Table of Contents

CONTENTS PAGE NUMBERS

List of Tables
List of Figures
1. INTRODUCTION
2. REVIEW OF LITERATURE
3. THE COMPANY\
4. DATA ANALYSIS &PRESENTATION
4.1 Presentation and Analysis
4.2 Interpretations
5. SUMMARY & CONCLUSIONS
6. BIBLIOGRAPHY
7. APPENDICES
Appendix Questionnaire

i
ii

1

7

21


33





50

53

54





LIST OF TABLES
S.NO T. No. TABLE Page
No.
1
2
3
4
5

6

7
8
9
10
11
12

13
14
15
16

17

18
3.1
3.2
4.1.1
4.1.2
4.1.3

4.1.4

4.1.5
4.1.6
4.1.7
4.1.8
4.1.9
4.1.10

4.1.11
4.1.12
4.1.13
4.1.14

4.1.15

4.1.16
Board of directors
Key Executives
The type of incentives motivate the employee more
Chi-square test-I
The factors which De-motivates the employee at work
place
Satisfaction of employees with the incentives provided by
org.
Effect of employee job on employee skills and abilites
Incentives and other benefits influence performance
Interest of management on motivation of employee
Management decisions in Employee department
Enthusiasium of employees at work
Encouragement of employees for doing work in better
way
Promotion of employees at work in the last six months
Recognization of employees work
Rank the factors which motivates employee most
Employees nomination for training and development
program
Management feedback to employees to solving work
related problems
Satisfaction of employees with their job
31
31
33
34
36

37

38
39
40
41
42
43

44
45
46
47

48

49





i


LIST OF FIGERS
S.NO Fig.No FIGERS Page No.
1
2

3

4
5
6
7
8
9

10
11
12
13

14

15



4.1.a
4.1.b

4.1.c

4.1.d
4.1.e
4.1.f
4.1.g
4.1.h
4.1.i

4.1.j
4.1.k
4.1.l
4.1.m

4.1.n

4.1.o
The type of incentives motivate the employee more
The factors which De-motivates the employee at work
place
Satisfaction of employees with the incentives provided
by org.
Effect of employee job on employee skills and abilites
Incentives and other benefits influence performance
Interest of management on motivation of employee
Management decisions in Employee department
Enthusiasium of employees at work
Encouragement of employees for doing work in better
way
Promotion of employees at work in the last six months
Recognization of employees work
Rank the factors which motivates employee most
Employees nomination for training and development
program
Management feedback to employees to solving work
related problems
Satisfaction of employees with their job
33
36

37

38
39
40
41
42
43

44
45
46
47

48

49















CHAPTER: 1
INTRODUCTION









INTRODUCTION

Human beings are a resource to an organization. Like another resource they represent an
investment whose development and utilization require proper managing. There is a fundamental
trust the people are organizations most important assets.
Performance results from the interaction of physical, financial and human resource.
The first two are inanimate; they are translated into productivity only when human element is
introduced. In dealing with employees, however an intangible factor of will, violence or freedom
of choice is introduced, and workers can increase or decrease their productivity as they choose.
This human quality gives rise to need for motivation.
Motivation is one of the most important factors affecting human behavior. Motivation
not only affects other factors like perception and Learning but also affect the total performance
of an individual in organizational setting. This is the reason why managers attach great
importance to motivation in an organization.
At one time, employees were considered just another input into the production of goods
and services. What perhaps changed this way of thinking about employees was reached, referred
to as the Hawthorne studies, conducted by Elton Mayo from 1924 to 1932(Dickson, 1973). This
study found employees are not motivated solely by money and employee behavior is linked to
their attitudes (Dickson, 1973)
The Hawthorne studies began the human relations approach to management, where by
the needs and motivations of employees become the primary focus of managers (Bedeian, 1993).



RESEARCH PROBLEM
The research problem in this study is associated with the motivation of employees of
SYNDICATE BANK. There are a variety of factors that influence a persons level of motivation.
Some of these factors include
1. The pay and benefits
2. The perceived fairness of promotion system within a company
3. Quality of the working conditions
4. Leadership and social relationships
5. Employee recognition
6. Job security
7. Career development opportunities etc.
motivated employees are a great asset to any organization. It is because the
motivation and Job Satisfaction is clearly linked. Hence this study is focusing on the employee
motivation in the organization.

SIGNIFICANCE OF THE STUDY:

The study is intended to evaluate motivation of employees in the organization. A good
motivational program is essential to achieve goal of the organization. If efficient motivational
programmes of employees are made not only in this particular organization but also any other
organization. The organizations can achieve the efficiency also to develop a good organizational
culture.

Motivation has variety of effects. These effects may be seen in the context of an
individuals physical and mental health, productivity, absenteeism and turnover. Employee
delight has to be managed in more than one way. This helps in retaining and nurturing the true
believers.
This study helps the researcher to realize the importance of effective employee
motivation. This research study examines types and levels of employee motivational programs
and also discusses management ideas that can be utilized to innovate employee motivation. It
helps to provide insights to support future research regarding strategic guidance for organizations
that are both providing and using reward/recognition programs.

OBJECTIVES OF THE STUDY:

1. To analyze and examine the effectiveness of Motivation Programmes in
SYNDICATE BANK
2. To study the effect of monetary and non-monetary benefits provided by the organization
on the employees performance.
3. To study the effect of job promotions on employees.
4. To study the employees opinion on the Motivation in SYNDICATE BANK






LIMITATIONS OF THE STUDY:

The project is done for the period of 45 days the information gathered may not be cent
percent accurate and thus have the following limitations.
1. This study covers those employees who are working at SYNDICATE BANK.
2. The understand and knowledge may vary from person to person. The replied gives by the
respondents are taken for granted, though they are not uniform.
3. Since names are mentioned in most of questionnaires, most of the employees answered
favorable to the company. This might have led to wring finding in the study.
4. The interpretation being based on percentage method is not definite.
5. The report is subjects to changes with fast changing scenario.













METHODOLOGY:
SCOPE:
1. The study is aimed at finding out the employees opinions of SYNDICATE BANK.
2. The research as taken up 50 samples for study.
3. The information obtained from the primary and secondary data was limited to
SYNDICATE BANK.
4. The study is restricted to a particular area (Hyderabad, Chikkadapally).
Sample Design
A sample design is a finite plan for obtaining a sample from a given population. Simple
Random sampling is used for this study.
Sample Size
Number of the sampling units selected from the population is called the size of the
sample. Sample of 50 respondents were obtained from the population.
Sources of Information:
The data were collected through Primary and secondary sources.
Primary Source:
The primary sources are discussion with employees, datas collected through
questionnaire.
Secondary Source:
The secondary data mainly consists of data and information collected from records,
companywebsites and also discussion with the management of the organization. Secondary data
was also collected from journals, magazines and books.


Questionnaire:
A well defined questionnaire that is used effectively can gather information on both
overall performance of the test system as well as information on specific components of the
system. A defeated questionnaire was carefully prepared and specially numbered. The questions
were arranged in proper order, in accordance with the relevance.
Tools and Techniques:
Chi-square test is used to test the hypothesis and draw inferences






































CHAPTER: 2

LITERATURE REVIEW












INTRODUCTION
Rensis Likerthas called motivation as the core of management. Motivation is an effective
instrument in the hands of the management in inspiring the work force .It is the major task of
every manager to motivate his subordinate or to create the will to work among the subordinates.
It should also be remembered that the worker may be immensely capable of doing some work,
nothing can be achieved if he is not willing to work .creation of a will to work is motivation in
simple but true sense of term.
Motivation is an important function which very manager performs for actuating the
people to work for accomplishment of objectives of the organization .Issuance of well conceived
instructions and orders does not mean that they will be followed .A manager has to make
appropriate use of motivation to enthuse the employees to follow them. Effective motivation
succeeds not only in having an order accepted but also in gaining a determination to see that it is
executed efficiently and effectively.
In order to motivate workers to work for the organizational goals, the managers must
determine the motives or needs of the workers and provide an environment in which appropriate
incentives are available for their satisfaction .If the management is successful in doing so; it will
also be successful in increasing the willingness of the workers to work. This will increase
efficiency and effectiveness of the organization .There will be better utilization of resources and
workers abilities and capacities.





The concept of motivation:

The word motivation has been derived from motive which means any idea, need or
emotion that promots a man into action. Whatever may be the behavior of man, there is some
stimulus behind it .Stimulus is dependent upon the motive of the person concerned. Motive can
be known by studying his needs and desires.
There is no universal theory that can explain the factors influencing motives which
control mans behavior at any particular point of time. In general, the different motives operate at
different times among different people and influence their behaviors. The process of motivation
studies the motives of individuals which cause different type of behavior.

Meaning of motivation:
Motivation has been variously defined by scholars. Usually one or more of these words
are included in the definition: desires, wants, aims, goals, drives, movies and incentives.
Motivation is derived from the Latin word Move on which means to move.
Human motives are internalized goals within individuals. A motive is an inner state that
energies activates, or moves and directs or channels behavior towards goals.

Definition:
1. Motivation is the complex forces starting and keeping a person at work in the
organization.

2. Motivation is the various drives within or environmental forces surrounding individual
that stimulate or attract them in a specific manner.
3. Motivation is the art of understanding motives satisfying them to direct and sustain
behavior towards the accomplishment of organization goals.
4. Motivation is the process of operating organizational conditions which will impel
employees of any emotion or desire operation ones will and prompting or driving at it to
action.
Motivation consists of the three interaction and interdependent elements of needs, drives
and goals.
Needs:
These are the deficient, and create whenever there is a physiological or psychological
imbalance.
Drive or motives:
These are set to alleviate needs. These are action oriented and provide an energizing
thrust toward goal accomplishment. They are the very heart of the motivation process.
Goal:
Goals are anything which will alleviate a need and reduce a drive.
Nature of motivation:
Following are some of the characteristics of motivation derive from the definitions
given by various authors.
1. Based on motives: Motivation is base on individuals motive which are internal to individual.
These motives are in the form of feeling that the individual lacks something.

2. Goal directed behavior: Motivation Leads to goal directed behavior. A goal directed
behavior is one which satisfied the causes for which behavior takes place. Motivation has
profound influence on human behavior.
3. Related to satisfaction: Motivation is related to satisfaction. Satisfaction is refers to the
contentment experiences of an individual which we derives out of needs fulfillment.
4. Complex process: Motivation is a complex process; complexity emerges because of the
nature if needs a types of behavior that need attempted to satisfied those needs.
Significance of Motivation:
Motivation involves getting the members of the group to pull weight effectively, to give
their loyalty to the group, to carry out properly the purpose of the organization. The following
results may be expected if the employees are properly motivated.
1. The workforce will be better satisfied if the management provides them with
opportunities to fulfill their physiological and psychological needs. The workers will
cooperate voluntarily with the management and will contribute their maximum towards
the goals of the enterprise.
2. Workers will tend to be as efficient as possible by improving upon their skills and
knowledge so that they are able to contribute to the progress of the organization. This will
also result in increased productivity.
3. The rates of labors turnover and absenteeism among the workers will be low.
4. There will be good human relations in the organization as friction among the workers
themselves and between the workers and the management will decrease.
5. The number of complaints and grievances will come down. Accident will also be low.

6. There will be increase in the quantity and quality of products. Wastage and scrap will be
less. Better quality of products will also increase the public image of the business.


Types of needs:
There are many needs which an individual may have and there are various ways in which
may be classified? Needs may be natural, biological phenomenon in an individual or these may
develop over the period of time through learning. Thus, need may be grouped into 3 categories:

1. Primary need
2. Secondary need
3. General needs
1) Primary needs: These are also known as physiological, biological, basic, or unclear needs.
These needs are common in human beings through their intensity differs.
2) Secondary needs: As contrast to primary needs, these are not natural but are learned by the
individual through experience and interaction. Emergency of these needs depends in learning.
3) General needs: Through a separate classification for general needs is not always given, such
a category seems necessary because there are a number of needs which lie in the grey area
between the primary and secondary needs. In fact, there are certain needs such as need for
competence, curiosity, manipulation, affection, etc.
Theories of Motivation:
Understanding what motivated employees and how they were motivated was the focus of
many researchers following the publication of the Hawthorne study results (Terpstra, 1979). Six

major approaches that have led to our understanding of motivation are McClellands
Achievement Need Theory, Behavior Modification theory; Abraham H Mallows need hierarchy
or Deficient theory of motivation. J.S. Adams Equity Theory, Vrooms Expectation Theory,
Two factor Theory.
McClellands Achievement Need Theory:
According to McClelland there are three types of needs
Need for Achievement (n Ach):
This need is the strongest and lasting motivating factor. Particularly in case of persons
who satisfy the other needs. They are constantly pre occupied with a desire for improvement and
lack for situation in which successful outcomes are directly correlated with their efforts. They set
more difficult but achievable goals for themselves because success with easily achievable goals
hardly provides a sense of achievement.
Need for Power (n Pow):
It is the desire to control the behavior of the other people and to manipulate the
surroundings. Power motivations positive applications results in domestic leadership style, while
it negative application tends autocratic style.
Need for affiliation (n Aff):
It is the related to social needs and creates friendship. This results in formation of
informal groups or social circle.

Behavioral Modification Theory:
According to this theory people behavior is the outcome of favorable and unfavorable
past circumstances. This theory is based on learning theory. Skinner conducted his researches

among rats and school children. He found that stimulus for desirable behavior could be
strengthened by rewarding it at the earliest. In the industrial situation, this relevance of this
theory may be found in the installation of financial and non financial incentives.
More immediate is the reward and stimulation or it motivates it. Withdrawal of reward
incase of low standard work may also produce the desired result. However, researches show that it
is generally more effective to reward desired behavior than to punish undesired behavior. The
water but you cannot force it to drink; it will drink only if it's thirsty - so with people. They will
do what they want to do or otherwise.
Abraham Maslow's hierarchy of human needs :
This theory is the most widely discussed theory of motivation.
The theory can be summarized as thus:
Human beings have wants and desires which influence their behavior; only
unsatisfied needs can influence behavior, satisfied needs cannot.
Since needs are many, they are arranged in order of importance, from the basic to
the complex.
The person advances to the next level of needs only after the lower Level need is
at least minimally satisfied.
The further the progress up the hierarchy, the more individuality, humanness and
psychological health a person will show.
The needs, listed from basic (lowest, earliest) to most complex (highest, Latest) are as
follows:
Self actualization

Self esteem
Social
Safety & security
Physiological

J.S Adams Equity Theory :

Employee compares her/his job inputs outcome ratio with that of reference. If the
employee perceiv es inequity, she/he will act to correct the inequity: lower productivity, reduced
quality, increased absenteeism, voluntary resignation.
Vrooms Expectation Theory:

Vrooms theory is based on the belief that employee effort will lead to performance and
performance will lead to rewards (Vroom, 1964). Reward may be either positive or negative. The
more positive the reward the more likely the employee will be highly motivated. Conversely, the
more negative the reward the less likely the employee will be motivated.
Two Factor Theory:

Douglas McGregor introduced the theory with the help of two views; X assumptions are

Conservative in style Assumptions are modern in style.

X Theory

Individuals inherently dislike work.

People must be coerced or controlled to do work to achieve the objectives.

People prefer to be directed




Y Theory

People view work as being as natural as play and rest

People will exercise self direction and control towards achieving objectives they are

Committed to People learn to accept and seek responsibility.


Types of motivation:
There are 2 types of motivation. They are
1. Positive motivation.
2. Negative motivation.
Positive motivation is a process of attempting to influence others to do your will through the
possibility of gain or reward. Incentive motivation is the pull mechanism.
Negative motivation or fear motivation is based force or fear. Fear causes person to act in a
certain way because they are afraid of the consequences if they dont Fear motivation is the push
mechanism.
The objective of motivation is to create condition in which people are willingly to work with
zeal, initiative, interest and enthusiasm, with a high personal and group.
Moral satisfaction with a sense of responsibility, loyalty and discipline and with pride and
confidence in a most cohesive manner so that the goal of an organization are achieved
effectively.





EMPLOYEE MOTIVATION IN THE WORK PLACE:
The job of a manager in the workplace is to get things done through employees. To do
this the manager should be able to motive employees. To understand motivation one must
understand human nature itself. Human nature can be very simple, yet very complex too. An
understanding and appreciation of this is a prerequisite of effective employee motivation in the
workplace and therefore effective management and leadership.
Motivation is the key to performance improvement:
Performance is considered to be a functional improvement:
Job performance =f (ability) (motivation)
Ability in turn depends on education, experience and training and its improvement is a
slow and long process. On the other hand it can be improved quickly. As a guideline, there are
broadly 7 strategies for motivation.
Positive reinforcement
Effective discipline and punishment
Treating people fairly
Satisfying employee needs
Setting work related goals
Restructuring job
Based rewards on job performance
Basic principles to remember by manager for motivating employees:
1. Motivating employees starts with motivating yourself
2. Always work to align goals of the organization with goals of employees

3. Key to support the motivation of your employees understands what motivates each of
them.
4. Recognize that supporting employees motivation is a process, not a task.
5. Support employees policies by using motivation by organization systems.
Worker motivation must also be viewed from 2 perspectives:
1. Inner drive
2. Outer (external) motivators.
A persons inner drives push and propel him/her towards an employer, a particular job,
career, line of study, or other activity. The outer (external) motivators are the mirror image the
employer or outside world offers in response to the inner drives. In order to attract the cream of
the crop of available workers, same as in his/her dealings with customers, the employer not only
tries to satisfy these basic needs individual workers have.
Most workers need to:
1. Earn wages that will enable them to pay for basic necessities and additional luxuries such
as the purchase of a home, or travel
2. Save for and enjoy old age security benefits
3. Have medical and other insurance coverage
4. Acquire friends at work
5. Win recognition
6. Be acknowledge and rewarded for special efforts and contributions
7. Be able to advance in life and career-wise
8. Have opportunities for self-development
9. Improve their skills, knowledge, and know-how

10. Realize their ideal(s)
The employer responds to those needs by offering and providing:
1. Employment
2. Adequate pay
3. Assistance to workers for their special needs (such as child care arrangements,
transportation, flexible work schedule).
4. Job security
5. Clear company policies
6. Clear and organized work procedures
7. A safe work environment
8. Medical coverage and other benefits
9. An atmosphere of team work and cooperation
10. Social activities
11. Reward and recognition programs
12. Open lines of communication programs
13. Systematic feedback
14. Motivation programs
15. Opportunities for promotion
16. Company/business information
17. Information on customer feedback
18. Sharing of company goals and objectives
19. Information on the market situation and industry
20. Future expectations

It is important that the employer discover other extraordinary needs applicants have before
hiring them and know beforehand whether she/he can satisfy those needs or not. An employee
may have:
Family responsibilities and be unable to work shifts, over time, or weekends.
Heavy financial responsibilities which he/she can meet only by working at 2 jobs, leading
to exhaustion, sick leave, a deficient work performance
A desperate financial need for additional overtime and weekend remuneration
Premature expectations of swift promotions.
In addition to needs and drives, workers have expectations from their employer-they
expect:
A knowledgeable, experienced, expert employer
Clear and fair policies, procedures, and employment practices
Business integrity
Clear job description
Two-way communication
Effective management and supervision
Positive discipline
Good company repute
Good customer relations
Company survival
Opportunity for personal growth
Company growth
A share in the companys success.

Most of these needs, expectations and aspirations are unexpressed-it is up to the employer to
develop a good system of company communications, employee relations, Motivation that will
lead to an environment of openness, cooperation, team work, and motivation that will benefit all
the parties involved.
Motivational methods:
1. Building confidence:
Facing a challenge, meeting it and mastering it help build confidence.
2. Team building:
Team unite and work together when they identify a common purpose whether the aim is
the tallest tower made out of newspaper, or a game of rounders on the park. Competition in
teams or groups creates teams and ignites team effort
3. Coaching and Training:
Games and activities provide a perfect vehicle for explaining the Motivation process
(train the trainer for example) to managers, team leaders and trainers.
4. Personal motivation style and learning:
Everyone is different. Taking part in new games and activities outside of the work
situation illustrates peoples different strengths and working style preferences. Mutual respect
develops when people see skills and attributes in others that they didnt know existed.

5. Continual development:
Introducing people, staff or employees to new experiences opens their minds to new
avenues of personal development, and emphasizes the opportunity for continuous learning that is
available to us all.

6. Improving empathy and communications for motivation
To communicate we must understanding the other person. Empathy and intuitive skills
are right-side brain of the brain, which we use when we communicate and understand others.
Team activities and games promote communications and better mutual understanding-essential
for good organizational performance.









































CHAPTER: 3

THE COMPANY












INTRODUCTION
SYNDICATE BANK was established in 1925 in Udupi, the abode of Lord Krishna in coastal
Karnataka with a capital of Rs.8000/- by three visionaries - Sri Upendra Ananth Pai, a businessman,
Sri Vaman Kudva, an engineer and Dr.T M A Pai, a physician - who shared a strong commitment to
social welfare. Their objective was primarily to extend financial assistance to the local weavers who
were crippled by a crisis in the handloom industry through mobilizing small savings from the
community. The bank collected as low as 2 annas daily at the doorsteps of the depositors through its
Agents under its Pigmy Deposit Scheme started in 1928. This scheme is the Bank's brand equity
today and the Bank collects around Rs. 2 crore per day under the scheme.
The progress of Syndicate Bank has been synonymous with the phase of progressive banking
in India. Spanning over 80 years of pioneering expertise, the Bank has created for itself a solid
customer base comprising customers of two or three generations. Being firmly rooted in rural India
and understanding the grassroot realities, the Bank's perception had vision of future India. It has
been propagating innovations in Banking and also has been receptive to new ideas, without however
getting uprooted from its distinctive socio-economic and cultural ethos. The Bank has been
operating as a catalyst of development across the country with particular reference to the common
man at the individual level and in rural/semi urban centers at the area level. The Bank is well
equipped to meet the challenges of the 21st century in the areas of information technology,
knowledge and competition. A comprehensive IT plan is being put in place and the skills and
knowledge of the Bank's personnel are being upgraded through a variety of training programmes to
promote customer delight in every sphere of its activity. The Bank has launched an ambitious
technology plan called Centralized Banking Solution (CBS) whereby 500 of our strategic branches

with their ATMs are being networked nationwide over a 4 year period.
MEMORABLE MILESTONES IN A 82-YEAR JOURNEY
Growing Far And Wide :
1925 On 10.11.1925, the business of the Bank commenced in Udupi with the name "Canara
Industrial and Banking Syndicate Ltd.," a joint Stock Company with just one employee.
1928 First branch of the Bank opened at Brahmavar in Dakshina Kannada District
1937 Bank became a member of the Clearing House for the first time at Bombay.
1946 29 branches opened in a single day in rural areas.
1953 Took over the assets and liabilities of 2 Local Banks viz. Maharashtra Apex Bank Ltd. and
Southern India Apex Bank Ltd. 20 Banks merged with the Bank during the period 1953-1964.
1957 100th branch opened at Ilkal in Karnataka
1962 Entered Foreign Exchange business by opening Foreign Exchange Department at Bombay.
1963 Name of the Bank changed from "Canara Industrial & Banking Syndicate Ltd." to "Syndicate
Bank Limited". Head Office was shifted to Manipal on 19.4.1964.
1966 Economic Research Department set up. One of the first few Banks to emphasize on research
in Banking even before nationalization.
1969 Bank had 306 branches at the time of nationalization of which 66% were in Rural and Semi
Urban centers. Opened a branch at Port Blair in Andaman and Nicobar islands
1970 First Staff Training College started at Head Office
1971 First specialized branch in Foreign Exchange opened at Delhi.
1972 Opened a branch at Lakshadweep islands

1976 First overseas branch opened at London on 17.8.76.
1983 Took up management of Al Shabei Finance and Exchange Co. in Doha
1984 Took up management of Musandam Exchange Co. in Muscat
1984 1000th branch opened at Delhi Hauz Khas
1989 1500th branch opened at Kanakumbi
1991 First Specialized Industrial Finance Branch opened at Mumbai.
1995 First Specialized Housing Finance Branch opened at Mangalore
1999 Bank raised Capital of Rs.125 Crore in Oct.1999 from more than 4 lakh shareholders
2000 First Specialized Capital Market Services branch opened at Mumbai
2001 First branch under CBS (Core Banking Solution) started operation at Bangalore.
2002 Centralized Banking Solution under the brand name "Syndicate-e-banking" launched at Delhi,
Mumbai, Bangalore and Manipal.
2003 Bank enters into MOU with Bajaj Allianz for distribution of Life Insurance products.
2003 Toll Free Voice Mail System for redressal of grievances introduced.
2004 Bank ties up with United India Insurance Co. Ltd. for distribution of Non-Life Insurance
products
2004 Utility bill payment services through Internet banking introduced.
2005 Introduced On-line reservation of Railway Tickets through Indian Railway Catering &
Tourism Corporation Ltd. (IRCTC) for Internet banking customers of our Bank.
2005 Bank approached the Capital Market with Rs.5 Crore equity shares at a premium of Rs.40
through Book building route Bank collected Rs.250 Crore and the issue was oversubscribed

by 29.275 times.
2005 Amalgamation of 4 Regional Rural Banks of Karnataka to form Karnataka Vikas Grameena
Bank with Head Office at Dharwad.
2005 Implementation of Venture Capital Scheme of SMALL FARMERS AGRI-BUSINESS
CONSORTIUM (SFAC) Entered into MOU with SFAC for promoting of investments in
Agri-business products.
2006 Bank signs MOU with M/s.CMC Ltd., for making Syndicate Institute of Bank Management
(SIBM) a center of excellence of global standards and provide quality management education.
2006 500th Branch of SyndicateBank in Karnataka opened at Navnagar, Bagalkot.
2006 2000th Branch of SyndicateBank opened at Tondiarpet, Chennai on 23.03.2006.
2006 Inauguration of SyndBank Services Limited, the 1st BPO outfit of a Nationalised Bank, a
wholly owned subsidiary of SyndicateBank & 525th CBS Branch by Hon'ble Union Minister
of Finance, Sri P Chidambaram on 24.03.2006 at Bangalore.
2006 2006th Branch of Syndicate Bank opened at Gangtok, Sikkim on 27.03.2006
2006 First Branch opened in Arunachal Pradesh at Ita Nagar on 16th October 2006
2006 Branches opened for the first time in 19 additional districts
2007 First Branch opened in Nagaland at Dimapur on 17.03.2007
2007 First Branch opened in Mizoram in Aizawl on 29.03.2007
2007 Branches opened for the first time in 13 additional districts
2008 First Branch opened in Tripura at Agarthala on 11.01.2008
2008 Branch network expanded to all States and UTs except Manipur & Daman Diu


2008 Branches opened for the first time in 6 new districts


Pigmy Deposit Scheme - Bank's Brand Equity :

Launched in 1928 by Dr.T.M.A.Pai, one of the Founders to encourage the habit of thrift and
small savings. Pigmy Scheme symbolises the description of the Bank as "a small man's big
Bank" even today.
Bank collects as low as Rs.5 daily for 72 months at the doorsteps of 10.36 lac depositors
through its more than 4000 Pigmy agents.
Pigmy deposits of the Bank crossed Rs.1800 crore.

Nationalization - Bank's Catalytic Role:

1961 Industrial Finance Department was set up to encourage advances to Small Industries and
Entrepreneurs in keeping with the policy of assisting the common man.
1968 Bank's commitment to the philosophy of social lending since inception provided the spark for
introduction of social control measures in the country . 32% of the Bank's branches were in
rural areas as against 22% for the entire Banking system.

1969

Bank was nationalised on 19th July 1969. Bank was acknowledged as a live example of mass
banking and as a powerful catalyst of social change. Nationalisation therefore merely meant

change of ownerhsip.
1995 Established Hi Tech Agriculture Branches



Pioneer In Rural Development :
1926 Established in a rural milieu to financially assist handloom weavers
1964 First Bank to venture into agricultural financing when the Banking system considered it risky
and unconventional.
1966 Promoted Syndicate Agriculture Foundation - a voluntary organisation of farmers - to
disseminate scientific farming techniques.
1967 Agri Card - a ready credit facility for farmers - launched.
1973 Bio Gas finance scheme introduced in collaboration with Khadi and Village Industries
Commission to popularise non conventional source of energy. Farm Clinics established.
1974 Syndicate Farmers' Service Society was organised by the Bank in Hiriadka in South Kanara
based on the recommendations of the National Commission on Agriculture.
1975 Sponsored the country's first Regional Rural Bank - Prathama Bank opened on 2.10.1975 - in
Moradabad in U.P. Bank has so far sponsored 10 such RRBs which are all profit making and
act as trend setters in energising the rural economy. After amalgamation there are now 5
Grameena Banks in 5 states, covering 30 districts
1982 Jointly sponsored the first RUDSETI (Rural Development and Self Employment Training
Institute) at Ujire in Dakshina Kannada (Karnataka). There are 23 such Institutes in 14 States
today providing free entrepreneurship training to unemployed youth. Intensive Rural

Development branches established.
1989 Bank adopted Service Area Villages to bring about alround development.
1998 Kisan Credit Card launched
2000 In commemoration of Platinum Jubilee, Syndicate Rural Development Trust established (to
mark the Platinum Jubilee of the Bank) for pursuing rural development initiatives with initial
corpus of Rs. 50 lacs. Opened 8 Rural Enterpreneurship Development Institutes at Manipal,
Kumta, Bellary, Belgaum, Moradabad,Kadapa,Kurnool and Kollam. Scheme for financing
Solar Water Heating system Launched.
2001 Syndicate Laghu Udyami Credit Card launched.
2003 SSCC: Synd Swarozgar Credit Card- A new product for financing Small Artisans, Handloom
weavers, Fisherman, Service sector, Self employed persons, Rickshaw owners and other
Micro entrepreneurs to meet working capital or block capital or both and also consumption
needs has been launched.
2004 SKSCC: Syndicate Kissan Samrudhi Credit Card- A new product launched for meeting
production and investment credit needs of farmers for agriculture & allied activities and also
to meet their consumption requirements.
2005 Scheme for financing Commercial Horticulture Projects under the schemes of National
Horticulture Board has been launched to encourage farmers to go in for diversification in
agriculture essential for increasing their income level. Scheme for financing SC/STs for
rainwater harvesting has been launched.

2006

SyndicateGeneralpurposeCreditCardlaunched.

Scheme for financing tenant farmers: Two separate schemes have been launched to provide
need based credit to tenant farmers through Joint Liability Group (JLG) approach as well as
individual approach.
2007 "SyndSmallCredit"- an innovative scheme with doorstep banking facility to provide need-
based credit to entrepreneurs of small means. The product part of financial inclusion, by
bringing all eligible entrepreneurs into bank's fold."Financial Inclusion:" Launched a
campaign to achieve 100% financial inclusion. A booklet containing comprehensive
guidelines to augment the process of total financial inclusion released."Water Conservation
initiatives:" To promote Water Management and conservation measures among the villagers,
Bank started initiatives for clearing and cleaning of village ponds in the selected service area
villages.




TECHNOLOGY INITIATIVES

1965 Installed first Data Processing machine at the Head Office.
1985 ALPMs introduced
1987 In House Computer at H.O. upgraded to ICIM 6000/40
1991 Established connectivity to SWIFT
1993 First totally computerized branch made operational at Nehru Place Delhi
1995 E-Mail facility introduced at 26 branches

1996 First Tele banking facility introduced at South Block Branch New Delhi
1996 First ATM installed at Gandhi Nagar, Bangalore.
1997 Bank's website launched
1998 Joined Indian Financial Network (INFINET) and VSAT Network
2001 Centralized Banking Solution (CBS) under the brand name "Syndicate-e-banking" launched
2004 Internet Banking launched as one more Delivery Channel for CBS customers
2005 Syndicate-e-banking extended to 245 Branches/Offices as at 31.03.2005 covering 105 centers
Synd Bill Pay Scheme & Excise and Service Tax payments scheme launched through Internet
Banking
2006 Syndicate-e-Banking Branches/Offices extended to 529 in 212 centers as at 31.03.2006
2007 CBS Branches/Offices increased to 1508 in 801 centers and covering 91% of Bank's business
as at 31.03.2007
101BranchescutovertoCBSonasingleday
51 ATMs commissioned on a single day
2008 CBS Branches/Offices increased to 1829 in 1033 centers. The business under CBS rose to
over 95% as at31.03.2008
SMS Banking launched during January 2008






Awards Won By The Bank Over The Years

1972 INDIAN MERCHANTS' CHAMBER AWARD for outstanding contributions towards
welfare of community
1974 INDIAN MERCHANTS CHAMBER AWARD for outstanding contribution in promotion of
savings
1975 FICCI AWARD For outstanding achievements in agriculture
1975 LAGHU UDYOG SAHAKARI AWARD by the national alliance of young entrepreneurs for
bank's significant contributions to the development of small scale industries and assistance to
the young entrepreneurs through self employment clinics
1975 INTERNATIONAL AWARD by JAYCEE INTERNATIONAL for self employment
1975 FICCI AWARD in recognition of corporate initiative in industrial relations
1975 CERTIFICATE OF MERIT for Bank's house journal "GIANT"
1976 INTERNATIONAL AWARD by JAYCEE international for outstanding contribution to the
cause of the JAYCEE movement
1977 ASSOCHAM AWARD for promotion of rural and agricultural activities of Syndicate
Agriculture Foundation sponsored by the bank

1978

INDIAN MERCHANTS CHAMBER AWARD for outstanding contribution towards welfare
of the community
1978 NATIONAL TROPHY For outstanding export performance

1981 NATIONAL INVESTMENT AND FINANCE AWARD for Priority Sector lending.
1990 CHAUDHARI CHARAN SINGH MEMORIAL NATIONAL AWARD for Rural
Development
1999 FICCI AWARD for institutional initiative in the field of "Rural Development" to RUDSETI
jointly sponsored by Syndicate Bank
2001 Banking Technology Award for innovative use of Banking Applications on INFINET
awarded by IDRBT, Hyderabad
2003 Banking Technology Award conferred on Syndicate Bank by IDRBT, Hyderabad for 2003
2006 "Special Award for Use of IT for Customer Service in Semi-Urban and Rural Areas",
conferred by IDRBT, Hyderabad for 2006
2006 Best Core Banking Project Award for Large Banks in 2006 awarded by The Asian Banker
2009 Best Performer award by NABARD for Highest Average Loan Size under SHG -Bank
linkage programme among commercial banks operating in Karnataka.












MANAGEMENT TEAM:
Board of Directors
S.No Name Designation
1 Mr. Basant Seth
Chairman and Managing
director
2 Mr. A S Rao Director
3 Mr. Bhupinder Singh Suri Director
4 Mr. Hindupur Pradeep Rao Director
5 Mr. Ramesh L Adige Director
6 Mr. M Bhaskara Rao Director
7 Mr. A R Nagappan Director
8 Mr. Narendra L Dave Employee Director
9 Mr. Dinkara S Punja Employee Director
10 Mr. Ravi Chatterjee Executive Director
11 Mr. V K Nagar Executive Director
(Table 3.1)
Key Executives
S.No Name Designation
1 Mr. Basant Seth Chief Executive Officer
2 Mr. R Ravi
Company Secretary &
Compliance Officer

3 Mr. S K Abrol GM (Accounts) & CFO

(Table 3.2)


Rate of Interest, Charges & Fees at a glance:

Rate of Interest - Deposits
To know Domestic Deposit Interest Rates (latest)
Please take a print of Account Opening Form - Common for all types of Domestic
Deposit accounts
Non-resident (External) Rupee Accounts (NRE A/cs.) - For Interest Rates Click NRE A/c
Foreign Currency Non-resident Accounts (FCNR(B) A/cs) -- For Interest Rates Click
FCNR (B)
For premature withdrawal of term deposits, the interest will be paid at the rate applicable
to the period for which the deposit remained with the Bank or at contracted rate
whichever is lower, less penalty, as under :
==============================================
Before completion of 15 days : No interest payable
After completion of 15 days, : 1% upto and including one year
After completion of 1 year : 0.5%
===============================================







CHAPTER: 4
DATA ANALYSIS
AND
INTERPRETATIONS




1. Which type of incentives motivates you more?
a) Monetary incentives
b) Non-financial incentives
c) Both

(Table 4.1.1)
Particulars No. of
Respondents
Percentage
Monetary incentives 15 30
Non-financial incentives 9 18
Both 26 52
Total 50 100





(Chart 4.1.a)





30%
18%
52%
0
10
20
30
40
50
60
Monetary incentives Non-financial incentives Both

4.2.1 INTERPRETATION:

The table shows that 52% of the respondents are expressing that both financial and non-
financial incentives will equally motivate them, 18% are expressing non-financial incentives
motivates and 30% respondents says we only motivated through monetary incentives only.
Computation of Chi-square on the types of incentives motivates employees:
Null
hypothesis
(Ho): there is
no
significance
difference
between two departments i.e. Human Resource and Finance department.

OBSERVED VALUES:

















Departments
Monetarey
Incentives
Non-Financial
Incentives Both Total
HR 6 3 10 19
Finance 9 6 16 31
Total 15 9 26 50


EXPECTED VALUES:

Row total* column total
Grand total


S.NO
ORIGINAL
VALUE EXPECTED VALUE (Oi-Ei) (Oi-Ei)2 (Oi-Ei)2/Ei
1 6 5.7 0.3 0.09 0.02
2 3 3.42 -0.42 0.18 0.06
3 10 9.88 0.12 0.01 0
4 9 9.3 -0.3 0.09 0.01
5 6 5.58 0.42 0.18 0.98
6 16 16.12 -0.12 0.01 0.23
TOTAL

1.43
(Table 4.1.2)

2 calculated = 1.43
Tabulated value of 2 for 2 degree of freedom at 5% level of significance is 5.488 (2 tabulated
= 5.488).
Conclusion:
Since, 2 calculated value is less than 2 tabulated value (2 cal< 2 tab),
therefore null hypothesis (Ho) is accepted at 5% level of significance and we may conclude that
two departments i.e. (Human Resource and Finance) do not differ significantly.



















2. What factor De-motives you at work place?
a) Job profile
b) Company policy
c) Work environment

(Table 4.1.3)
Particulars No. of Respondents Percentage
Job profile 14 28
Company policy 16 32
Work environment 20 40
Total 50 100




(Chart 4.1.b)






28%
32%
40%
0
5
10
15
20
25
30
35
40
45
Job profile Company policy Work environment


4.2.2 INTERPRETATION:


The table shows that 40% of the respondents are de-motives with work environment and
32% with company policy and 28% of the respondents are de-motives with job profile. From this
it can be concluded that work environment and company policy are de-motives at work place.
3. How far you are satisfied with the incentives provided by the organizations?

a) Highly satisfied
b) Satisfied
c) Neutral
d) Dissatisfied
e) Highly dissatisfied

(Table 4.1.4)
Particulars No. of Respondents Percentage
Highly satisfied 18 36
Satisfied 29 58
Neutral 3 6
Dissatisfied 0 0
Highly dissatisfied 0 0
Total 50 100



36%
58%
6%
0% 0%
0
10
20
30
40
50
60
70
Highly satisfied Satisfied Neutral Dissatisfied Highly
dissatisfied

(Chart 4.1.c)



4.2.3 INTERPRETATION:

The table shows that 36% of the respondents are highly satisfied and 58% of the
respondents are satisfied with incentives provided by the organization so we can conclude most
of the employees are satisfied with the incentives provided by the organization.
4. Does your Job improve your skills and abilities?
a) Yes
b) No
c) Never

(Table 4.1.5)
Particulars No. of Respondents Percentage
Yes 32 64
No 10 20
Never 8 16
Total 50 100



64%
20%
16%
0
10
20
30
40
50
60
70
Yes No Never

(Chart 4.1.d)


4.2.4 INTERPRETATION:

64% of the respondents are agreed that their job improves their skills and abilities and
20% of the respondents agreed that their skills and abilities are not improves. It can be conclude
that their job improves their skills and abilities.

5. Do you think that the incentives and other benefits will influence your performance?
a) Influence
b) Does not influence
c) No opinion

(Table 4.1.6)
Particulars No. of Respondents Percentage
Influence 32 64
Does not influence 12 24
No opinion 6 12
Total 50 100






(Chart 4.1.e)


4.2.5 INTERPRETATION:

The table shows that 64% of the respondents those incentives and other benefits will
influence their performance,24% respondents says they are not influence their performance and
12% respondents did not say any opinion.
6. Management is really interested in motivating the employees?
a) Agree
b) Disagree
c) Neutral
Particulars No. of respondents Percentage
Agree 25 50
Disagree 18 36
Neutral 7 14
total 50 100
(Table 4.1.7)

64%
24%
12%
0
10
20
30
40
50
60
70
Influence Does not influence No opinion



(Chart 4.1.f)



4.2.6 INTERPRETATION:
From the above table 50% of the employees are agreed that the management is really interested
in motivating the employees and 36% of the employees are disagreed and 14% are neutral.So it
can be concluded that management is really interested in motivate the employees in organization.
7. Does the management involve you in the decision making which are connected to your
department?
a) YES
b) No
c) Occasionally
Particulars No. of Respondents Percentage
Yes 47 94
No 0 0
Occasionally 3 6
50%
36%
14%
0
10
20
30
40
50
60
Agree Disagree Neutral

TOTAL 50 100
(Table 4.1.8)




(Chart 4.1.g)



4.2.7 INTERPRETATION:

The table shows 94% of the respondents agree that they the management involves them
in decision making which are connected their department.

8. Do you enthusiastic about your work?
a) Always
b) Sometimes
c) Never


94%
0
6%
0
10
20
30
40
50
60
70
80
90
100
Yes No Occasionally

Particulars No. of Respondents Percentage
Always 15 30
Sometimes 30 60
Never 5 10
TOTAL 50 100

(Table4.1.9)




(Chart4.1.h)




4.2.8 INTERPRETATION:
From the above table, we can conclude that 60% of the respondents agreed that they feel
enthusiastic some times in their work.
9. Are you encouraged to come up with new and better ways of doing things?
a) Strongly agree b) agree c) Neutral d) Disagree e) Strongly disagree
b)

Always, 30%
Sometimes, 60%
Never, 10%
PERCENTAGE
Always
Sometimes
Never

Particulars No. of Respondents Percentage
Strongly agree 20 40
agree 10 20
Neutral 12 24
Disagree 8 16
Strongly disagree 0 0
TOTAL 50 100
(Table4.1.10)



(Chart4.1.i)


4.2.9 INTERPRETATION:
From the above table we can conclude that 40% of the employees agreed that they are
encouraging to come up with new and better ways of doing things.

10. Have you been promoted at work in the last six months?
a ) Yes
40%
20%
24%
16%
0%
0
5
10
15
20
25
30
35
40
45
Strongly agree agree Neutral Disagree Strongly disagree

b) No

Particulars No. of Respondents Percentage
Yes 18 36
No 32 64
Total 50 100
(Table4.1.11)






(Chart4.1.j)




4.2.10 INTERPRETATION:
The table shows that 64% of the employees are not promoted from the last six months
and 36% of the employees are promoted. From this we can conclude that most of the employees
are not promoted.
11. Are you adequately recognized for your good work?
a) Agree
Yes, 36%
No, 64%
Yes
No

b) Disagree
c) neutral

Particulars No. of Respondents Percentage
Agree 28 56
Disagree 10 20
Neutral 12 24
Total 50 100
(Table4.1.12)




(Chart4.1.k)

4.2.11 INTERPRETATION:
The figure shows that 56% of the employees agreed that they are recognized for good work
and 20% are disagreed and 24% respondents are neutral.So it can conclude that most of the
employees recognized by their good work.

12. Rank the following factors which motivates you the most?
(Rank 1, 2, 3, 4 respectively)
56%
20%
24%
0
10
20
30
40
50
60
Agree Disagree Neutral

No. Factors Rank
1 Salary increase
2 Promotion
3 Leave
4 Motivational talks
5 `reorganization

Particulars No. of Respondents Percentage
Salary increase 21 42
Promotion 15 30
Leave 3 6
Motivational talks 5 10
recognization 6 12
Total 50 100
(Table4.1.13)



(Chart4.1.l)






42%
30%
6%
10%
12%
0
5
10
15
20
25
30
35
40
45
Salary increase Promotion Leave Motivational
talks
recognization

4.2.12 INTERPRETATION:
The table shows that 42% of the respondents are responding that the increase in salary will
motivate them the most.
13. Have you been nominated for training & development programmes for the last 6 months?
a) Yes
b) No

Particulars No. of Respondents Percentage
Yes 30 60
No 20 40
Total 50 100
(Table4.1.14)









(Chart4.1.m)


60%
40%
Yes
No

4.2.13 INTERPRETATION:
The table shows that 60% of the respondents are expressing that they are nominated for
training and development programme in the organization for the last 6 months.
14. Does the management provide continuous feed back in solving work related problems?
a) Strongly Agree b) Agree c) Neutral d) Disagree e) Strongly Disagree

Particulars Number of Respondents Percentage
Strongly agree 14 28
Agree 16 32
Neutral 9 18
Disagree 5 10
Strongly Disagree 6 12
TOTAL 50 100
(Table4.1.15)





(Chart4.1.n)





28%
32%
18%
10%
12%
0
5
10
15
20
25
30
35
Strongly agree Agree Neutral Disagree Strongly
Disagree

4.2.15 INTERPRETATION:
The table shows that 28% of respondents strongly agreed and 32% agree that they are
getting feedback from management and 20% are neutral and 10% are disagree that they are not
getting feedback from the management.
15. Overall are you satisfied with your job?
a) Yes
b) No
Particulars Number of Respondents Percentage
Yes 28 56
No 22 44
TOTAL 50 100
(Table4.1.16)





(Chart4.1.o)





56%
44%
0
10
20
30
40
50
60
Percentage
Yes
No

4.2.16 INTERPRETATION:
The figure shows that 56% of the respondents are satisfied with their job and only 44% of
the respondents agreed that they are not satisfied with their job.It can be concluded that most of
the respondents are satisfied with their job.














CHAPTER: 5
SUMMARY
&
CONCLUSIONS






FINDINGS
The findings of the study are follows
The SYNDICATE BANK has a well defined organization structure.
There is a harmonious relationship is exist in the organization between employees
and management.
The employees are really motivated by the management.
The employees are satisfied with the present incentive plan of the company
Most of the workers agreed that the company is eager in recognizing and acknowledging
their work.
The study reveals that there is a good relationship exists among employees.
Majority of the employees agreed that there job security to their present job.
The company is providing good safety measures for ensuring the employees safety.
From the study it is clear that most of employees agrees to the fact that performance
Appraisal activities and support from the coworkers in helpful to get motivated.
The study reveals that increase in the salary will motivates the employees more.
The incentives and other benefits will influence the performance of the employees







CONCLUSION

The study concludes that, the motivational program procedure in SYNDICATE BANK is
found effective but not highly effective. The study on employee motivation highlighted so many
factors which will help to motivate the employees. The study was conducted among 50
employees and collected information through structured questionnaire. The Study helped to
findings, which were related with employee motivational, programs which are provided in the
organization.
The performance appraisal activities really play a major role in motivating the employees
of the organization. It is a major factor that makes an employee feels good in his work and
results in his satisfaction too. The organization can still concentrate on specific areas which are
evolved from this study in order to make the motivational programs more effective. Only if the
employees are properly motivated- they work well and only if they work well the organization is
going to benefit out it. Steps should be taken to improve the motivational programs procedure in
the future. The suggestions of this report may help in this direction.








SUGGESTIONS
The suggestions for the findings from the study are follows
Most of the employees agree that the performance appraisal activities are helpful to
get motivated, so the company should try to improve performance appraisal system,
so that they can improve their performance.
Non financial plans should also be implemented; it can improve the productivity level of
the employees.
Organization should give importance to communication between employees and
gain co-ordination through it.
Skills of the employees should be appreciated.
Better carrier development opportunities should be given to the employees for their
improvement
If the centralized system of management is changed to a decentralized one, then there
would be active and committed participation of staff for the success of the organization




















BIBLIOGRAPHY







BOOKS REFFERED
Wayne F. Cascio 2006, Managing Human Resources, TMH.
Aswathappa, 2006, Human Resource Management, 4
th
edition, TMH
K.Aswathappa, 2006, Organizational Behaviour- Text, Cases and games,
Himalaya Publishing House
Curtis w. cook and Phillip L.Hunsaker, 2006, Management and Organizational
Behaviour, Macgraw-Hill Irwin
Jyothi P. and DN Venkatesh-2006, Human Resource Management, Oxford University
press.
HRM Review July 2010. by Dr.G C NAG Adjunct Professor, IBS Mumbai

WEB REFERENCES:
www.google.com
www.syndicatebank.co.in
www. motivationnaukrihub.com
www. humanresources.about.com