poor'
T"!,* -14
S"/T"T/ "/( C,*"/,Y M*"SR*S / T*
R'"/>"T/
Fariab*es =o of respondents =o of respondents in D@ce**ent -$ 0%D
1ood .% /%D
Aerage -% .%D
Poor $ -%D
CHART-%4
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/T*R&R*T"T/
(he aboe graph reea*s that 0%D of the emp*oyees fee* that the
sanitation and c*ean*y measures in organi2ation are e@ce**ent that is they are
abso*ute*y satisfied'/%D of the emp*oyees fee* that the sanitation and
c*ean*y measures in organi2ation are good that is they are satisfied'.%D of
the emp*oyees fee* that the sanitation and c*ean*y measures in organi2ation
are aerage that is they are partia**y satisfied'-%D of the emp*oyees fee*
that the sanitation and c*ean*y measures in organi2ation are poor'
TABLE -%5
OPINION ABOUT THE TRAINING GIVEN IN THE
ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent .7 $.D
1ood .% /%D
Aerage / 8D
9%
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Poor % %D
CHART-%5
/T*R&R*T"T/
(he aboe graph reea*s that $.D of the emp*oyees fee* that the
training in organi2ation is e@ce**ent that is they are abso*ute*y satisfied'/%D
of the emp*oyees fee* that the training in organi2ation is good that is they
are satisfied'8D of the emp*oyees fee* that the training in organi2ation is
aerage that is they are partia**y satisfied'%D that is none of the emp*oyees
fee* that the training in organi2ation is poor'
TABLE-%6
MANAGEMENT LIAISE BETWEEN THE EMPLOYEES AND THE
UNION
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Fariab*es =o of respondents =o of respondents in D
@ce**ent -% .%D
1ood .% /%D
Aerage $ -%D
Poor -$ 0%D
CHART-%6
/T*R&R*T"T/
(he aboe graph reea*s that .%D of the emp*oyees fee* that the
management *iaise bet4een the emp*oyees and union in organi2ation are
e@ce**ent that is they are abso*ute*y satisfied'/%D of the emp*oyees fee* that
the management *iaise bet4een the emp*oyees and union in organi2ation are
good that is they are satisfied'-%D of the emp*oyees fee* that the
management *iaise bet4een the emp*oyees and union in organi2ation are
aerage that is they are partia**y satisfied'0%D of the emp*oyees fee* that
the management *iaise bet4een the emp*oyees and union in organi2ation are
poor'
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TABLE -%
MANAGEMENT HAVE ADEQUATE COMMUNICATION WITH THE
EMPLOYEES
Fariab*es =o of respondents =o of respondents in D
@ce**ent -$ 0%D
1ood .% /%D
Aerage -% .%D
Poor $ -%D
CHART-%
/T*R&R*T"T/
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(he aboe graph reea*s that 0%D of the emp*oyees fee* that the
management hae ade6uate communication 4ith the emp*oyees in the
organi2ation are e@ce**ent that is they are abso*ute*y satisfied'/%D of the
emp*oyees fee* that the management hae ade6uate communication 4ith
the emp*oyees in the organi2ation are good that is they are satisfied'.%D of
the emp*oyees fee* that the management hae ade6uate communication
4ith the emp*oyees in the organi2ation are aerage that is they are partia**y
satisfied'-%D of the emp*oyees fee* that the management hae ade6uate
communication 4ith the emp*oyees in the organi2ation are poor'
TABLE-%"
WORK AUTONOMY IN THE ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent -$ 0%D
1ood .% /%D
Aerage $ -%D
Poor -% .%D
CHART-%"
/T*R&R*T"T/
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(he aboe graph reea*s that 0%D of the emp*oyees fee* that 4or3
autonomy in the organi2ation are e@ce**ent that is they are abso*ute*y
satisfied'/%D of the emp*oyees fee* that 4or3 autonomy in the organi2ation
are good that is they are satisfied'-%D of the emp*oyees fee* that 4or3
autonomy in the organi2ation are aerage that is they are partia**y
satisfied'.%D of the emp*oyees fee* that 4or3 autonomy in the organi2ation
are poor'
TABLE-%#
AWARENESS ABOUT THE QUALITY O! WORK
BALANCE IN THE ORGANIZATION
Fariab*es =o of respondents =o of respondents in D
@ce**ent .$ $%D
1ood -% .%DAerage -% .%D
Poor $ -%D
CHART-%#
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/T*R&R*T"T/
(he aboe graph reea*s that $%D of the emp*oyees fee* that
a4areness about the 6ua*ity of WOR? BALA=; in the organi2ation are
e@ce**ent that is they are abso*ute*y satisfied'.%D of the emp*oyees fee* that
a4areness about the 6ua*ity of WOR? BALA=; 4or3 in the organi2ation
are good that is they are satisfied'.%D of the emp*oyees fee* that a4areness
about the 6ua*ity of WOR? BALA=; in the organi2ation are aerage that
is they are partia**y satisfied'-%D of the emp*oyees fee* that a4areness
about the 6ua*ity of WOR? BALA=; in the organi2ation are poor'
TABLE-2&
PERCEPTION ABOUT THE JOB SATIS!ACTION
Fariab*es =o of respondents =o of respondents in D
@ce**ent 0% 7%D
1ood -$ 0%DAerage $ -%D
Poor % %D
CHART-2&
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/T*R&R*T"T/
(he aboe graph reea*s that 7%D of the emp*oyees fee* that job
satisfaction in the organi2ation are e@ce**ent that is they are abso*ute*y
satisfied'0%D of the emp*oyees fee* that job satisfaction in the organi2ation
are good that is they are satisfied'-%D of the emp*oyees fee* that job
satisfaction in the organi2ation are aerage that is they are partia**y
satisfied' %D i'e that is none of the emp*oyees fee* that job satisfaction is
poor'
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C/C,S/S
ery organi2ation to sustain in the industry has to satisfy some of the
basic needs and demands of its emp*oyees' Satisfied and motiated emp*oyees are
the source of achieing the organi2ationa* goa*s and objecties'
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)n order to use the ma@imum potentia* of the human resource! the
organi2ation has to proide them 4ith the best 6ua*ity of their 4or3ing *ife'
(herefore eery organi2ation needs to update and improe the 6ua*ity of
WOR? BALA=; of the emp*oyees 4ho ma3e better contribution to production!
6ua*ity and productiity'
;)L has proed itse*f to be the number one in the e*ectronics
industry' )t has pioneered in many ne4 areas because of its inentory of
professiona* and s3i**ed emp*oyees' And this 4as on*y possib*e by
proiding its emp*oyees! good 4or3ing conditions and 4e*fare faci*ities'
;)L is recogni2ed as the organi2ation 4ith neg*igib*e emp*oyee
turnoer' (his is because it gies its emp*oyees ade6uate and fair
compensation and the emp*oyees hae no reason to 6uit the company' (his
can be supported by the fact that the emp*oyees in ;);); BA=? hae a
serice more than .% years on an aerage'
(here is a cordia* atmosphere of co#operation and co#ordination bet4een
the emp*oyees and emp*oyers' (he f*o4 of communication is f*e@ib*e and c*ear the
career prospects of ;);); BA=? are considered to be the best in the pub*ic sector'
(hey p*an for the career dee*opment of the emp*oyees since they join'
(herefore they gie the potentia* emp*oyees permanent emp*oyment
and gie them enhance to gro4 both interna**y and e@terna**y'
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(he emp*oyees are gien reasonab*e autonomy for their job' (his ma3es
them fee* more responsib*e and cha**enging and 4or3 hard for
achieing it' (here e@ists a strong bond among the emp*oyees! 4hich
he*ps them to 4or3 as team and ma3e group accomp*ishments'
(hough there are some *imitations *i3e office *ayout! seating
arrangements and *ac3 of seriousness of 4or3ers! it has sustained in the
industry and is cha**enging the competition'
;);); BA=?is striing hard to reduce the *imitations by practicing
better QWB interentions
and ma3e it een better p*ace to 4or3 ')t is in the process of updating
and moderni2ing
the 4or3ing conditions in tune 4ith the priate organi2ations' +ina**y!
4e can conc*ude that;);); BA=?is proiding its emp*oyees best Qua*ity
of Wor3 Life! 4hich inf*uence their performance and productiity
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FINDING'
The infrastructure is found healthy and hygienic and many of
the employees are satisfied with the present environment to
work with.
There is a positive attitude towards ICICI and the company is
also in the leading position in the banking sector.
The technology opted by ICICI is a benchmark and some other
financial institutions also follow this.
ICICI has the highest E-Learning library which helps in grooming
the employees for higher levels.
The employees are not satisfied with the procedure of availing
the leave
The employees are satisfied with the number and types of
leaves provided to them.
The Quality control systems of the organisation helps the
employee to avoid the mistakes and improve their
performances
Employees in ICICI are always supported by the hierarchy in
their personal and professional life.
The ecurity systems are user friendly and risk free in ICICI.
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The travel claims and transport facilities provided by ICICI are
easy to avail and secured enough to travel with.
The Travel benefits and discounts given by ICICI are !orld wide
and can be utilised under the employee scheme.
'UGGE'TION'
Creation of feasi&ility in the pro#ess of utilisation of the lea*es
pro*ided to the employee.
o impro*e the relation &et!een the senior mana$ement of the
#ompany and the first le*el employees.
Should #on#entrate more on the si5 si$ma pro#ess feed&a#/s to
impro*e the relation &et!een su&ordinate and &oss in turn a#hie*e
the or$anisational $oals.
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BIBLIOGRAPHY
INTERNET
• !!!.$oo$le.#om
• !!!.as/.#om
BOOK'
• Human Resour#e and (ersonnel Mana$ement - illiam
rether
• 0C4A0 Uni*ersity (ress - HRM Re*ie!
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APPENDICES
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6*ST//"R*
=A,:
<PAR(,=(:
-' What is your opinion about the job enironment and 4or3ingconditionsK
a' @ce**ent b' 1ood c' Aerage d' Poor
.' What is your perception about the gro4th and securityopportunitiesK
a' @ce**ent b' 1ood c' Aerage d' Poor
0' What is your perception about the career#p*anning program in the
organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
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/' What is your perception about the pay structure in the organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
$' What is your opinion about the promotion systemK
a' @ce**ent b' 1ood c' Aerage d' Poor
7' What is your opinion about that you are ab*e to *earn and ne4 s3i**s
in this
Organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
&' What are the steps ta3en for the job enrichment for emp*oyeesK a' <e*iberate upgrading of responsibi*ity
b' Widening the scope of actiities
c' Setting the cha**enges in 4or3
d' 1iing e@posure to ariety of jobs
8' What is the purpose of job design and goa* setting in theorgani2ationK
a' )t faci*itates 4or3 f*o4
b' ffectie co#ordination and integration
c' Positie impact on emp*oyee satisfaction
d' A** the aboe
9' What is your perception about the sensib*e integration of job! career!
fami*y Ba*ance
and *eisure timeK
a' @ce**ent b' 1ood c' Aerage d' Poor
-%&
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-%' What is your perception 4ith the *eaes proided by the
organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
--' What is your perception about the *eae trae* concession that is
proided by the
Organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
-.' What is your opinion about the ;anteen faci*itiesK
a' @ce**ent b' 1ood c' Aerage d' Poor
-0' What is your perception about the transport faci*itiesK
a' @ce**ent b' 1ood c' Aerage d' Poor
-/' What is your opinion about the sanitation and c*ean*y measuresK
a' @ce**ent b' 1ood c' Aerage d' Poor
-$' What is your opinion about the training gien by the organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
-7' What is your opinion about the management *iaise bet4een theemp*oyees and
the unionK
a' @ce**ent b' 1ood c' Aerage d' Poor
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-&' What is your opinion that the management hae ade6uatecommunication 4ith
the emp*oyeesK
a' @ce**ent b' 1ood c' Aerage d' Poor
-8' What is your opinion about the Wor3 Autonomy in the organi2ationK
a' @ce**ent b' 1ood c' Aerage d' Poor
-9' What is your opinion about that the a4areness of Qua*ity of WOR?
BALA=; in the
organi2ation K
a' @ce**ent b' 1ood c' Aerage d' Poor
.%' What is your perception about the job satisfactionK
a' @ce**ent b' 1ood c' Aerage d' Poor