Summer Training Report

Conducted at

HONDA MOTORS

ON
TRAINING AND DEVELOPMENT

Submitted to

Institute of Management Studies and Research, MD, university, Rohtak in partial

fulfillment for the requirement for the award of degree of Master of Business
Administration

Submitted by:
SANJAY ARYA
5 Year M.B.A
5th semester
Roll no.

DECLARATION
I declare that the project report entitled “training and development” is an independent
research work carried out by me under the supervision and guidance of Mr. RAGHUVIR
SAINI.
This has not been previously submitted for the award of any other Diploma, Degree or
other similar Degree.

DATE: Name: SANJAY ARYA

 ACKNOWLEDGEMENT

I am highly indebted to HONDA MOTORS, one of the leading organizations of our

nation, for letting me undertake eight weeks training course with them. It was really a
very nice experience as we came to know how actually the company strives hard to
keep up the national security at par with the rest of the world.

I am sincerely thankful to Mr. RAGHUVIR SAINI for his kind advice & cooperation.
Last but not least I would like to thank all the staff members of HONDA MOTORS
who made this training a rich experience and a success.
 INDEX

CHAPTER-1 INTRODUCTION

1.1 JOB-SATISFACTION

1.2 DEFINITIONS OF JOB-SATISFACTION

1.3 JOB-SATISFACTION AND MOTIVATION

1.4 JOB-SATISFACTION AND ATTITUDE

1.5 JOB-SATISFACTION AND JOB PERFORMANCE

(PRODUCTIVITY)

1.6 CORE DIMENSIONS OF JOB-SATISFACTION

CHAPTER-2 MENTAL HEALTH

2.1 MENTAL HEALTH

2.2 HEALTH DEFINED

2.3 MEANING AND DEFINITION

2.4 SOURCES OF STRESS

A. Organizational Stressors

B. Group Stressors

C. Individual Stressors

D. Environmental Factors

2.5 MANIFESTATIONS OF MENTAL HEALTH

A. Stress

B. Burn-out

2.6 DIFFENERENCE BETWEEN STRESS AND BURN-OUT

2.7 SYMPTOMS OF BURN-OUT

CHAPTER-3 QUESTIONNAIRE ON JOB-SATISFACTION

 AND MENTAL HEALTH OF OFFICERS OF

PRIVATE SECTOR BANKS.

3.1 QUESTIONS ON JOB-SATISFACTION

3.2 QUESTION ON MENTAL HEALTH

3.3 NUMBER OF QUESTIONNAIRES CIRCULATED AND

RESPONSES RECEIVED

CHAPTER-4 COMPARATIVE TABULAR PRESENTATION

OF RESPONSES --- ACTUAL NUMBER

AND PERCENTAGE --- QUESTIONWISE

4.1 JOB-SATISFACTION --- RESPONSES ON

4.2 MENTAL HEALTH --- RESPONSES ON

4.3 COMPARATIVE TABULAR SUMMARY OF RESPONSES ON

JOB-SATISFACTION

4.4 COMPARATIVE TABULAR SUMMARY OF RESPONSES ON

MENTAL HEALTH

4.5 SUMMARY OF CONCLUSIONS

CHAPTER-5 TECHNICAL ASPECTS OF THE PROJECT REPORT

5.1 OBJECTIVES OF THE STUDY

5.2 SCOPE OF THE STUDY

5.3 RESEARCH METHODOLOGY

5.4 RESEARCH DESIGN

 5.5 NATURE OF DATA

5.6 SAMPLE SIZE

5.7 TECHNIQUE OF SAMPLING

5.8 LIMITATIONS OF THE STUDY

5.9 FINDINGS OF THE STUDY

CHAPTER-6 SUGGESTIONS AND RECOMMENDATIONS

BIBLIOGRAPHY
 INTRODUCTION

“It is not the cash that fuels the journey to the future,

but the emotional and intellectual energy of every

employee.”

-- Gary Hamel & C.K. Prahalad

In competing the future

In an era of unprecedented liberalization, internationalization, and

globalization in all sphere of commerce, trade, industry, science & technology, education
and service sectors, where survival is dependent on computerization, automation and
technology-upgradation in all its dimensions, role of humans has also simultaneously
become superbly important.

The world of work is changing in myriads or ways and at a rapid and intense
speed. In turn it is impacting employment and employment relations in many ways ---
economic, social and emotional. In a world of `high-tech`, `high-touch` is the need.

In this context job-satisfaction has gained immense importance. It is the key to

improved productivity, enhanced turn-over, increased attendance, reduced accidents, less
job-stress and lower level of unionization.

1.1 JOB-SATISFACTION

Job-satisfaction is a general pleasurable or positive emotional state

of an individual, which results from his appraisal of the various dimensions of his

job. The three important dimensions of job-satisfaction are as under :-

1. Job-satisfaction refers to one’s feelings towards one’s job. It can only be

inferred but not seen.

2. Job-satisfaction is often determined by how well outcomes/results meet or

exceed expectations. Satisfaction in one’s job means increased

commitment in the fulfillment of formal requirements. There is greater

willingness to invest personal energy and time in job performance.

3. The terms job-satisfaction and job attitudes are typically used

interchangeably. Both refer to effective orientations on the part of individuals

towards their work roles, which they are presently occupying. Positive

attitudes towards the job are conceptually equivalent to job-satisfaction and

negative attitudes towards the job indicate job-dissatisfaction.

1.2 DEFINITIONS OF JOB-SATISFACTION

Given Below are a few important definitions of job-satisfaction :-

1. Job-satisfaction is defined as “a pleasurable or positive emotional state resulting

from the appraisal of one’s job or job experience.”

- E.A. Locke

2. “…. Job-satisfaction will be defined as the amount of overall positive effect (or
feelings) that individuals have towards their jobs.”

- D.C. Feldman & H.J. Arnold

3. “Job-satisfaction is the amount of pleasure or contentment associated with a job. If

you like your job intensely you will experience high job-satisfaction. If you dislike
your job intensely, you will experience job-dissatisfaction.”

- Andrew J. Du Brin

4. “Job-satisfaction is a set of favourable or unfavourable feelings with which

employee view their work.”

- Keith Davis & J.W. Newstrom

1.3 JOB-SATISFACTION AND MOTIVATION

While motivation throws light on the actual behaviour of employees on their

jobs, job-satisfaction is concerned with their feelings and attitudes towards their jobs and
reflects their potential behaviour.

1.4 JOB-SATISFACTION AND ATTITUDES

Though the terms job-satisfaction and attitudes are used interchangeably,

there are differences between the two. Attitude refers to predisposition to respond. Job-
satisfaction, on the other hand, relates to performance factors. Attitude reflect one’s feeling
towards individuals, organizations and objects. But satisfaction refers to one’s attitude to a
job. Job-satisfaction is, therefore, a specific sub set of attitudes.

Attitudes endure generally, but job-satisfaction is dynamic, it can decline

even more quickly than it developed. Managers need to pay attention to job-satisfaction
constantly.

1.5 JOB-SATISFACTION & JOB PERFORMANCE (PRODUCTIVITY)

The general consensus is that in the long run job-satisfaction leads to

increased productivity. However the research into this aspect during last four decades does
not fully support this belief :

1. First, the relationship between job-satisfaction and job performance is weak

(Brayfield & Crockett, 1955 and Vroom, 1964). In the latter’s findings, the median
correlation between satisfaction and performance is only 0.14.

2. Second, there is more evidence to suggest that job performance leads to job-
satisfaction and not the other way round (Lawler and Porter, 1967). An employee
 who performs well in his job gets both intrinsic and extrinsic rewards, which lead to
his satisfaction. A poor performer will feel worse about his incompetence and will
receive fewer rewards.

3. Third, there are some conditions under which high productivity more clearly leads
to high job-satisfaction. One such condition is the employees perception that
intrinsic and extrinsic rewards are contingent upon their productivity. The second
such condition is that the extrinsic rewards (pay, e.g.) be distributed equitably.

True, though there may not be a relationship between job-satisfaction and

productivity, performance may be affected indirectly by absenteeism or turnover, which is

related (negatively) to satisfaction.

The old adage “a happy worker is a productive worker” is not always wrong and
holds some ground.

1.6 CORE DIMENSIONS OF JOB-SATISFACTION

 Compensation package.

 Salary/wage structure.

 Nature of work.

 Promotion Criteria.

 Advancement opportunities.

 Recognition.

 Ability utilization.

 Authority/autonomy.

 Creativity.

 Involvement/participation level.

 Challenging Jobs.

 Sense of self-belonging.
 Work-group.

 Quality of supervision.

 Working environment.

 Caring.

 Training and development.

 Security of job, family, etc.

 Rewards

 Fringe benefits.

 Handling of grievances.

 Employees attitudes towards job redesign.

 Empathy and understanding.

 Ease of commuting to work.

 Treatment by supervisors.

MENTAL HEALTH
2.1 MENTAL HEALTH

Benjamin Disraeli once said,”The health of the people is really the foundation upon
which all their happiness and all their powers as a state depend.”

2.2 HEALTH DEFINED

Andrew F. Sikula and J.F. McKenna have defined health as under :-

Health is a state or degree of bodily soundness. Often the term health is used to
describe a universally good condition. The health concept is broken down into two sub-
areas --- physical health and mental health. Good physical health exists when all
physiological, organic, and bodily features of a living organism are properly functioning
i.e. without pain, disease, or decay. Good mental health exists when a person or an
organization is well adapted, has an accurate perception of reality, and can reasonably and
successfully adjust to the stresses and frustrations of life. Occupational health encompasses
employee’s physical and mental health concerns, especially as related to on-the-job
behaviours and activities.

2.3 MEANING AND DEFINITION

Stress refers to an individual’s reaction to a disturbing factor in the environment.

To quote a formal definition :

“ Stress is defined as an adaptive response to an external situation that results in

physical, psychological, and/or behavioural deviations for organizational pariticipants.”

- Fred Luthens

Stress can manifest itself in both a positive and a negative way. Stress is said to be
positive when the situation offers an opportunity for one to gain something. It is negative
when stress is associated with heart-disease, alcoholism, drug abuse, marital breakdowns,
absenteeism, child abuse, and a host of other social, physical, organizational, and emotional
problems.
 Stress is associated with constraints and demands. The former prevents an
individual from doing what he or she desires. The latter refers to the loss of something
desired.

Constraints and demands can lead to potential stress. When they are coupled with
uncertainty of the outcome and importance of the outcome, potential stress becomes actual
stress. Stress is high when there is uncertainty of outcome and outcome is significant.

2.4 SOURCES OF STRESS

A. Organizational Stressors

In organizations frequent causes of stress are task demands, role demands,

interpersonal demands, organization structure, organizational leadership and organization’s
life cycle.

Task demands are factors related to a person’s job. They include the design of the
individual’s job, working conditions, and the physical work layout. Security and overload
are the other two task demands that can cause stress.

Role demands include role conflict, role ambiguity, role erosion, and role overload.

Inter-personal demands conflicting personalities and behaviours may cause stress.

Conflict can occur when two or more people must work together even though their
personalities, attitudes and behaviours differ.

B. Group Stressors

This can be categorized into four as follows:

 Lack of group cohesiveness.

  Lack of social support.

 Inter-personal and inter-group conflict.

 Sexual harassment.

C. Individual Stressors

Among Individuals factors contributing to stress are personality, life and career
changes and life trauma.

D. Environmental Factors

These factors include political economic and technological uncertainties.

2.5 MANIFESTATIONS OF MENTAL HEALTH

A. Stress

 Fatigue

 Anxiousness/anxiety

 Dissatisfaction

 Mood swings

 Sense of guilt

 Less concentration

 Diabetes

 High blood pressure

 Depression

 Irritation

 Lowered self-esteem

 Reduction in job-satisfaction
  Use of drugs

 Use of alcohol

 Absenteeism

 Indecisiveness

 Accident prone

 Poor Judgement

 Negative thoughts/attitude

 Marital Problem

B. Burn-out

Burn-out is a state of mind resulting from prolonged exposure to intense emotional

stress.

 Chronic exhaustion

 Boredom

 Mental detachment from the organization

 Impatience

 Irritability

 Non-communicativeness

 Mental depression

 Forgetfulness

 Reduced tolerance

 Increased suspiciousness

 Attempts at self medication

 Reduction in efficiency

 Dampened Initiative

 Reduction in capacity to perform effectively

  Headaches

 Sleeplessness

 Weight loss

 Exhaustion

 Fatigue

2.6 DIFFERENCE BETWEEN STRESS AND BURN-OUT

Stress

 The person feels fatigued.

 The person is anxious.

 The person is dissatisfied with his or her job.

 The person’s job commitment has dropped off.

 The person feels moody.

 The person feels guilty.

 The person is having difficulty in concentrating; he or she tends to forget things.

 The person undergoes physiological changes such as increased blood pressure and
heart beat.

Burn-out

 The individual encounters chronic exhaustion.

 The individual is hypertensive.

 The individual is bored and cynical about the work.

 The individual’s job commitment is virtually nil; he or she is mentally detached

from the organization.

 The individual feels impatient, irritable, and unwilling to talk to others.

SYMPTOMS OF BURN-OUT
Physical Condition Behavioural Changes Work Performances

 Headaches  Increased irritability  Reduced efficiency

 Sleeplessness  Changing moods  Dampened intiative
 Weight loss  Reduced tolerance  Diminished interest

in working.
 Gastrointestinal  Increased suspiciousness  Reduced capacity to
disturbances perform effectively
under stress.
 Greater willingness to
 Exhaustion and fatigue  Increased rigidity of
take risks.
thought (closed
thinking, inflexible).
 Attempts at self
medication (use of
alcohol and
tranquilisers.)
 COMPANY PROFILE

Company Name
Honda Motor Co., Ltd.

Head Office
1-1, 2-chome, Minami-Aoyama, Minato-ku, Tokyo 107-8556, Japan
Tel: +81-(0)3-3423-1111

Established
September 24, 1948

President & CEO

Takanobu Ito

Capital
¥86 billion (as of March 31, 2009)

Sales (Results of fiscal 2008)

Consolidated: ¥10,011,241 million
Unconsolidated: ¥3,404,554 million

Total number of employees

Consolidated: 181,876 (as of March 31, 2009)
Unconsolidated: 26,471 (as of March 31, 2009)

Consolidated subsidiaries
396 subsidiaries (as of March 31, 2009)

Chief Products
Motorcycles, automobiles, power products
CORPORATE PROFILE

Honda Motor Co., Ltd. operates under the basic principles of "Respect for the Individual" and "The
Three Joys" — commonly expressed as The Joy of Buying, The Joy of Selling and The Joy of Creating.
"Respect for the Individual" reflects our desire to respect the unique character and ability of each
individual person, trusting each other as equal partners in order to do our best in every situation. Based
on this, "The Three Joys" expresses our belief and desire that each person working in, or coming into
contact with our company, directly or through or products, should share a sense of joy through that
experience.

In line with these basic principles, since its establishment in 1948, Honda has remained on the leading
edge by creating new value and providing products of the highest quality at a reasonable price, for
worldwide customer satisfaction. In addition, the Company has conducted its activities with a
commitment to protecting the environment and enhancing safety in a mobile society.

The Company has grown to become the world's largest motorcycle manufacturer and one of the leading
automakers. With a global network of 501* subsidiaries and affiliates accounted for under the equity
method, Honda develops, manufactures and markets a wide variety of products, ranging from small
general-purpose engines and scooters to specialty sports cars, to earn the Company an outstanding
reputation from customers worldwide.

Shaping dreams with creativity and ingenuity

Each and every Honda associate takes the customer's point of view as Honda strives to help everyone
everywhere share the joy of mobility. That's why Honda always welcomes new challenges as it works
to benefit society and the environment, today and tomorrow.

New challenges for the future

Honda is constantly involved in technological research and development aimed at helping people in the
future, as well as advancing current product development. These technologies range from new
materials and new sources of energy, to new powertrains for maximum driving pleasure and minimum
eco-impact, to new work in decoding the rice genome for various applications. In cooperation with the
Research Institute for Innovative Technology for the Earth (RITE), Honda is striving to produce
ethanol from cellulosic biomass, a promising, secure supply of environmentally responsible alternative
fuel.
In 2008, Honda released a walking assist device* that helps support the body weight of persons
weakened by aging or other physical conditions, yet who are seeking to remain active. Employing
know-how gathered through human walking research and the development of ASIMO, Honda created
these devices to help more people continue to experience the joy of independent mobility.
Honda's "dreaming skyward" perspective recently led to development of the HondaJet light jet. In
response to orders from customers worldwide, Honda plans to deliver the HondaJet from 2011 in the
U.S. After this, Honda will expand its sales in the European region and then beyond. Honda always
aims higher -- creating new value that meets each country's needs, bringing products speedily to
market, and constantly enhancing Honda's safety and environmental performance.

Basic stance regarding corporate governance

Based on its fundamental corporate philosophy, the Company is working to enhance corporate
governance as one of its most important management issues. Our aim is to have our customers and
society, as well as our shareholders and investors, place even greater trust in us and to ensure that
Honda is a company that society wants to exist.

To ensure objective control of the Company's management, outside directors and outside corporate
auditors are appointed to the Board of Directors and the Board of Corporate Auditors, which are
responsible for the supervision and auditing of the Company. Honda has also introduced an
operating officer system, aimed at strengthening both the execution of business operations at the
regional and local levels and making management decisions quickly and appropriately. The term of
office of each director is limited to one year, and the amount of remuneration payable to them is
determined according to a standard that reflects their performance in the Company. Our goal in
doing this is to maximize the flexibility with which our directors respond to changes in the
operating environment.
With respect to business execution, Honda has established a system for operating its organizational
units that reflects its fundamental corporate philosophy. For example, separate headquarters have
been set up for each region, business, and function, and a member of the Board of Directors or an
operating officer has been assigned to each headquarters and main division. In addition, by having
the Executive Council and regional operating boards deliberate important matters concerning
management, the Company implements a system that enables swift and appropriate decision
making.

With respect to internal controls, compliance systems and risk management systems have been
designed and implemented appropriately following the basic policies for the design of internal
controls decided by the Board of Directors.

To enhance even further the trust and understanding of shareholders and investors, Honda's basic
policy emphasizes the appropriate disclosure of Company information, such as by disclosing
financial results on a quarterly basis and timely and accurately giving public notice of and
disclosing its management strategies. Honda will continue raising its level of transparency in the
future.

Basic Principles Respect for the individual. The Three Joys (buying, selling and creating)

Maintaining a global viewpoint, we are dedicated to supplying products of

Company Principle
the highest quality, yet at a reasonable price for worldwide customer
(Mission Statement)
satisfaction.

Management Policies  Proceed always with ambition and youthfulness.

 Respect sound theory, develop fresh ideas, and make the most
effective use of time.
 Enjoy work and encourage open communication.
 Strive constantly for a harmonious flow of work.

 Be ever mindful of the value of research and endeavor.

Dreams inspire us to create innovative products that enhance mobility and benefit society. To meet
the particular needs of customers in different regions around the world, we base our sales
networks, research and development centers and manufacturing facilities in each region.
Furthermore, as a socially responsible corporate citizen, we strive to address important
environmental and safety issues
Manufacturing and Distribution

Creating consistent quality worldwide

Quality, and nothing but quality, is one essential element to winning and enhancing customer trust.
What supports Honda quality? Honda depends on the passionate dedication of Honda associates to
provide customers with Honda quality. Speaking the universal language of quality to earn the trust of
customers in every country, Honda is challenging itself to always make products that surpass their
great expectations.

Honda began its first overseas motorcycle production in Belgium in 1963. In 1982, Honda became
the first Japanese automaker to produce passenger cars (the Accord) in the U.S. Since then, Honda
has established autonomous local operations around the world for research and development, sales
and marketing, and production adapted to specific regions. Aiming for highly efficient production,
Honda takes an innovative approach to improving its global manufacturing operations. A new
motorcycle plant at the Kumamoto Factory in Japan that adopted highly efficient manufacturing
technology now accounts for a large share of Honda motorcycle production in Japan. This plant has
also taken over the production of large motorcycles from Honda's Ohio plant in the U.S., thus further
strengthening its leader function for Honda's worldwide motorcycle production. At the Suzuka
Factory, Honda has extended its production line for electric motors, a key component of hybrid
systems, to begin manufacturing and popularizing hybrid vehicles. To keep up with the ever-
changing market, Honda continues to improve its manufacturing operations worldwide, with Japan
serving as the center of innovation.
Global Operations

Japan North America

Japan plays a key role as the center of Global Honda’s international plants lead the way in
Honda, honing Honda's edge in advanced accelerating localization and expanding
technology. production.

South America Europe, Middle East, Africa

Honda's diesel car lineup expands as Europe
Honda further expands motorcycle production shows support for Honda brands.
while strengthening auto production capacity.

Asia, Oceania China

Business steadily expands throughout the region,
Significant growth in Asian markets leads to becoming more flexible to meet diversifying
localizing R&D and expanding production needs.
capacity.

Sales and Service

Enhancing satisfaction with warmth and sincerity

By creating products and services that highlight the core values that make Honda unique, Honda
would like to provide its customers with joy and excitement beyond their expectations.
Accordingly, the Honda brand stays a step ahead of the diverse needs of Honda customers, always
offering new possibilities for richer, more rewarding lifestyles. In this way, Honda products
enhance customers' enjoyment of life.
Expanding customer satisfaction activities

"Next time, too… a Honda." The ultimate goal of Honda sales activities worldwide is to satisfy
Honda customers so that they will continue to come back for more Honda quality products. To
ensure this, Honda has implemented a vigorous Customer Satisfaction (CS) program covering all
of Honda sales companies. This program aims to enhance customer satisfaction by strengthening
Honda attention to detail in product and service activities through all stages of sales, delivery, and
after-sales service.
In March 2006, three different Honda sales channels in Japan were merged under the name of
Honda Cars, providing all Honda automotive brands through a single sales network that is easier
for customers to understand. Honda will continue to strengthen sales and services targeted to
regional needs and tailored to customers in each region, with an extensive product lineup and an
enhanced communications infrastructure connecting Honda with its dealerships. Thus, Honda can
continue to enrich its customers’ lifestyles as only Honda can.
 TYPES OF TRAINING

Training is required for several purposes. According training programmes may be of the following
types.

1. ORIENTATION TRAINING :
Induction or orientation training seeks to adjust newly appointed employees to the work
environment. Every new employees to the work environment. Every new employee needs to
be made fully familiar with his job, his superiors and subordinates and with the rules and
regulations of the organsation. Induction training creates self-confidence in the employees. it
is also known as pre-job training. It is brief and informative.

2. JOB TRAINING :
If refers to the training provided with a view to increase the knowledge and skills of an
employee for improving performance on the job. Employees may be taught the correct
methods of handling equipment and machines used in a job. Such training helps to reduce
accidents, waste and inefficiency in the performance of the job.

3. SAFETY TRAINING :
Training provided to minimize accidents and damage to machinery is known as safety
training. It involves instruction in the use of safety devices and in safety consciousness.

4. PROMOTIONAL TRAINING :
 It involves training of existing employees to enable them to perform higher level jobs.
Employees with potential are selected and they are given training before their promotion, so
that they do not find it difficult to shoulder the higher responsibilities of the new positions to
which they are promoted.

5. REFRESHER TRAINING :
When existing techniques become obsolete due to the development of better
techniques, employees have to be trained in the use of new methods and techniques. With the
passage of time employees may forget some of the methods of doing work. Refresher training
is designed to revive and refresh the knowledge and to update the skills of the existing
employees.

6. REMEDIAL TRAINING :
Such training is arranged to overcome the shortcomings in the behaviour and
performance of old employees. Some of the experienced employees might have picked up
appropriate methods and styles of working. Such employees are identified and correct work
methods are procedures are taught to them. Remedial training should be conducted by
psychological experts.
 TRAINING METHODS AND TECHNIQUES

The methods employed for training of operatives may be described as under:-

1. ON THE JOB TRAINING (OJT) :

In this method the training is placed on a regular job and taught the skills necessary to
perform it. The trainee learns under the guidance and supervision the superior or an instructor.
The trainee learns by observing and handling the job. Therefore, it is called learning by doing.
A popular form of on the job training is Job Instruction Training (JIT) or step by step learning.
It is widely used in the United States to prepare supervisors. It is appropriate for acquisition or
improvement of motor skills and routine and repetitive operations.

A) MERITS :
i) He gets a feel of the actual job. Therefore, he is better motivated to learn and there is
no problem of transfer of training skills to the job.
ii) Secondly, this method is very economical because no additional space, equipment,
personnel or other facilities are required for training.
iii) Thirdly, the trainee learns the rules regulations and procedures by observing their day to
day applications.
iv) Fourthly, this is the most suitable method for teaching knowledge and skills which can
be acquired through personal observation in a relatively short time period.
v) Fifthly, line supervisors take an active part in training their subordinates.

B) DEMERITS :
i) In on the job training, the learner finds it difficult to concentrate due to noise of the
actual work-place.
ii) Secondly, this method is often haphazard and unorganized. The superior or
experienced employee may not be a good trainer.
iii) Thirdly, in this method the trainee may cause damage to coastly equipment and
materials.
2. VESTRIBULE TRAINING :
In this method a training center called vestibule is set up and actual job conditions are
duplicated or simulated in it. Expert trainers are employed to provide training with the help of
equipment and machines which are identical with those in used at the workplace.

A) MERITS :
i) Trainee can concentrate on learning without disturbance of the workplace noise.
ii) Secondly, the interest and motivation of the trainee are high as the real job conditions
are duplicated.
iii) Thirdly, this method is essential in cases where on the job training might result in a
serious injury, a costly event, or the destruction of valuable equipment and material.
iv) Fourthly, correct method can be taught effectively by the trained instructor who knows
how to teach.
v) Fifthly, it permits the trainee to practice without the fear of being observed and
indiscribed by the superior / co-worker.
vi) Lastly, it is a very efficient method of training a large number of employees of the same
kind of work at the same time.

B) DEMERITS :
i) Expensive method because of additional investment in classroom, equipment and
expert trainers.
ii) Secondly, the training situations is somewhat artificial and the trainee does not get a
feel of the real job.
iii) Thirdly, separation of training from the supervisory responsibilities may lead to
problems in the organization.

3. APPRENTICESHIP TRAINING :
In this method, theoretical instruction and practical learning are provided to trainees in
training institutes. In India the Government has established Industrial Training Institute (it
is)for this purpose. Generally a stipend is paid during the training period. Thus, it is an “earn
when you learn” scheme.

A) MERITS :
i) The main advantage of this method is that is combines theory and practice.
ii) Secondly, the trainee acquire skills which are valuable in the job market.
iii) Thirdly, apprenticeship programmes provide skilled workforce to industry.

B) DEMERITS :
Apprenticeship training is time consuming and expensive. Many persons leave the
training programme midway as the training period ranges from one year to five years.

4. CLASS ROOM TRAINING :

Under this method, training is provided in company classrooms or in educational
institutions. Lecturers, case studies, group discussions, and audio visual aids are used to
explain knowledge and skills to the trainees. Classroom training is suitable for teaching
concepts and problem solving skills. It is also useful for orientations and safety training
programmes. Some companies maintain their own training institutes or school. Special
training courses are designed e.g. management course for foremen, computer course for typists,
etc. courses in retraining and upgrading may also be conducted. Small firms depend on outside
schools and courses.

5. INTERNSHIP TRAINING :
It is a joint programme of training in which educational institutions and business firms
cooperate. Selected candidates carry on regular studies for the prescribed period. They also
work in some factory or office to acquire practical knowledge and skills. This method helps to
provide a good balance between theory and practice. But it involves a long time period due to
slow process. This method of training is used in professional work e.g. MBBS, CA, ICWA,
Company Secretaries etc.
QUESTIONNAIRE ON JOB-SATISFACTION AND MENTAL HEALTH OF OFFICERS
OF PRIVATE SECTOR BANKS

QUESTIONNAIRE

Name : _____________________

Name of Bank : _____________________

Designation : _____________________

Class : I/II (Tick)

3.1 JOB-SATISFACTION

Q.1 Are you satisfied with the existing pay-scales/wage-structure in the Bank you are

serving? Under which category, among the following, would you place them.

(1) Excellent (4) Just Satisfactory

(2) Very Good (5) Unsatisfactory

(3) Good

Q.2 How would you rate the existing Promotion Policy in your Bank, as compared with other
Banks in the country?

(1) Very Fair (3) Unfair

(2) Fair (4) Very Unfair

Q.3 Which are the Principal criteria for promotion in your Bank?

(1) Sheer Merit/Ability (3) Nepotism/favoritism

(2) Political links/ Connections (4) Reservation

Q.4 What is the nature/kind of promotional opportunities in your Bank ?

(1) Regular time bound promotion

(2) Accelerated promotion

(3) Dead-end jobs

Q.5 Does the existing Transfer Policy accommodate transferee’s convenience also
besides organizational reuirements/ compulsions ? Indicate the level of your satisfaction
in terms of percentage.

(1) Yes, ____% (2) No, ____% (3) Do not know

Q.6 Are you satisfied with the existing scheme of incentives & awards and the way these are
given ?

(1) Very Satisfied (3) Just O.K.

(2) Satisfied (4) Dissatisfied

Q.7 Is the existing working environment generally conducive ?

(1) Satisfied (3) Dissatisfied

(2) Just O.K. (4) Needs Improvement

Q.8 Does the working style of Top Management, sufficiently generate the sense of
participation, involvement and belonging in the Officer’s work-force ?

(1) Excellent (3) Just O.K.

(2) Good (4) Needs some changes

Q.9 How do you rate the present Welfare Schemes of the Bank on a 10-point scale ?

(1) 8/10 (3) 5-6/10

(2) 7/10 (4) Below 4

Q.10 How are the various schemes of loans and advances to Officers and staff generally viewed
and rated ?

(1) Excellent (3) Good

 (2) Very Good (4) Not Good

Q.11 Do the ‘In-service Training’ schemes increase the efficiency level and enhance productivity
? If so, to what extent ?

(1) Yes, to a great extent (3) No

(2) Yes, to some extent

Q.12 Do the professional risks/hazards effect the level of job satisfaction ? If so, indicate extent.

(1) Adversely (3) No

(2) Very Adversely

Q.13 Does the Top Management care for your ‘Family Concerns’ and extend a helping hand in
any way ?

(1) Yes (2) No

Q.14 What is the level of ‘Health-Care & Medical Facilities’ for Officers and staff in the Bank ?

(1) Very Good (3) Satisfactory

(2) Good (4) Not Satisfactory

Q.15 What is the quality of Superior and Subordinate relationship in your Bank ?

(1) Excellent (3) Good

(2) Very Good (4) Poor

Q.16 Does any ‘Grievance-Redressal Machinery’ function effectively in the Banking Sector ?

(1) Yes (2) No

Q.17 Is the existing ‘Annual Appraisal System’ efficient and effective and produces positive
results ?

(1) Yes (2) No

Q.18 Does the extra dynamism and creativity get due recognition in the Banking System of the
Country ?

(1) Yes (2) No

Q.19 Are you satisfied with the level of delegation, autonomy & authority in the Banking
System ?
 (1) Yes (2) No

Q.20 Whether you get ample opportunity to display your potentials ?

(1) Always (2) Occasionaly (3) Never

Q.21 Will you recommend to your friends/relatives to join the Bank you are serving?

(1) Yes (2) No

Q.22 What is your rating of your present job?

(1) Very Good (4) Routine

(2) Good (5) Frustrating

(3) Satisfactory

Q.23 How much secure you feel in your job?

(1) 80-90% (4) 50-60%

(2) 70-80% (5) Below 40%

(3) 60-70%

Q.24 What makes you to remain absent from your work?

(1) Genuine illness (3) Dissatisfaction with the nature of job

(2) Over work (4) Holidaying with family

Q.25 Have you opted for ‘Voluntary Retirement Scheme’ (VRS) recently introduced by the
Government ?

(1) Yes (2) No

3.2 MENTAL HEALTH

Q.26 How do you rate your I.Q. level?

(1) Excellent (3) Good

(2) Very Good (4) Poor

Q.27 In which category your E.Q. level falls?

(1) Excellent (3) Good

 (2) Very Good (4) Poor

Q.28 How fast your reflexes act/react?

(1) Very fast (3) Slow

(2) Fast (4) Very Slow

Q.29 What is the level of mental peace, equilibrium, composure and harmony?

(1) Very high (3) Low

(2) High (4) Very Low

Q.30 What is the level of your immunity to stress, tension and worry to work place?

(1) Very high (3) Low

(2) High (4) Very Low

Q.31 What is the ration between positive and negative thoughts? Please tick (√)

Positive Negative

(1) 90% 10%

(2) 80% 20%

(3) 70% 30%

(4) 60% 40%

(5) 50% 50%

Q.32 What is the level of physical fitness?

(1) Excellent (3) Good

(2) Very Good (4) Poor

Q.33 What is your behavioural pattern i.e. sympathetic, co-operative and helpful? Are there
occasional aberrations?

Excellent Very Good Good Poor

(1) Your family member

(2) Your colleagues

(3) Your superiors

(4) Your subordinates

 (5) Your public/customer

Q.34 Do you develop any physical symptoms of ‘Burn-out syndrome’ like (please tick √ the
same).

(1) Headaches (5) Diabetes

(2) Insomnia i.e. sleeplessness (6) Heart Disease

(3) Weight-loss (7) High Blood pressure

(4) Exhaustion & fatigue

Q.35 Do you have any non-physical syndrome of ‘Burn-out syndrome’ like (please tick √ the
same).

(1) Impatience (5) Intolerance

(2) Irritability (6) Suspiciousness

(3) Fogetfulness (7) Mental depression

(4) Inefficiency (8) Loneliness

Q.36 To get out the ‘Burn out syndrome’, do you take recourse to any of the following:

(1) Alcohol (4) Religious & spiritual sermons

(2) Drugs (5) Exercises

(3) Meditation

Q.37 Does your mental faculty show any significant change or variation?

(1) Goes on increasing (3) Is static

(2) Goes on decreasing

Q.38 Where does your productivity level – both quantitatively and qualitatively – stand?

(1) Excellent (3) Good

(2) Very Good (4) Poor

Q.39 Do you have any marital or other family problem? If yes, specify the same.

(1) Yes (2) No

3.3 NUMBER OF QUESTIONNAIRES CIRCULATED AND RESPONSES
RECEIVED

1. Number of questionnaires circulated …. 60

(i) ICICI Bank …. 35

(ii) HDFC Bank, UTI Bank, & Indus Ind Bank …. 25

2. Number of responses received

(i) ICICI Bank …. 30

(ii) HDFC Bank, UTI Bank, & Indus Ind Bank …. 20

 TECHNICAL ASPECTS OF THE PROJECT REPORT

5.1 OBJECTIVES OF THE STUDY

The principal objective of the study of the present project is to carry out a detailed

Analytical study of the ‘Job-satisfaction and mental health of Bank officers in Private Sector.’

 To ascertain the level of job-satisfaction of Officers/employees in different banks in

different areas.

 To get acquainted with the mental state of employees during their service-career.

 To elicit the views and opinions about the different dimensions of job-satisfaction
concerning the employees i.e. salary structure, working conditions, promotion criteria,
nature of work, incentives, etc.

 To gauge the stress level and ‘burn out syndromes’ of the Officers/employees.

 To analyze and interpret the data collected.

 To offer necessary suggestions and recommendations.

5.2 SCOPE OF THE STUDY

The subject of the study being extremely important, the intention was to make it a bit
comprehensive one. A questionnaire of 39 questions --- on job satisfaction and on mental health of
Officers and staff of Private Sector Banks was made out after a rigorous discussion and was
circulated to a fairly large number of Officers and staff of a few Private sector Banks at a couple of
places --- i.e. ICICI Bank, HDFC Bank, UTI Bank & Indus Ind Bank.
 The infra-structure in branches of these banks, the working conditions, style of
functioning, the behaviour with the public and the state of physical and mental health were
observed.

The study led to some fruitful results, sufficiently equipping the researcher to make
some meaningful suggestions and recommendations in the subject.

5.3 RESEARCH METHODOLOGY

Briefly put, the under-mentioned steps were followed during the course of qualitative
research:

Step 1  Study of service condition in Private Sector Banks to acquaint with the nature and level
of HRD activities in the organization.

Step 2  Study of nature of duties of Officers of different levels/grades.

Step 3  Analytical study of the existing work-load on Officers of different grades.

Step 4  General observations on style of functioning, behaviour with the public and state of
physical and mental health.

Step 5  Preparation of questionnaire of 39 searching questions on job-satisfaction and mental

health of Officers in Private Sector Banks.

Step 6  Discussion with Officers of different grades in different branches of the banks.

Step 7  Collection and analytical presentation of responses received in tabular forms.

Step 8  Preparation of detailed project report alongwith meaningful suggestions and

recommendation to improve the system further.

5.4 RESEARCH DESIGN

The research design adopted in the case was partly Exploratory/Formulative and partly
Descriptive in nature. Putting if differently, it was a fine blent of both Exploratory and Descriptive
designs.

5.5 NATURE OF DATA

 Since the data collected generally comprised of perceptions, views, opinions, insights,
impressions, attitudes and behaviour on the existing state of affairs in Private Sector Banks, the
same (data) was largely Qualitative and Primary in nature.

5.6 SAMPLE SIZE

Though the questionnaire was circulated amongst a fairly large number of Bank

Officers, the responses received were 30 only, mainly for three reasons namely,

i. The time of the study being around the close of the financial year and the
Officer’s and staff’s inability to spare time for this.

ii. Officer’s and staff’s general reluctance to share their personal problems
with the researcher freely and frankly, and

iii. Limited time-frame for the study.

5.7 TECHNIQUE OF SAMPLING

The project study being a kind of Qualitative research, an ideal mix of Convenience
sampling and Judgement sampling was used to select Officers and staff to be interacted with
randomly.

5.8 LIMITATIONS OF THE STUDY

The limitations, as perceived, can be briefly summarized as under :-

1. Honestly put, such studies, surveys and enquiries are taboos in all Private
Institutions and organizations. The Private Sector Banks are no exception to this
general perception.

2. Even though full confidentiality about the identity of Officers and their
replies/responses was assured – no names and no signatures insisted upon – the
responses have been woefully poor.
 3. The time of the study being around the close of the financial year and the Officer’s
and staff’s inability to spare time for this.

4. Officer’s and staff’s general reluctance to share their personal problems with the
researcher freely and frankly. To them, it appeared, even though quite mistakenly, to
be an intrusion into their privacy.

5. Limited time-frame for the study.

5.9 FINDINGS OF THE STUDY

The study conducted unmistakably shows and establishes that Officer’s cadre posts
continue to be quite attractive even today, considering the wage structure, avenues of
advancement, comparatively near and clean working, attractive schemes of incentives, advances
and loans etc., comparative absence of bossism, fellow-feeling and co-ordial group working, to
name a few positive attributes of bank services.

The one area that needs constant attention is service to the user/customer. Here, all
possible efforts should be made at various levels of Management hierarchy to continuously
improve and up-grade the quality of customer service. In an age of intense competition banking
sector also, like other areas of Trade, Commerce, and Industry, Private Sector Banks will have to
work hard and strive to keep pace with the changing times. This will not only improve their health
and the health of their work-force but also go a long way in building up their image.
 SUGGESTIONS & RECOMMENDATIONS

Banks particularly Private Sector Banks play pivotal role in development of country’s
economy. The volume of business done by them and the profits generated determine their
place/ranking. Like all other fields in the service-sector the wave of liberalization, globalization
and privatization is going to subject Public Sector Banks to more and more intense competition,
shaking them out of slumber under which they have unfortunately been so long.

The indifference, insensitivity, and the casual approach in their behaviour with the
customers, so commonly experienced all over the country by the users, has to be given a good-bye
for good, if the Private Sector Banks really want to survive and stay in business. The approach,
attitude and outlook of the whole set-up i.e. Top Management, Officer’s and Staff has to undergo a
sea-change.

Since Job-satisfaction and Mental health of all segments of the workforce play a
significant role in improving the performance of the Private Sector Banks, I, on the basis of my
study and the survey, venture to offer following suggestions and recommendations for critically
examining, analyzing, accepting and implementing the same to the extent possible.

1. Thorough work-study of each and every position particularly in the Officer’s cadre appears
eminently necessary with a view to effecting equitable and optimum distribution of work-
load. Presently inequitable allotment and distribution of work is a major irritant in the
Officer’s and staff and must be removed forthwith.
2. With a view to improving the quality of service to users in all its dimensions,
computerization in a massive scale should be planned and executed. The
advantage/benefits of computerization in this sector are too obvious to be ignored or
sidelined.

3. Wherever necessary, the merger and the relocation of branches, even banks themselves,
depending upon their physical and economic viability should be seriously thought of and
undertaken on priority basis.

4. The working environment, the building structures, the space available, and the outdated
tools and equipments in all Private Sector Banks, even at zonal and regional headquarters
have a pitiable late to tell, which invariably affect the quality of output/service and the level
of physical and mental health of the work force. Users/Visitors to branches of Private
Sector Banks too return from their premises not with a very good taste in their mouth. On
the other hand a visit to any branch of a foreign bank is a pleasing experience.

5. Till now the concept of marketing and its importance in banking business has not received
adequate attention of the top bank management. Marketing is too overwhelming a concept
to be ignored in service sector in modern times. A look at the innovative products &
packages offered by foreign banks is an eye-opener.

6. The existing health-care scheme for Officer’s and staff need imaginative overhauling and
up-gradation. The health of any organization ultimately depends upon the health of its
work-force.

7. Wherever necessary ATM’s should be installed and these services should be provided not
only in metropolitan cities but also in small cities. The Private Sector Banks should look to
open more and more branches in rural as well as urban areas for the convenience of general
public.

8. Even otherwise also, Periodical Training/Orientation of Officer’s and staff to inculcate a

sense of customer-service and satisfaction should be the regular feature of the Bank
Management Training Programme.

9. Unions in the banking sector must be made to realize that have to be more and more co-
operative and constructive in their approach. It is through their positive participation alone
that they can serve no only their bank, the society and the country better, but also
themselves and their families.

10. The banking sector, of late, has been using modern technology in a big way to bring in
greater efficiency, accuracy and speed in business. No wonder, banks are able to offer a
 host of new options to their customers like ATM’s (Automated Teller Machines), Tele-
banking, E-Banking, Mobile-banking and so on.

11. In olden days we use to hear a saying, ”Healthy mind in healthy body”. Now it has come to
be realized that sound mind is a pre-requisite for a sound body. I would strongly
recommend that the bank libraries must have some educative books on mental health and
stress management and the officers and staff should be encouraged to benefit from such
material. One such book that instantly comes to my mind is “ Creating Health : The Mind
Body Connection” by world renowned multi-skills celebrity Deepak Chopra.

12. Regular Career Advancement Programme and Sound Appraisal system should also be up-
graded in keeping with the emerging modern concepts in the field the world over.

13. Inculcation of the sense of participation, belonging and involvement, in the minds of
Officer’s and staff, in the entire managerial process is a must for improving the health of
Public Sector Banks in the country.

14. Since Human Capital is the most important constituent amongst the factors of production,
the latest Human Resource Development Techniques should be adopted and applied to our
advantage. Keeping pace with the beneficial modern concepts is not a matter of
option/choice for us. Rather it is a must.

15. To put a total stop to growing menace of bank frauds coming to notice regularly these days
and adversely affecting the morale of the whole work-force, it is absolutely essential that
the bank officials, even those remotely involved, must also be deterrently dealt with like
the ‘outside’ operators of these crimes. No clemency or leniency need ever be shown to
them.

16. The Banking Organization need a new vision, a new approach and an innovative stratergy.
They are supposed to bring about greater mobility in the financial resources to cater to the
changing socio-economic requirements of the society and the country.
 BIBLIOGRAPHY

Aswathappa, K.; Organizational Behaviour; 5th Edition, Himalaya Publishing

House, Mumbai, 2000.

Jha, S.M.; Services Marketing; 4th Edition, Himalaya Publishing House.

Mumbai, 2000.

Sikula, Andrew F. and Mckenna, John F.; The Management of Human

Resources --- Personnel Text & Current Issues; John Wiley and
sons, New York, 1989.

Tripathi, P.C.; Human Resource Development; 2nd Edition, Sultan Chand &
Sons, New Delhi, 1989.