rm_rbl

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Index

Sr. No Particulars Page No

1 Introduction 2

2 Objectives Of The Study 5

3 Organization Culture 6

4 Organizational Effectiveness 7

5 Employee Engagement 8

6 Methodology, Procedure, Instructions 10

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Data Collected, Quantification &

Inference 11

8 Conclusion, Scope, Recommendations 33

9 Bibliography 35

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Research Methodology

Introduction

Research is a logical and systematic search for new and useful information on a particular

topic.

What are the Objectives of Research?

The prime objectives of research are

1. To discover new facts

2. To verify and test important facts

3. To analysis an event or process or phenomenon to identify the cause and effect

relationship

4. To develop new scientific tools, concepts and theories to solve and understand

scientific and nonscientific problems

5. To find solutions to scientific, nonscientific and social problems and

6. To overcome or solve the problems occurring in our everyday life.

What Makes People do Research?

This is a fundamentally important question. No person would like to do research unless there

are some motivating factors. Some of the motivations are the following:

1. To get a research degree (Doctor of Philosophy (Ph.D.)) along with its benefits like

better employment, promotion, increment in salary, etc.

2. To get a research degree and then to get a teaching position in a college or university

or become a scientist in a research institution

3. To get a research position in countries like U.S.A., Canada, Germany, England, Japan,

Australia, etc. and settle there

4. To solve the unsolved and challenging problems

5. To get joy of doing some creative work

6. To acquire respectability

7. To get recognition

8. Curiosity to find out the unknown facts of an event

9. Curiosity to find new things

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10. To serve the society by solving social problems.

Some students undertake research without any aim possibly because of not being able to

think of anything else to do. Such students can also become good researchers by

motivating themselves toward a respectable goal. As pointed out by Prof. Rajesh

Kasturirangan (NIAS,IISc) even if you work in a company or run a company, a mind

inclined towards research would do better than a mind not trained for it and it was like the

story of the hare and the tortoise. If you have a mind trained for research, you will be the

tortoise – the climb would be slow and steady, but eventually you would win the race.

Importance of Research

Research is important both in scientific and nonscientific fields. In our life new problems,

events, phenomena and processes occur every day. Practically, implementable solutions and

suggestions are required for tackling new problems that arise. Scientists have to undertake

research on them and find their causes, solutions, explanations and applications. Precisely,

research assists us to understand nature and natural phenomena.

Some important avenues of research are:

1. A research problem refers to a difficulty which a researcher or a scientific community

or an industry or a government organization or a society experiences. It may be a

theoretical or a practical situation. It calls for a thorough understanding and possible

solution.

2. Research on existing theories and concepts help us identify the range and applications

of them.

3. It is the fountain of knowledge and provide guidelines for solving problems.

4. Research provides basis for many government policies. For example, research on the

needs and desires of the people and on the availability of revenues to meet the needs

helps a government to prepare a budget.

5. It is important in industry and business for higher gain and productivity and to

improve the quality of products.

6. Mathematical and logical research on business and industry optimizes the problems in

them.

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7. It leads to the identification and characterization of new materials, new living things,

new stars, etc.

8. Only through research inventions can be made; for example, new and novel

phenomena and processes such as superconductivity and cloning have been

discovered only through research.

9. Social research helps find answers to social problems. They explain social phenomena

and seek solution to social problems.

10. Research leads to a new style of life and makes it delightful and glorious.

Emphasizing the importance of research Louis Pasteur said: I beseech you to take

interest in these sacred domains called laboratories. Ask that there be more and that

they be adorned for these are the temples of the future, wealth and well-being. It is

here that humanity will learn to read progress and individual harmony in the works of

nature, while humanity’s own works are all too often those of barbarism, fanaticism

and destruction.

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OBJECTIVES OF THE STUDY

The objective of the study is the purpose for which the study is conducted and it is

undertaken. The objective decides the procedure and the path, which will be taken for the

study. The objective is the base on which the foundation of the study is built. The objective

should be decided with utmost concentration and due consideration.

The objective of our study is:

To analyze the organizational culture in RBL Bank

To analyze the employee engagement in RBL Bank

To analyze organizational effectiveness in RBL Bank

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ORGANIZATIONAL CULTURE

Organizational culture is a concept in the field of Organizational studies and management,

which describes the attitudes, experiences, beliefs, and values of an organization. It has been

defined as "the specific collection of values and norms that are shared by people and groups

in an organization and that control the way they interact with each other and with

stakeholders outside the organization

Strong culture is said to exist where staff respond to stimulus because of their alignment to

organizational values.

Conversely, there is weak culture where there is little alignment with organizational values

and control must be exercised through extensive procedures and bureaucracy.

Where culture is strong—people do things because they believe it is the right thing to do—

there is a risk of another phenomenon, Groupthink. Irving L. Janis described “Groupthink”.

He defined it as "...a quick and easy way to refer to a mode of thinking that people engage

when they are deeply involved in a cohesive in-group, when members' strivings for

unanimity override their motivation to realistically appraise alternatives of action." This is a

state where people, even if they have different ideas, do not challenge organizational

thinking, and therefore there is a reduced capacity for innovative thoughts. This could occur,

for example, where there is heavy reliance on a central charismatic figure in the organization,

or where there is an evangelical belief in the organization’s values, or also in groups where a

friendly climate is at the base of their identity (avoidance of conflict). In fact groupthink is

very common, it happens all the time, in almost every group. Members that are defiant are

often turned down or seen as a negative influence by the rest of the group, because they bring

conflict.

Innovative organizations need individuals who are prepared to challenge the status quo—be it

groupthink or bureaucracy, and also need procedures to implement new ideas effectively.

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ORGANIZATIONAL EFFECTIVENESS

Organizational effectiveness is the concept of how effective an organization is in achieving

the outcomes the organization intends to produce. The idea of organizational effectiveness is

especially important for non-profit organizations as most people who donate money to non-

profit organizations and charities are interested in knowing whether the organization is

effective in accomplishing its goals.

An organization's effectiveness is also dependent on its communicative competence and

ethics. The relationship between these three is simultaneous. Ethics is a foundation found

within organizational effectiveness. An organization must exemplify respect, honesty,

integrity and equity to allow communicative competence with the participating members.

Along with ethics and communicative competence, members in that particular group can

finally achieve their intended goals.

Organizational effectiveness is an abstract concept and is basically impossible to measure.

Instead of measuring organizational effectiveness, the organization determines proxy

measures, which will be used to represent effectiveness. Proxy measures used may include

such things as number of people served, types and sizes of population segments served, and

the demand within those segments for the services the organization supplies.

For instance, a non-profit organization which supplies meals to house bound people may

collect statistics such as the number of meals cooked and served, the number of volunteers

delivering meals, the turnover and retention rates of volunteers, the demographics of the

people served, the turnover and retention of consumers, the number of requests for meals

turned down due to lack of capacity (amount of food, capacity of meal preparation facilities,

and number of delivery volunteers), and amount of wastage. Since the organization has as its

goal the preparation of meals and the delivery of those meals to house bound people, it

measures its organizational effectiveness by trying to determine what actual activities the

people in the organization do in order to generate the outcomes the organization wants to

create.

Activities such as fundraising or volunteer training are important because they provide the

support needed for the organization to deliver its services but they are not the outcomes per

se. These other activities are overhead activities, which assist the organization in achieving its

desired outcomes.

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EMPLOYEE ENGAGEMENT

Employee engagement is a concept that is generally viewed as managing discretionary effort,

that is, when employees have choices, they will act in a way that furthers their organization's

interests. An engaged employee is a person who is fully involved in, and enthusiastic about,

his or her work.

Engaged employees care about the future of the company and are willing to invest the

discretionary effort. Engaged employees feel a strong emotional bond to the organization that

employs them.

FACTORS AFFECTING EMPLOYEE ENGAGEMENT:

1. Employee perceptions of job importance.

2. Employee clarity of job expectations. "If expectations are not clear and

basic materials and equipment not provided, negative emotions such as boredom or

resentment may result, and the employee may then become focused on surviving

more than thinking about how he can help the organizations succeed."

3. Career advancement/improvement opportunities. "Plant supervisors and managers

indicated that many plant improvements were being made outside the suggestion

system, where employees initiated changes in order to reap the bonuses generated by

the subsequent cost savings."

4. Regular feedback and dialogue with superiors. "Feedback is the key to giving

employees a sense of where they’re going, but many organizations are remarkably

bad at giving it. "'What I really wanted to hear was 'Thanks. You did a good job.' But

all my boss did was hand me a check.'

5. Quality of working relationships with peers, superiors, and subordinates. "...If

employees' relationship with their managers is fractured, then no amount of perks will

persuade the employees to perform at top levels. Employee engagement is a direct

reflection of how employees feel about their relationship with the boss."

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6. Perceptions of the ethos and values of the organization

7. Effective Internal Employee Communications - which convey a clear description of

"what's going on". "'If you accept that employees want to be involved in what they are

doing then this trend is clear (from small businesses to large global organizations).

The effect of poor internal communications is seen as its most destructive in global

organizations which suffer from employee annexation - where the head office in one

country is buoyant (since they are closest to the action, know what is going on, and

are heavily engaged) but its annexes (who are furthest away from the action and know

little about what is happening) are dis-engaged. In the worst case, employee

annexation can be very destructive when the head office attributes the annex's low

engagement to its poor performance... when its poor performance is really due to its

poor communications.

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METHODOLOGY OF THE STUDY

Methodology refers to more than a simple set of methods; rather it refers to the rationale

and the philosophical assumptions that underlie a particular study. This is why scholarly

literature often includes a section on the methodology of the researchers.

For the purpose of this study, the type of research undertaken was primary research,

which comprised of collecting information through questionnaires from the selected

sample. Primary research is more detailed and it involves getting close information from

the sample directly.

PROCEDURE OF THE STUDY:

The study was conducted by getting questionnaires filled by RBL Bank employees. Then

the data collected was tabulated and various tools like SPSS and Microsoft Excel were

used for the quantification of the data collected.

INSTRUCTIONS GIVEN `TO SAMPLE INDIVIDUALS:

The employees of RBL Bank, who were selected as a part of the sample, were told to fill

the questionnaires with legitimate details in the questionnaire. The sample individuals

were also requested to give the true and fair picture of the organization and the working

environment of the organization, as this would help us in getting a fair picture of the

organization and help us get the true findings from the study.

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DATA COLLECTED, QUANTIFICATION AND INFERENCE

QUESTIONNAIRE – 1—EMPLOYEE ENGAGEMENT

QUESTION -- 1

Does your work group plan together and coordinate its efforts?

Frequency Percent Valid Percent Cumulative Percent

Indifferent 1 10.0 10.0 10.0

Agree 8 80.0 80.0 90.0

Strongly agree 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: From the above findings of the question, the inference that can be drawn is

that most of the employees think or consider that there is planning and coordination among

he various workgroup of the organization. 80% of the total sample agree that there is

planning and coordination among the various workgroups in an organization.

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QUESTION-- 2

Does your work group make good decisions and solve problems well?


Indifferent 1 10.0 10.0 10.0

Agree 6 60.0 60.0 70.0


Total 10 100.0 100.0

INFERENCE: The inference drawn is that a majority of the employees feel that their

workgroup makes good decisions and solves problems well. But there is no one who is

against this statement.

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QUESTION – 3

Do you have confidence and trust in the persons in your workgroup?

INFERENCE: The answer to this question came as a mixed response. Same proportion of

individuals agreed strongly and was indifferent about it. But, the difference between those

who agree and disagree is only 10%, which shows that there is distrust among individuals in

the workgroups.


Valid Disagree 2 20.0 20.0 20.0

Indifferent 3 30.0 30.0 50.0

Agree 2 20.0 20.0 70.0


Total 10 100.0 100.0

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QUESTION – 4

Overall, are you satisfied with your boss?

INFERENCE: Most of the employees (80%) are satisfied with their bosses.

The rest must have expected more or less from their boss


Valid Indifferent 2 20.0 20.0 20.0

Agree 6 60.0 60.0 80.0


Total 10 100.0 100.0

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QUESTION -- 5

Are you satisfied with this organization?


Valid Indifferent 1 10.0 10.0 10.0

Agree 7 70.0 70.0 80.0


Total 10 100.0 100.0

INFERENCE: A majority of the employees (90%), are satisfied with the organization. Only

10% are indifferent and there is no one who is dissatisfied.

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QUESTION -- 6

Are you satisfied with the progress you have made in this organization up till now?


Valid Disagree 1 10.0 10.0 10.0

Indifferent 2 20.0 20.0 30.0

Agree 5 50.0 50.0 80.0


Total 10 100.0 100.0

INFERENCE: A majority of the employees are satisfied with the progress they have made

in the organization. This proves that the organization provides ample growth opportunities to

its employees.

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QUESTION – 7

The team has enough freedom to decide its sway of working

Frequency Percent Valid Percent

Cumulative

Percent

Valid Strongly disagree 1 10.0 10.0 10.0

Disagree 1 10.0 10.0 20.0

Indifferent 5 50.0 50.0 70.0

Agree 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE: Not many employees feel there is enough freedom in the teams in the

organization to do the work at their comfort zone

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QUESTION -- 8

The sense of responsibility and accountability is pretty high amongst the team members?


Cumulative

Percent

Valid

Disagree 1 10.0 10.0 10.0

Indifferent 2 20.0 20.0 30.0

Agree 5 50.0 50.0 80.0


Total 10 100.0 100.0

INFERENCE: The above data shows that there is a high sense of responsibility among the team

members and that the team members are responsible about their tasks.

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Questionnaire 2 – EMPLOYEE ENGAGEMENT

(a) The size of a room and its furniture, is according to a person's rank

Frequency Percent

Valid

Percent

Cumulative

Percent

Accurate 3 30.0 30.0 30.0

Good

description 1 10.0 10.0 40.0

Not so true 4 40.0 40.0 80.0

Least true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: In the organization employee’s cabins are not according to the person’s rank.

There are open cabins being used by all the employees, which promote informality in

communication between employees.

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(b) People believe there are too many external constraints, which are difficult

to fight


Accurate 3 30.0 30.0 30.0

Least true 7 70.0 70.0 100.0

Total 10 100.0 100.0

INFERENCE:

During our survey we found out that the employees of RBL Bank believes that it is not

difficult to fight external constraints, they can be easily overcome.

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(C) The leaders here expect to be implicitly obeyed.


Cumulative

Percent

Accurate 1 10.0 10.0 10.0

Good

description 1 10.0 10.0 20.0

Not so true 5 50.0 50.0 70.0

Least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization there is a friendly and informal environment the leaders here don’t expect

to be implicitly obeyed.

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(D) The leaders here are role models for their people


Cumulative

Percent

good

description 2 20.0 20.0 20.0

not so true 5 50.0 50.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE::

In the organization employees believe that the leaders are not role models for their people.

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(e) In meetings, seats for those at top are fixed. Generally, meetings are not held without

top managers.


Cumulative

Percent

Accurate 2 20.0 20.0 20.0

good

description 2 20.0 20.0 40.0

not so true 1 10.0 10.0 50.0

least true 5 50.0 50.0 100.0

Total 10 100.0 100.0

INFERENCE: In the organization basically there is an informal environment. For example

during meetings no fixed sitting plans are formed.

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(f) Rules and regulations are given high importance

Frequency Percent

Valid

Percent

Cumulative

Percent

Accurate 1 10.0 10.0 10.0

good

description 5 50.0 50.0 60.0

not so true 1 10.0 10.0 70.0

least true 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE: In the organization a majority of employees believe that rules and regulations

are given high importance, which means that there is discipline in the organization.

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(g) People communicate with one another to solve problems.


Accurate 6 60.0 60.0 60.0

good

description 2 20.0 20.0 80.0

not so true 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE:

In the organization employees coordinate and communicate with one another to solve

problems. Which shows that in the organization there is team work and unity while solving

problems.

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(h) A lot of attention is given to updating technology.


Cumulative

Percent

Accurate 4 40.0 40.0 40.0

good

description 3 30.0 30.0 70.0

not so true 2 20.0 20.0 90.0

least true 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE:During our survey we found out that the employees feel that RBL Bank pays

a lot of attention to updating technology.

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QUESTIONNAIRE -- EMPLOYEE EFFECTIVENESS

QUESTION – 1

Do you know what is expected of you at work?


very much 7 70.0 70.0 70.0

Much 2 20.0 20.0 90.0

very little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: About 70% of the people know exactly what organization expect from them,

20% more or less know, and only few of them are unaware of it. On the whole every

employee of the firm is aware of their work.

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QUESTION - 2

Do you have the materials and equipment you need to do your work right?


very much 2 20.0 20.0 20.0

much 6 60.0 60.0 80.0

somewhat 1 10.0 10.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: Most of the employees are fully satisfied with the avaibility of the materials

and equipment’s, most of the employee are not fully but still satisfied and rare of them think

that materials and equipment’s are not unto the mark.

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QUESTION - 3

At work, do you have the opportunity to do what you do best everyday ?


very

much 2 20.0 20.0 20.0

much 5 50.0 50.0 70.0

somewhat 3 30.0 30.0 100.0

Total 10 100.0 100.0

INFERENCE: Not very much employee feels that they get the opportunity to deliver their

best (20%), majority of population feels that they get enough opportunity, but still a bunch of

people doesn’t feel like that.

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QUESTION - 4

Does your supervisor, or someone at work, seems to care about you as a person?


very much 3 30.0 30.0 30.0

Much 3 30.0 30.0 60.0

Somewhat 3 30.0 30.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: Here we got a very mix reaction almost equal in every respect. 30%

employee feel that they get full support and help from their superior,30% feels they get

enough support, 40%(30%+10%) feel they get little or no support.

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QUESTION – 5

Is there someone at work who encourages your development?


very much 3 30.0 30.0 30.0

much 5 50.0 50.0 80.0

somewhat 1 10.0 10.0 90.0

Little 1 10.0 10.0 100.0

Total 10 100.0 100.0

INFERENCE: Most of the people feels that they are encouraged by someone. and only few

think that there is no one to encourage them.

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QUESTION - 11

In the last six months, has someone at work talked to you about your progress?


very much 2 20.0 20.0 20.0

Much 4 40.0 40.0 60.0

Somewhat 2 20.0 20.0 80.0

Little 2 20.0 20.0 100.0

Total 10 100.0 100.0

INFERENCE: More than 50% employee says that there are someone who constantly talked

about their progress in last 6 months, and 40% feels not so many or no one had talked to them

regarding the progress.

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CONCLUSION

We see that nearly all the employees of the firm feel that there is employee engagement,

organization effectiveness and organization culture. This means that the employees feel that

they have a shared set of values, beliefs and thought. Apart from this we even see that the

employees feel that there is good team spirit among them.

SCOPE OF IMPROVEMENT:

Although we see that majority of the employees feel that the organization has an effective

culture and the employees even appreciate their teamwork but if we analyze the

questionnaires deeply we see that some of the employees are still not satisfied with their

organization. Thus in order to improve the present situation the organization needs to fulfill

all the employees’ aspirations. This the firm can do in many ways:

Recommendations

A career path that provides opportunities for advancement.

Better management and effective communications.

Reasonable workload.

Engage by concentrating on four areas- selection, expectation, motivation and

development.

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CONCLUSION

On the basis of the survey done by us we have come to the following conclusion.

Organization Culture

In RBL BANK, culture plays a significant role. The firm already has a good organization

culture according to the survey done by us. Organization culture is the unifying and shared

patterns of thoughts, freely value and action that serve to bind together organizational

members and distinguish them from non-members. Thus we see that in RBL, the organization

takes care of most of the employees.

Employee Engagement

Employee engagement is a two-way communication processes between the employees the

organization. After scrutinizing the questionnaire we see that RBL BANK has an effective

employee engagement. The employees in this firm can readily relate themselves to the

organization. The employees in this organization feel more engaged when they make unique

contribution to the organization. The employee structure of RBL BANK is very loyal to the

firm (according to the calculation done). There is little among them and we see that the

employees perceive themselves as being unified with the organization.

Organizational Effectiveness.

By organizational effectiveness, we mean how effective an organization is to achieve its goal.

In the context of RBL BANK, we perceive that the firm has a sound management, strong

governance and a willful dedication to achieve its specific goals. Most of the employees

agree with the fact that the organization is effective to accomplish its target in time.

METHODOLOGY

The sample study was conducted on sample size of 10. Samples were employees from all

managerial level Of RBL BANK.

Aim

To find the deviation in the responses given by the employees and interpreting and analyzing

there responses to questionnaires on the above mentioned parameters.

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Parameter of analysis

1. Organizational culture

2. Employee engagement

3. Organization effectiveness.

PROCESS

1. Review of literature

2. Employees personal interview and getting fixed questionnaires.

3. Sorting and classification of questionnaire

4. Creating database using excel sheet, SPSS.

5. Calculation of MODE of individual data.

6. Analyzing interpreting and graphical representation of the collected data.

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Bibliography

http://www.google.co.in/search?hl=en&q=employee+blogs+on+rbl+bank&meta

http://www.cuil.com/

http://www.wikipedia.org/

www.blackle.com

https://en.wikipedia.org/wiki/Methodology

http://arxiv.org/pdf/physics/0601009.pdf

http://www.socscidiss.bham.ac.uk/methodologies.html

http://www.google.co.in/search?hl=en&q=employee+blogs+on+rbl+bank&meta

http://www.cuil.com/

http://www.wikipedia.org/

http://www.blackle.com/

https://en.wikipedia.org/wiki/Methodology

http://arxiv.org/pdf/physics/0601009.pdf