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INTRODUCTION

Human Resource Development (HRD) is the framework for helping employees develop

their personal and organizational skills, knowledge, and abilities. Human Resource

Development includes such opportunities as employee training, employee career

development, performance management and development, coaching, succession

planning, key employee identification, tuition assistance, and organization development.

The focus of all aspects of Human Resource Development is on developing the most

superior workforce so that the organization and individual employees can accomplish

their work goals in service to customers.

Human Resource Development can be formal such as in classroom training, a college

course, or an organizational planned change effort. Or, Human Resource Development

can be informal as in employee coaching by a manager. Healthy organizations believe in

Human Resource Development and cover all of these bases.

Human resources is a term used to refer to how people are managed by organizations.

The field has moved from a traditionally administrative function to a strategic one that

recognizes the link between talented and engaged people and organizational success. The

field draws upon concepts developed in Industrial/Organizational Psychology and System

Theory. Human resources has at least two related interpretations depending on context.

The original usage derives from political economy and economics, where it was

traditionally called labor, one of four factors of production although this perspective is

changing as a function of new and ongoing research into more strategic approaches at

national levels. This first usage is used more in terms of 'human resources development',

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and can go beyond just organizations to the level of nations [2]. The more traditional usage

within corporations and businesses refers to the individuals within a firm or agency, and

to the portion of the organization that deals with hiring, firing, training, and other

personnel issues, typically referred to as 'human resources management'. This article

addresses both definitions.

Development

The objective of human resources development is to foster human resourcefulness

through enlightened and cohesive policies in education, training, health and employment

at all levels, from corporate to national.

basically human resource deals with the human qualities as a resources and using them in

the organization to overcome the problem with the effective solution at the right time by

the right person at the right place.

Management

Human resource management's objective, on the other hand, is to maximize the return on

investment from the organization's human capital and minimize financial risk. It is the

responsibility of human resource managers in a corporate context to conduct these

activities in an effective, legal, fair, and consistent manner.

Key functions

Human Resource Management serves these key functions:

1. Recruitment & Selection

2. Training and Development (People or Organization)

3. Performance Evaluation and Management

4. Promotions/Transfer

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5. Redundancy

6. Industrial and Employee Relations

7. Record keeping of all personal data.

8. Total Rewards: Employee Benefits & Compensation

9. Confidential advice to internal 'customers' in relation to problems at work

10. Career development

11. Competency Mapping (Competency mapping is a process an individual uses to

identify and describe competencies that are the most critical to success in a work

situation or work role.)

12. Time motion study is related to HR Function

13. Performance Appraisal

Modern analysis

Modern analysis emphasizes that human beings are not "commodities" or "resources",

but are creative and social beings in a productive enterprise. The 2000 revision of ISO

9001 in contrast requires to identify the processes, their sequence and interaction, and to

define and communicate responsibilities and authorities. In general, heavily unionized

nations such as France and Germany have adopted and encouraged such job descriptions

especially within trade unions. The International Labour Organization also in 2001

decided to revisit, and revise its 1975 Recommendation 150 on Human Resources

Development. One view of these trends is that a strong social consensus on political

economy and a good social welfare system facilitates labor mobility and tends to make

the entire economy more productive, as labor can develop skills and experience in

various ways, and move from one enterprise to another with little controversy or

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difficulty in adapting. Another view is that governments should become more aware of

their national role in facilitating human resources development across all sectors.

Labour mobility

An important controversy regarding labor mobility illustrates the broader philosophical

issue with usage of the phrase "human resources": governments of developing nations

often regard developed nations that encourage immigration or "guest workers" as

appropriating human capital that is rightfully part of the developing nation and required

to further its growth as a civilization. They argue that this appropriation is similar to

colonial commodity fiat wherein a colonizing European power would define an arbitrary

price for natural resources, extracting which diminished national natural capital.

The debate regarding "human resources" versus human capital thus in many ways echoes

the debate regarding natural resources versus natural capital. Over time the United

Nations have come to more generally support the developing nations' point of view, and

have requested significant offsetting "foreign aid" contributions so that a developing

nation losing human capital does not lose the capacity to continue to train new people in

trades, professions, and the arts.

An extreme version of this view is that historical inequities such as African slavery must

be compensated by current developed nations, which benefited from stolen "human

resources" as they were developing. This is an extremely controversial view, but it echoes

the general theme of converting human capital to "human resources" and thus greatly

diminishing its value to the host society, i.e. "Africa", as it is put to narrow imitative use

as "labor" in the using society.

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In a series of reports of the UN Secretary-General to the General Assembly [e.g.

A/56/162 (2001)], a broad inter-sectoral approach to developing human resourcefulness

[see United Nations Expert Meeting on Human Resources Development. `Changing

Perspectives on Human Resources Development. ST/TCD/SER.E/25. June 1994] [4] has

been outlined as a priority for socio-economic development and particularly anti-poverty

strategies. This calls for strategic and integrated public policies, for example in education,

health, and employment sectors that promote occupational skills, knowledge and

performance enhancement (Lawrence, J.E.S.)

Perceptions

Terms like "human resources" and "human capital" may be perceived as insulting to

people. They create the impression that people are merely commodities, like office

machines or vehicles, despite assurances to the contrary.

Corporate management

In the very narrow context of corporate "human resources" management, there is a

contrasting pull to reflect and require workplace diversity that echoes the diversity of a

global customer base. Foreign language and culture skills, ingenuity, humor, and careful

listening, are examples of traits that such programs typically require. It would appear that

these evidence a general shift through the human capital point of view to an

acknowledgment that human beings do contribute much more to a productive enterprise

than "work": they bring their character, their ethics, their creativity, their social

connections, and in some cases even their pets and children, and alter the character of a

workplace. The term corporate culture is used to characterize such processes at the

organizational level.

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The traditional but extremely narrow context of hiring, firing, and job description is

considered a 20th century anachronism. Most corporate organizations that compete in the

modern global economy have adopted a view of human capital that mirrors the modern

consensus as above. Some of these, in turn, deprecate the term "human resources" as

useless. Yet the term survives, and if related to `resourcefulness', has continued and

emerging relevance to public policy.

In general the abstractions of macro-economics treat it this way - as it characterizes no

mechanisms to represent choice or ingenuity. So one interpretation is that "firm-specific

human capital" as defined in macro-economics is the modern and correct definition of

"human resources" - and that this is inadequate to represent the contributions of "human

resources" in any modern theory of political economy.

Human resources management trends and influences

In organizations, it is important to determine both current and future organisational

requirements for both core employees and the contingent workforce in terms of their

skills/technical abilities, competencies, flexibility etc. The analysis requires consideration

of the internal and external factors that can have an effect on the resourcing,

development, motivation and retention of employees and other workers. The external

factors are those largely out-with the control of the organization and include issues such

as the economic climate, current and future trends of the labor market e.g. skills,

education level, government investment into industries etc. On the other hand internal

influences are broadly within the control of the organization to predict determine and

monitor, for example the organizational culture underpinned by management behaviours

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(or style), environmental climate and the approach to ethical and corporate social

responsibilities.

Major trends

In order to know the business environment in which any organization operates, three

major trends should be considered:

Demographics

the characteristics of a population/workforce, for example, age, gender or social

class. This type of trend may have an effect in relation to pension offerings,

insurance packages etc.

Diversity

the variation within the population/workplace. Changes in society now mean that

a larger proportion of organizations are made up of "baby-boomers" or older

employees in comparison to thirty years ago. stankein advocates of "workplace

diversity" simply advocate an employee base that is a mirror reflection of the

make-up of society insofar as race, gender, sexual orientation, etc.

Skills and qualifications

as industries move from manual to a more managerial professions so does the

need for more highly skilled graduates. If the market is "tight" (i.e. not enough

staff for the jobs), employers will have to compete for employees by offering

financial rewards, community investment, etc.

Individual responses

In regard to how individuals respond to the changes in a labour market the following

should be understood:

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Geographical spread

How far is the job from the individual. The distance to travel to work should be in

line with the pay offered by the organization and the transportation and

infrastructure of the area will also be an influencing factor in deciding who will

apply for a post.

Occupational structure

The norms and values of the different careers within an organization. Mahoney

1989 developed 3 different types of occupational structure namely craft (loyalty

to the profession), organization career (promotion through the firm) and

unstructured (lower/unskilled workers who work when needed).

Generational difference

Different age categories of employees have certain characteristics, for example

their behavior and their expectations of the organization.

Framework

Human Resources Development is a framework for the expansion of human capital

within an organization or (in new approaches) a municipality, region, or nation. Human

Resources Development is a combination of training and education, in a broad context of

adequate health and employment policies, that ensures the continual improvement and

growth of both the individual, the organisation, and the national human resourcefulnes.

Adam Smith states, “The capacities of individuals depended on their access to

education”. Human Resources Development is the medium that drives the process

between training and learning in a broadly fostering environment. Human Resources

Development is not a defined object, but a series of organised processes, “with a specific

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learning objective” (Nadler,1984)[7] Within a national context, it becoms a strategic

approach to intersectoral linkages between health, education and employment.[8]

Structure

Human Resources Development is the structure that allows for individual development,

potentially satisfying the organization’s, or the nation's goals. The development of the

individual will benefit both the individual, the organization, or the nation and its citizens.

In the corporate vision, the Human Resources Development framework views employees,

as an asset to the enterprise whose value will be enhanced by development, “Its primary

focus is on growth and employee development…it emphasises developing individual

potential and skills” (Elwood, olton and Trott 1996) Human Resources Development in

this treatment can be in-room group training, tertiary or vocational courses or mentoring

and coaching by senior employees with the aim for a desired outcome that will develop

the individual’s performance. At the level of a national strategy, it can be a broad

intersectoral approach to fostering creative contributions to national productivity [10]

Training

At the organizational level, a successful Human Resources Development program will

prepare the individual to undertake a higher level of work, “organized learning over a

given period of time, to provide the possibility of performance change” (Nadler 1984). In

these settings, Human Resources Development is the framework that focuses on the

organizations competencies at the first stage, training, and then developing the employee,

through education, to satisfy the organizations long-term needs and the individuals’

career goals and employee value to their present and future employers. Human Resources

Development can be defined simply as developing the most important section of any

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business its human resource by, “attaining or upgrading the skills and attitudes of

employees at all levels in order to maximise the effectiveness of the enterprise” (Kelly

2001). The people within an organization are its human resource. Human Resources

Development from a business perspective is not entirely focused on the individual’s

growth and development, “development occurs to enhance the organization's value, not

solely for individual improvement. Individual education and development is a tool and a

means to an end, not the end goal itself”. (Elwood F. Holton II, James W. Trott Jr)[11]. The

broader concept of national and more strategic attention to the development of human

resources is beginning to emerge as newly independent countries face strong competition

for their skilled professionals and the acbanking brain-drain they experience.

Recruitment

Employee recruitment forms a major part of an organization's overall resourcing

strategies which seek to identify and secure the people needed for the organisation to

survive and succeed in the short to medium-term. Recruitment activities need to be

responsive to the ever-increasingly competitive market to secure suitably qualified and

capable recruits at all levels. To be effective these initiatives need to include how and

when to source the best recruits internally or externally. Common to the success of either

are; well-defined organisational structures with sound job design, robust task and person

specification and versatile selection processes, reward, employment relations and human

resource policies, underpinned by a commitment for strong employer branding and

employee engagement strategies.

Internal recruitment can provide the most cost-effective source for recruits if the potential

of the existing pool of employees has been enhanced through training, development and

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other performance-enhancing activities such as performance appraisal, succession

planning and development centres to review performance and assess employee

development needs and promotional potential.

Increasingly, securing the best quality candidates for almost all organizations will rely, at

least occasionally if not substantially, on external recruitment methods. Rapid changing

business models demand skills of experiences which cannot be sourced or rapidly enough

developed from the existing employee base. It would be unusual for an organisation

today to undertake all aspects of the recruitment process without support from third-party

dedicated recruitment firms. This may involve a range of support services, such as;

provision of CVs or resumes, identifying recruitment media, advertisement design and

media placement for job vacancies, candidate response handling, shortlisting, conducting

aptitude testing, preliminary interviews or reference and qualification verification.

Typically, small organisations may not have in-house resources or, in common with

larger organisations, may not possess the particular skill-set required to undertake a

specific recruitment assignment. Where requirements arise these will be referred on an

adhoc basis to government job centres or commercially run employment agencies.

Except in sectors where high-volume recruitment is the norm, an organization faced with

an unexpected requirement for an unusually large number of new recruits at short notice

will often hand over the task to a specialist external recruiter to manage the end-to-end

resourcing programme. Sourcing executive-level and senior management as well as the

acquisition of scarce or ‘high-potential’ recruits has been a long-established market

serviced by a wide range of ‘search and selection’ or ‘headhunting’ consultancies which

typically form long-standing relationships with their client organizations. Finally, certain

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organizations with sophisticated HR practices have identified there is a strategic

advantage in outsourcing complete responsibility for all workforce procurement to one or

more third-party recruitment agencies or consultancies. In the most sophisticated of these

arrangements the external recruitment services provider may not only physically locate,

or ‘embed’, their resourcing team(s) within the client organization's offices but will work

in tandem with the senior human resource management team in developing the longer-

term HR resourcing strategy and plan.

Modern concept of human resources

Though human resources have been part of business and organizations since the first days

of agriculture, the modern concept of human resources began in reaction to the efficiency

focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in

the United States started the human relations movement, which viewed workers in terms

of their psychology and fit with companies, rather than as interchangeable parts. This

movement grew throughout the middle of the 20th century, placing emphasis on how

leadership, cohesion, and loyalty played important roles in organizational success.

Although this view was increasingly challenged by more quantitatively rigorous and less

"soft" management techniques in the 1960s and beyond, human resources development

had gained a permanent role within organizations, agencies and nations, increasingly as

not only an academic discipline, but as a central theme in development policy.

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Competency frameworks

Competencies are typically used to define the behaviours that an employer values and

believes will help it achieve its long-term goals. A well-designed competency framework

can form the backbone for a wide range of HR activities. However, great care and

attention needs to be taken during the design stage and the framework should be reviewed

regularly to ensure it remains relevant.

Blended learning

Many organisations are now adopting a ‘blended’ approach to learning and development.

This is based on the recognition that e-learning is just one of many forms of training

delivery, all of which have a role to play in providing employees with essential

knowledge and understanding. The greatest strength of e-learning lies in its potential to

provide a consistent level of training when and wherever it is needed.

Leadership development

Looks at the design and delivery of structured leadership development

programmes.

Examines issues such as defining leadership and identifying future leaders.

Includes detailed case studies of the leadership programmes in place at five

named organizations.

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Leadership is vital in any organisation to provide direction, set strategy and to get the best

out of employees. Different goals require different types of leaders and an increasing

number of employers now use teams of leaders rather than individual figureheads to

benefit from a broad range of skills and abilities at the top of an organisation. As the

demands on leaders continue to grow, so the need for leadership development

programmes becomes more important.

Mentoring

Looks at the principles of good mentoring.

Covers issues in managing a formal mentoring scheme, such as the matching

process, setting ground rules and evaluating the scheme's effectiveness.

Five detailed bank case studies of mentoring in a variety of contexts.

Includes a short 'mentoring resources' section.

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Mentoring can be an effective development tool with applications in a wide variety of

organisational contexts for different groups of employees, from graduate recruits to

senior executives. Employers that run formal mentoring schemes point to the benefits not

only for mentees, but for programme mentors and the business as a whole. This HR

Study examines the objectives of such schemes, the process whereby participants are

selected and matched, the content of mentoring meetings and the way organisations

attempt to evaluate their schemes.

A formal mentoring scheme is really an attempt to bring structure, guidelines and clear

aims to a practice that is often a fairly normal part of organisational activity. Mentoring

has always gone on - usually where a senior employee strikes up a rapport with a more

junior colleague and nurtures their development by passing on knowledge and offering

guidance. By setting up a formal mentoring programme, more opportunities are created

for such relationships to flourish and the benefits inherent in mentoring can be extended

more even-handedly to a greater number of staff.

The Study includes detailed case studies of five organisations that have successfully

introduced mentoring schemes for a variety of employees, from graduate recruits and

department store managers to fast-trackers and senior executives. It also includes a

section summarising the activities of some of the key players in the mentoring field who

can offer advice on best practice, training courses for mentors or help with setting up a

mentoring scheme.

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Performance management

Examines the performance planning process, including agreeing individual

targets linked with overall business goals, establishing SMART measures and

taking account of how, as well as what, objectives are to be met.

Looks at how employers track and support progress during the year by means

of formal interim reviews and regular feedback.

Discusses the final review process, including preparation and collection of

evidence (possibly in the form of 360-degree feedback), conducting the

appraisal, applying ratings and ensuring consistency.

Considers potential outcomes, such as the link to pay and career development

opportunities, and how employers seek to manage poor performers.

Includes five detailed bank case studies.

Performance management is a continuous process based on flexible objectives closely

aligned with business goals ad supported by regular feedback. Employees are

increasingly being given greater ownership of the process and responsibility for their own

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career development. But line managers still have a vital role to play in monitoring

progress, providing constructive feedback and coaching employees to improve. 

Supporting business strategy

The ultimate aim of any performance management framework is to improve the

effectiveness of the business as a whole. Each individual’s targets should therefore be

aligned with the organization’s strategic goals if there is to be a real impact on the bottom

line. In their push for a higher performance culture that will drive longer-term business

success, organizations are also placing greater emphasis on behavioral goals. These are

typically set in relation to a competency framework to define the manner in which

objectives ought to be met. There is also a growing focus on personal development

planning as a means of helping employees achieve their targets and of encouraging

continuous improvement. 

Line managers have key role

While organisations are increasingly advocating a higher degree of employee ownership

of the performance management process, line managers continue to play a key role as

facilitators, advocates and coaches. The success of a new performance management

system rests largely on the ability of line managers to manage and engage their staff.

Consulting with them during the initial design phase, then, is likely to build enthusiasm

and can help to secure buy-in and long-term commitment to the process.

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Psychometric tests

Covers both ability tests and personality assessments.

Highlights the importance of selecting an appropriate test.

Discusses good practice in test administration and feedback.

Features six detailed bank case studies examining how tests are used for

selection and development purposes in a variety of contexts.

By offering a way for employers to gain a relatively objective source of information on

candidates, psychometric testing can be an important tool in reaching recruitment

decisions. It can also play a valuable role in assessing an employee's suitability for

promotion and in identifying development needs. Tests can measure ability in a range of

different areas and provide an insight into employees' personalities and work styles.

However, tests should never be used without suitable training and they should not be

employed independently of other assessment measures. This StudyPlus looks at how

psychometric tests are scored, interpreted and reported. It also outlines the training

required to become a qualified test user, considers how to reduce the potential for

discrimination in testing and discusses the pros and cons of online testing.

Succession planning

Examines how succession planning processes are managed.

Considers ways of identifying talent and of developing individuals with high

potential.

Outlines the types of qualities organisations look for in future leaders and how

these are assessed.

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Offers pointers to how succession plans can be implemented effectively.

Includes detailed case studies of the succession planning activities in six

organizations.

Succession planning can help organizations ensure that they have sufficient people of the

right calibre and skills in place to take over the roles of senior colleagues as they retire or

leave the business. The objective is to secure an effective and orderly transition.

However, succession plans are not just about eliminating gaps when people move on;

they are also about ensuring that the talent pool is developed and deployed to the roles

where it is needed as organizations grow and evolve.

This Study considers how succession processes are managed, how employee potential is

assessed and how individuals can be given opportunities to develop. It also examines

some of the practical issues that need to be faced if these activities are to make a

significant contribution to a successful talent management strategy.

OBJECTIVES

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The main objectives of the study are:-

To know the various HR implications in private banks. 

To know whether employees are satisfied with their jobs or not.

To know the various retention practices used in banks.

To know the motivational factors used by the banks.

To know whether training and development programs are conducted b the

banks or not

SCOPE & IMPORTANCE

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1) People are major asset and that an organization can make full utilization of

individual potential by providing a developmental environment and opportunities

by encouraging and rewarding innovativeness and creativity.

2) Such people who are unable to contribute to the organization fully due to reasons

beyond their control can also give their best if they are taken care of proper

environment and conditions are provided.

3) Competency can be developed in people at any point of time and organizations

must encourage competency enhancement.

4) Human resource development provides higher quality of work-life through

opportunities of a meaningful career, job satisfaction and professional

development.

5) Human resource development philosophy emphasizes human well-being and

organizational growth.

6) Human resource development policies are relationship centered and the extent of

relationship under human resource development is life long and not merely for 8

hours a day.

7) If employees perceive a nurturing environment, automatically there would be a

positive response to match individual aspirations with organizational needs.

8) Human resource development processes have to be planned and continous in

order to be effective.

9) A signal to the employees that management believes they are important and

should motivate them to acquire new skills and consequent rewards.

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10) Human resource development fosters commitment through the communication of

values.

11) Human resource development facilitates identification with organizational goals

through better employee understanding.

12) Human resource development provides for two-way, open and interactive

communication between management and employees.

13) Human resource development focuses on needs satisfaction through achievement

and recognition.

14) Human resource development provides job enrichment through training and the

acquisition of new skills.

15) Human resource development increased awareness of the importance of change

management and consequent adaptability of employees.

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LITERATURE REVIEW

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BANK PROFILE

HDFC BANK

HDFC Bank is India's second-largest bank with total assets of Rs. 3,849.70 billion

(US$ 82 billion) at September 30, 2008 and profit after tax Rs. 17.42 billion for the

half year ended September 30, 2008. The Bank has a network of about 1,400 branches

and 4,530 ATMs in India and presence in 18 countries. HDFC Bank offers a wide range

of banking products and financial services to corporate and retail customers through a

variety of delivery channels and through its specialized subsidiaries and affiliates in the

areas of investment banking, life and non-life insurance, venture capital and asset

management. The Bank currently has subsidiaries in the United Kingdom, Russia and

Canada, branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and

Dubai International Finance Centre and representative offices in United Arab Emirates,

China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. Our UK subsidiary

has established branches in Belgium and Germany.

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HDFC Bank's equity shares are listed in India on Bombay Stock Exchange and the

National Stock Exchange of India Limited and its American Depositary Receipts (ADRs)

are listed on the New York Stock Exchange (NYSE).

History:

HDFC Bank was originally promoted in 1994 by HDFC Limited, an Indian financial

institution, and was its wholly-owned subsidiary. HDFC's shareholding in HDFC Bank

was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity

offering in the form of ADRs listed on the NYSE in fiscal 2000, HDFC Bank's

acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and

secondary market sales by HDFC to institutional investors in fiscal 2001 and fiscal 2002.

HDFC was formed in 1955 at the initiative of the World Bank, the Government of India

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and representatives of Indian banks. The principal objective was to create a development

financial institution for providing medium-term and long-term project financing to Indian

businesses. In the 1990s, HDFC transformed its business from a development financial

institution offering only project finance to a diversified financial services group offering a

wide variety of products and services, both directly and through a number of subsidiaries

and affiliates like HDFC Bank. In 1999, HDFC become the first Indian bank and the first

bank or financial institution from non-Japan Asia to be listed on the NYSE.

After consideration of various corporate structuring alternatives in the context of the

emerging competitive scenario in the Indian banking banks, and the move towards

universal banking, the managements of HDFC and HDFC Bank formed the view that the

merger of HDFC with HDFC Bank would be the optimal strategic alternative for both

entities, and would create the optimal legal structure for the HDFC group's universal

banking strategy. The merger would enhance value for HDFC shareholders through the

merged entity's access to low-cost deposits, greater opportunities for earning fee-based

income and the ability to participate in the payments system and provide transaction-

banking services. The merger would enhance value for HDFC Bank shareholders through

a large capital base and scale of operations, seamless access to HDFC's strong corporate

relationships built up over five decades, entry into new business segments, higher market

share in various business segments, particularly fee-based services, and access to the vast

talent pool of HDFC and its subsidiaries. In October 2001, the Boards of Directors of

HDFC and HDFC Bank approved the merger of HDFC and two of its wholly-owned

retail finance subsidiaries, HDFC Personal Financial Services Limited and HDFC Capital

Services Limited, with HDFC Bank. The merger was approved by shareholders of HDFC

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and HDFC Bank in January 2002, by the High Court of Gujarat at Ahmadabad in March

2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in

April 2002. Consequent to the merger, the HDFC group's financing and banking

operations, both wholesale and retail, have been integrated in a single entity.

HDFC Bank has formulated a Code of Business Conduct and Ethics for its directors and

employees.

HDFC Bank (BSE: HDFC) (formerly Industrial Credit and Investment Corporation of

India) is India's largest private sector bank in market capitalization and second largest

overall in terms of assets. Bank has total assets of about USD 100 billion (at the end of

March 2008), a network of over 1,399 branches, 22 regional offices and 49 regional

processing centres, about 4,485 ATMs (at the end of September 2008), and 24 million

customers (at the end of July 2007). HDFC Bank offers a wide range of banking products

and financial services to corporate and retail customers through a variety of delivery

channels and specialised subsidiaries and affiliates in the areas of investment banking,

life and non-life insurance, venture capital and asset management. (These data are

dynamic.) HDFC Bank is also the largest issuer of credit cards in India. [1]. HDFC Bank

has got its equity shares listed on the stock exchanges at Kolkata and Vadodara, Mumbai

and the National Stock Exchange of India Limited, and its ADRs on the New York Stock

Exchange (NYSE).

The Bank is expanding in overseas markets and has the largest international balance sheet

among Indian banks. HDFC Bank now has wholly-owned subsidiaries, branches and

representatives offices in 18 countries, including an offshore unit in Mumbai. This

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includes wholly owned subsidiaries in Canada, Russia and the UK, offshore banking

units in Bahrain and Singapore, an advisory branch in Dubai, branches in Belgium, Hong

Kong and Sri Lanka, and representative offices in Bangladesh, China, Malaysia,

Indonesia, South Africa, Thailand, the United Arab Emirates and USA. Overseas, the

Bank is targeting the NRI (Non-Resident Indian) population in particular.

HDFC reported a 1.15% rise in net profit to Rs. 1,014.21 crore on a 1.29% increase in

total income to Rs. 9,712.31 crore in Q2 September 2008 over Q2 September 2007.

1955: The Industrial Credit and Investment Corporation of India Limited (HDFC) was

incorporated at the initiative of World Bank, the Government of India and representatives

of Indian banks, with the objective of creating a development financial institution for

providing medium-term and long-term project financing to Indian businesses.

Mr.A.Ramaswami Mudaliar is elected as the first Chairman of HDFC Limited.

HDFC emerges as the major source of foreign currency loans to Indian banks.

Besides funding from World Bank and other multi-lateral agencies, HDFC was

also among the first Indian companies to raise funds from international markets.

1956: HDFC declared its first dividend, of 3.5%.

1958: Mr.G.L.Mehta appointed the second Chairman of HDFC Ltd.

1960: HDFC building at 163, Backbay Reclamation, inaugurated.

1961: The first West German loan of DM 5 million from Kredianstalt obtained.

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1967: HDFC made its first debenture issue for Rs.6 crore, which was oversubscribed.

1969: The first two regional offices set up in Calcutta and Madras.

1972: HDFC becomes the second entity in India to set up merchant banking services.

Mr. H. T. Parekh appointed the third Chairman of HDFC.

1977: HDFC sponsored the formation of Housing Development Finance Corporation and

manages its first equity public issue.

1978: Mr. James Raj appointed the fourth Chairman of HDFC.

1979: Mr.Siddharth Mehta appointed the fifth Chairman of HDFC.

1982: HDFC became the first ever Indian borrower to raise European Currency Units.

HDFC commences leasing business.

1984: Mr. S. Nadkarni appointed the sixth Chairman of HDFC.

1985: Mr. N.Vaghul appointed the seventh Chairman and Managing Director of HDFC.

1986: HDFC became the first Indian institution to receive ADB Loans.

HDFC, along with UTI, set up Credit Rating Information Services of India

Limited, India's first professional credit rating agency.

HDFC promotes Shipping Credit and Investment Bank of India Limited.

30

The Corporation made a public issue of Swiss Franc 75 million in Switzerland,

the first public issue by any Indian entity in the Swiss Capital Market.

1987: HDFC signed a loan agreement for Sterling Pound 10 million with Commonwealth

Development Corporation (CDC), the first loan by CDC for financing projects in India.

1988: Promoted TDICI - India's first venture capital bank.

1993: HDFC Securities and Finance Bank Limited in joint venture with J. P. Morgan set

up.

HDFC Asset Management Bank set up.

1994: HDFC Bank set up.

1996: HDFC Ltd became the first bank in the Indian financial sector to raise GDR.

SCICI merged with HDFC Ltd.

Mr. K.V.Kamath appointed the Managing Director and CEO of HDFC Ltd

1997: HDFC Ltd was the first intermediary to move away from a single prime rate

structure to a three-tier prime rates structure and introduced yield-curve-based pricing.

The name "The Industrial Credit and Investment Corporation of India Ltd"

changed to "HDFC Ltd."

HDFC Ltd. announced the takeover of ITC Classic Finance.

31

1998: A new logo symbolizing the common corporate identity for the HDFC Group was

introduced.

HDFC announced takeover of Anagram Finance.

1999: HDFC launched retail finance - car loans, home loans and loans for consumer

durables.

HDFC becomes the first Indian bank to get listed on the NYSE through an issue

of American Depositary Shares.

2000: HDFC Bank became the first commercial bank from India to get its stock listed on

the NYSE.

HDFC Bank announces merger with Bank of Madura.

2001: The Boards of HDFC Ltd and HDFC Bank approved the merger of HDFC Ltd.

with HDFC Bank.

2002: HDFC Ltd merged with HDFC Bank Ltd to create India’s second-largest bank in

terms of assets.

HDFC assigned higher than "Sovereign" rating by Moody’s.

HDFC Bank launched India’s first CDO (Collateralised Debt Obligation) Fund

named Indian Corporate Collateralised Debt Obligation Fund (ICCDO Fund).

"E-Lobby", a self-service banking centre and a first of its kind in India, is

inaugurated in Pune.

32

HDFC Bank launched Private Banking.

A 1,100-seat Call Centre for Customer Care by phone and e-mail was set up in

Hyderabad.

HDFC Bank Home Shoppe, the first-ever permanent aggregation and display of

housing projects in the county, launched in Pune.

ATM-on-Wheels, India’s first mobile ATM, launched in Mumbai.

2003: The first Integrated Currency Management Centre launched in Pune.

HDFC Bank announced the setting up of its first-ever offshore branch in

Singapore.

The first offshore banking unit (OBU) at SEEPZ Special Economic Zone,

Mumbai, was launched.

HDFC Bank’s representative office inaugurated in Dubai.

Representative office set up in China.

HDFC Bank’s UK subsidiary launched.

India’s first ever "Visa Mini Credit Card", a credit card 43% smaller in

dimensions was launched.

A subsidiary of HDFC Bank was set up in Canada.

Temasek Holdings acquired 5.2% stake in HDFC Bank.

HDFC Bank became the market leader in retail credit in India.

2004: Max Money, a home loan product that offers the dual benefit of higher eligibility

and affordability to a customer, introduced.

33

Mobile banking service in India launched in association with Reliance Infocomm.

India’s first multi-branded credit card with HPCL and Airtel launched.

Kisan Loan Card and innovative, low-cost ATMs were launched in rural India.

HDFC Bank and CNBC TV 18 announced India’s first ever awards recognizing

the achievements of SMEs, a pioneering initiative to encourage the contribution

of Small and Medium Enterprises to the growth of the Indian economy.

HDFC Bank opened its 500th branch in India.

HDFC Bank introduced partnership model wherein HDFC Bank would forge an

alliance with existing micro finance institutions (MFIs). The MFI would

undertake the promotional role of identifying, training and promoting the micro-

finance clients and HDFC Bank would finance the clients directly on the

recommendation of the MFI.

HDFC Bank introduced 8 to 8 Banking wherein all the branches of the Bank

would remain open from 8a.m. to 8 p.m. from Monday to Saturday.

HDFC Bank introduced the concept of floating rate for home loans in India.

2005: First rural branch and ATM launched in Uttar Pradesh at Delpandarwa, Hardoi.

"Free for Life" credit cards launched wherein annual fees of all HDFC Bank

Credit Cards were waived off.

HDFC Bank and Visa jointly launched mChq – a revolutionary credit card on the

mobile phone.

34

Private Banking Masters 2005, a nationwide Golf tournament for high networth

clients of the Private Banking division launched. This event is the largest

domestic invitation amateur golf event conducted in India.

Becomes the first Indian bank to make a simultaneous equity offering of $1.8

billion in India, the United States and Japan.

Acquired IvestitsionnoKreditny Bank of Russia.

HDFC Bank became the largest bank in India in terms of its market capitalization.

HDFC Bank became the first private entity in India to offer a discount to retail

investors for its follow-up offer.

2006: HDFC Bank became the first Indian bank to issue hybrid Tier-1 perpetual debt in

the international markets.

HDFC Bank subsidiary set up in Russia.

Introduced a new product - ‘NRI smart save Deposits’ – a unique fixed deposit

scheme for nonresident Indians.

Representative offices opened in Thailand, Indonesia and Malaysia.

HDFC Bank became the largest retail player in the market to introduce a

biometric enabled smart card that allow banking transactions to be conducted on

the field. A low-cost solution, this became an effective delivery option for HDFC

Bank’s micro-finance institution partners.

Financial counseling centre Disha launched. Disha provides free credit

counseling, financial planning and debt management services.

Bhoomi puja conducted for a regional hub in Hyderabad, Andhra Pradesh.

35

2007: HDFC Bank makes a USD 2 billion three-tranche international bond offering,

which becomes the largest bond offering by an Indian bank.

Sangli Bank was amalgamated with HDFC Bank.

HDFC Bank raised Rs 20,000 crore (approx $5 billion) from domestic and

international markets through a follow-on public offer.

HDFC Bank’s GBP 350 million international bond offering marked the inaugural

deal in the sterling market from an Indian issuer and also the largest deal in the

sterling market from Asia.

Launched India’s first ever jewellery card in association with jewellery major

Gitanjali Group.

HDFC Bank became the first bank in India to launch a premium credit card -- The

Visa Signature Credit Card.

The foundation stone for a regional hub in Gandhinagar, Gujarat was laid.

HDFC Bank introduced SME Toolkit, an online resource centre, to help small and

medium enterprises start, finance and grow their business.

HDFC Bank signed a multi-tranche dual currency US$ 1.5 billion syndication

loan agreement in Singapore.

HDFC Bank became the first private bank in India to offer both floating and fixed

rate on car loans, commercial vehicles loans, construction equipment loans and

professional equipment loans.

In a first-of-its-kind, nation wide initiative to attract bright graduate students to

pursue a careers in banking, HDFC Bank launched the "Probationary Officer

Programme".

36

Launched Bank@Home services for all savings and current account customers

residing in India

HDFC Bank Eurasia LLC inaugurated its first branch at St Petersburg, Russia.

2008: HDFC Bank enters USA, launches its first branch in New York

HDFC Bank enters Germany, opens its first branch in Frankfurt

HDFC Bank launched iMobile, a breakthrough innovation in banking where

practically all Internet banking transactions can now be done easily on the mobile

phone.

HDFC Bank concluded India's largest ever securitization transaction of a pool of

retail loan assets aggregating to Rs. 48.96 billion (equivalent of USD 1.21 billion)

in a multi-tranche issue backed by four different asset categories. It is also the

largest deal in Asia (ex-Japan) in 2008 till date and the second largest deal in Asia

(ex-Japan and Australia) since the beginning of 2007.

HDFC Bank launches HDFCACTIVE-Banking Interactive Service - along with

DISH TV, which will allow viewers to see information about the Bank's products

and services and contact details on their DISH TV screens.

HDFC Bank and British Airways launch a co-branded credit card, designed to

earn cardholders accelerated reward points with every British Airways flight or by

spending on everyday purchases

37

Present Status of the Organization:-

March 2007 March 2008 March 2009

Citied 228 316 452

Branches 535 684 1412

ATMs 1323 1605 3275

Housing Development Finance Corporation Limited, more popularly known as HDFC

Bank Ltd, was established in the year 1994, as a part of the liberalization of the Indian

Banking Banks by Reserve Bank of India (RBI). It was one of the first banks to receive

an 'in principle' approval from RBI, for setting up a bank in the private sector. The bank

was incorporated with the name 'HDFC Bank Limited', with its registered office in

Mumbai. The following year, it started its operations as a Scheduled Commercial Bank.

Today, the bank boasts of as many as 1412 branches and over 3275 ATMs across

India. Amalgamation

In 2002, HDFC Bank witnessed its merger with Times Bank Limited (a private sector

bank promoted by Bennett, Coleman & Co. / Times Group). With this, HDFC and Times

became the first two private banks in the New Generation Private Sector Banks to have

gone through a merger. In 2008, RBI approved the amalgamation of Centurion Bank of

Punjab with HDFC Bank. With this, the Deposits of the merged entity became Rs.

1,22,000 crore, while the Advances were Rs. 89,000 crore and Balance Sheet size was

Rs. 1,63,000 crore. 

38

Head Office 

HDFC Bank

Ramon House, 169, Backbay Reclamation, 

H T Parekh Marg, Churchgate 

Mumbai - 400020

Phone: +91 (22) 66316000, 66636000, 66316060

Fax: +91 (22) 22048834

Website: www.hdfc.com

Tech-Savvy

HDFC Bank has always prided itself on a highly automated environment, be it in terms of

information technology or communication systems. All the braches of the bank boast of

online connectivity with the other, ensuring speedy funds transfer for the clients. At the

same time, the bank's branch network and Automated Teller Machines (ATMs) allow

multi-branch access to retail clients. The bank makes use of its up-to-date technology,

along with market position and expertise, to create a competitive advantage and build

market share. 

Capital Structure

At present, HDFC Bank boasts of an authorized capital of Rs 550 crore (Rs5.5 billion), of

this the paid-up amount is Rs 424.6 crore (Rs.4.2 billion). In terms of equity share, the

HDFC Group holds 19.4%. Foreign Institutional Investors (FIIs) have around 28% of the

equity and about 17.6% is held by the ADS Depository (in respect of the bank's

American Depository Shares (ADS) Issue). The bank has about 570,000 shareholders. Its

shares find a listing on the Stock Exchange, Mumbai and National Stock Exchange, while

39

its American Depository Shares are listed on the New York Stock Exchange (NYSE),

under the symbol 'HDB'

Functional Departments of the Organisation:-

The functional departments of the organization consists of the HR department, the

administrative department and the executive department. The HR department of the

organization consists of the people who employ the Persons who they think would be

able to do justice with the job handled.The administrative department of the organization

consists of the director and the manager of the organization. They preside the

organization and control all the operations of the organization such that the organization

could run in a smooth and effective manner.The executive department of the organization

consists of the various employees Who execute the job undertaken by them. The

employees consists of the team leaders, the Corporate financial consultants,. the

telecallers, various staffs and junior staffs who are the main structural framework of the

organization. The organization thus runs with the effective coordination of the HR

department, the administrative department and the executive department such that the

supervisors of the organization preside over the subordinate employees to give them

directions about fulfilling their works most efficiently and effectively. Technical

Consultancy Department: The Technical Consultancy Department is responsible for

technical appraisal of industrial projects. The mission of the division is aimed towards the

verification of the technical viability of industrial projects and assisting the Funds

management in taking the decisions that require technical expertise. Moreover, it is

responsible for conducting technical studies and rendering technical consultancy BANK

40

to certain industrial sectors for the purposes of investigating modern technologies and

productivity levels for local manufacturing plants.

H R Department:

HDFC Human Resources department plans and direct for the employee population as

well as they are having the following functions as:-

Hiring

Promotions

Reassignments

Position classification and grading

Salary determination

Performance appraisal review and processing

Personnel data entry and records maintenance

Policy development

Work permitting immigration visa program

Workers’ compensation

Finance Department:

The Finance Manager is responsible for all aspects of the accounting and financial

administration of the HDFC, the supervision of the implementation of the HDFC

financial policies, directives and procedures and the initiation of the financial plans

within the guidelines of HDFC The department contains several distinct sections, each of

which is responsible for a proportion of the activities taking place within the finance

department.

41

Marketing Consultancy Department:

The Marketing Consultancy Department plays and important role within the Fund as it

studies and analyzes marketing information in order to build solid base for management

decisions. The division also assists projects sponsors in formulating solid marketing

strategies to improve their industries and strengthen their position in the local and

international markets.

Research Department:

The Research Department is having the capacity to act through four composing units i.e.,

the market research unit, economic studies unit, and statistical studies unit. It is the

mission of the division to provide support BANK for information and consultancy to the

senior management and division in the areas of economic, statistical and marketing

information and consultancy through data analysis, processing of economic and statistical

data, market research studies and publishing related periodical reports.

Organization Structure and Organization Chart:-

The organization structure of the bank HDFC is such that it comprises of the departments

and the employees in the hierarchical order so that they are able to perform their

functions and duties smoothly and effectively doing their job in a manner in which it

should be done. The organization is headed by the administrative department which

coordinates and controls the executive department. The executive department is a link

from the top and the bottom comprising of the lower level employees such that they work

together to fulfill the common objective of getting business from the persons who get in

touch with them and see to it that they are provided with the best of the BANK which

42

constitute giving financial advise to providing Account to the customers. The lower level

employees and the corporate financial consultants work together to see to it that the

database for providing financial BANK to sufficient number of people is made .They

work together to see to it that this database is followed and worked upon such that more

and more number of people get themselves avail the financial BANK of the organization.

Team leaders who form the part of the administrative department of the Organization

make sure that the clients that turn up for the financial BANK are dealt with most

efficiently and effectively.

43

The organizational structure is well planned out and it follows a simple format which is

follows:

Organization Chart:-

Each team lead has a team comprising only of both senior as well as junior market

research analyst who aid the team lead in the entire market research process as it has been

discussed previously. This is the basic organizational structure followed by HDFC

BANK.

44

PRODUCT/SERVICE PROFILE

HDFC Bank offers a bunch of products and services to meet the every need of the people.

The bank cares for both, individuals as well as corporate and small and medium

enterprises. For individuals, the bank has a range accounts, investment, and pension

scheme, different types of loans and cards that assist the customers. The customers can

choose the suitable one from a range of products which will suit their life-stage and

needs. For organizations the bank has a host of customized solutions that range from

Funded services, Non-funded services, Value addition services, Mutual fund etc. These

affordable plans apart from providing long term value to the employees help in enhancing

Goodwill of the bank. The products of the bank are categorized into various sections

which are as follows:

Personal Banking

Savings Accounts

Salary Accounts

Saving Accounts

Fixed Deposits

Demat Account

Safe Deposit Lockers

Loans

Credit Cards

Debit Cards

Prepaid Cards

45

Investments & Insurance

Forex Services

Payment Services

NetBanking

InstaAlerts

MobileBanking

InstaQuery

ATM

PhoneBanking

NRI Banking

Rupee Savings Accounts

Rupee Saving Accounts

Rupee Fixed Deposits

Foreign Currency Deposits

Accounts for Returning Indians

Quick remit (North America, UK, Europe, Southeast Asia)

India Link (Middle East, Africa)

Coequal Lock Box

In today’s world many companies have emerged who have taken a serious note on the

importance of market research and he advantages of using it for the better growth and

development of the bank. Hence, our competitors are those bank’s who are in the market

research and development field as well as the consultancies, since they also make use of

market research and business developers.

46

The products and BANK of our competitors are as follows:

A. Customer Satisfaction Analysis:

Customer analysis involves gathering data about the customers and their characteristics.

They also conduct tailored customer satisfaction surveys to gauze customer satisfaction.

B. Risk

These BANK are used by the competitors in order to gather external information and

research the possible effect on the competitiveness of bank.

C. Product Research BANK:

The conduction of extensive product research by this service helps the competitors to find

out the marketability of a product or service. The research can be utilized to leverage the

major decisions of a bank on the marketing of its products.

D. Advertising Research BANK:

Advertising research strives to gain valuable information about the effects and reach of

advertising the products in different forms of media.

Given below are the steps we follow for every assignment we take up:

1. The timetable for the search is indicated and the search process commences.

2. Target companies are examined, using any prior information provided by business

development executives in conjunction with sources of information and prospective

companies already known to us, augmented with original study by our search team.

3. We maintain a regular channel of communication with the client to keep them apprised

of the results emerging.

47

Market profile of the organization:-

HDFC Bank Limited provides various financial products and services. It operates in three

segments: Retail Banking, Wholesale Banking, and Treasury. The Retail Banking

segment provides various deposit products, including savings accounts, current accounts,

fixed deposits, and demat accounts. It also offers auto, personal, commercial vehicle,

home, gold, and educational loans; loans against securities, property, and rental

receivables; and health care finance working capital finance, construction equipment

finance, and warehouse receipt loans, as well as credit cards, debit cards, depository,

investment advisory, bill payments, and transactional services. In addition, this segment

sells third party financial products, such as mutual funds and insurance, as well as

distributes life and general insurance products through its tie-ups with insurance

companies and mutual fund houses. The wholesale banking segment provides loans, non-

fund facilities, and transaction services to large corporate, emerging corporate, small and

medium enterprise, supply chain, public sector undertaking, central and state government

departments, and institutional customers. It offers deposit and transaction banking

products, supply chain financing, working capital and term finance, agricultural loans,

and funded, non-funded treasury, and foreign exchange products. These segments

services include trade services, cash management, money market, custodial, tax

collection, and electronic banking. In addition, it provides correspondent bank services to

co-operative banks, private banks, foreign banks, and regional rural banks; and wealth

management products for non-resident Indians. The Treasury Services segment operates

primarily in areas, such as foreign exchange, money market, interest rate trading, and

equities. As of March 31, 2009, HDFC Bank had a network of 1,412 branches and 3,295

48

automated teller machines in 528 cities in India. The bank was founded in 1994 and is

based in Mumbai, India.

In today’s growing world everyone needs to diversify their business so as to keep in

touch with the rapid development. By analyzing the growing concerns of the market,

HDFC has clients varying from investment banking sector, retail, web designing

companies, etc. Due to this rapid development HDFC Group has many teams working for

the above mentioned sectors.

HDFC Bank began operations in 1995 with a simple mission: to be a "World-class

Indian Bank". We realised that only a single-minded focus on product quality and

service excellence would help us get there. Today, we are proud to say that we are well

on our way towards that goal.

49

50

RESEARCH METHODOLOGY

INTRODUCTION TO THE PROBELM

The main objective of my study is to analyse the HRD climate and system

implementation in the HDFC BANK As the organisation is not very large and my

research is empirical in nature that’s why I have covered the following aspects of HRD

climate and system.

HRD System:-

1. Transfer and Rotation

2. Reward and Punishment

3. Performance Appraisal

4. Feedback

5. Training and Development

6. Career Planning

7. Succession Planning

8. Participation

HRD Climate:-

1. Non Financial Motivation and Job Satisfaction

2. Communication Process

3. Collaboration and unity among employees

Research Objectives

51

1. To examine the nature of HRD climate prevailing in the bank.

2. To identify the nature of HRD system in the bank.

3. To measure the effectiveness of Training Programmes implemented and

Performance Appraisal techniques used in the analysing on.

4. To analyse the prevailing practices of worker’s participation in Management and

study the relation between Management and Employees.

RESEARCH DESIGN

Research design is simply the framework or plan for a study, used as a guide in collecting

and analysing data. There are three types of Research Design:-

1. Exploratory Research Design:- The major emphasis in exploratory

Research design is on discovery of ideas and insights.

2. Descriptive Research Design:- The Descriptive Research Design

Study is typically concerned with determining the frequency with which

something occurs or the relationship between two variables.

3. Causal Research Design:- A Causal Research Design is concerned

with determining cause and effect relationship.

For the study, Descriptive Research Design was undertaken as it draws the opinion of

employees/ workers on a specific aspect.

SAMPLING DESIGN

Population:-

Element: Managers (09) & Employees(19)

Sampling Unit: Departments- Sections- Managers- Employees

Extent: HDFC Bank

52

Sampling Method:-

There are two methods of sampling:-

4. Probability Sampling: It is based on the concept of random selection of a

controlled procedure that assures that each Population element is gives a non-

zero chance of selection. Probability Sampling is of following types:

1. Simple Random

2. Systematic

3. Cluster

4. Stratified

5. Double

2. Non-Probability Sampling: Non probability sampling is non-random and subjective.

That is each member does not have a known non zero chance of being included. Types of

Non-Probability Sampling

1. Convenience

2. Judgement

3. Quota

Researcher selects the sample as per their convenience.

For this research work I have choosen Non- Probability Convenience Sampling because

time limit for the completion of the work is limited and also managers and employees are

not available all the time.

DATA COLLECTION METHOD

53

Data for the present study is collected from two sources:

a. Primary:- The first hand information is collected with the responses of

questionnaire. For this purpose a questionnaire is given to the managerial staff of

the HDFC Bank. They were asked to choose the best alternative among the given

alternatives, as per their knowledge, experience and observation.

b. Secondary: - Secondary data will be collected from published sources like

Journals, Magazines, various newspapers and published books.

54

FINDINGS & ANALYSIS

55

HRM SYSTEM

1. Difference between Promotion Decision & Suitability of Promotee .

Always Sometimes Rarely Never Total

Managers 07(77.7%) 02(22.22%) 0% 0% 09

Employees 04(21.05%) 06(31.57%) 05(26.32%) 04(21.05%) 19

Total 11 08 05 04 28

Interpretation – Majority of the managers (77.7%) are saying that promotion decisions

are always based on suitability of the promotee and 21.05% employees favors them.

22.22% managers believe that promotion decisions sometimes depends on suitability of

the employees and this saying is supported by 31.57% of employees.

Whereas 26.32% employees says such things rarely happens and according to 21.05%

employees says that promotion decisions never depends on suitability of promote.

2. Is there any types of Practice like de-Jobbing.

56

Always Sometimes Rarely Never Total

Managers 2(22.22%) 5(55.56%) 2(22.3%) (0%) 09

Employees 1(5.26%) 2(10.52%) 15(79%) 1(5.26%) 19

Total 3 7 17 1 28

Interpretation – Majority of managers (22.22%) are saying that there is no more practice

of de-jobbing in the organization and (5.26%) employees are favors them. (22.3%)

managers says that de-jobbing depends upon the culture & the performance of

employees, this saying is supported by (10.52%). (22.3%) managers says such things

rarely happens & (79%) employees favors them. According to (5.26%) employees de-

jobbing practices never happens in the organization.

3. Difference between Job Rotation & Employee Development.

57

Always Sometimes Rarely Never Total

Managers 6(66.6%) 3(33.4%) (0%) (0%) 09

Employees 12(63.16%) 1(5.26%) 5(26.32%) 1(5.26%) 19

Total 18 4 5 1 28

Interpretation – Majority of managers (66.6%) are saying that job rotation are always

based on the employee development (63.16%) favors them. (33.4%) managers believe

that job rotation sometimes depends on the employee development & this saying is

supported by (5.26%) employees. Whereas (26.32) employees says such things rarely

happens & according to (5.26%) employees says that job rotation practiced never

depends on employee development.

5. Is there any type of Reward provide to employee for Motivation.

58

Always Sometimes Rarely Never Total

Managers 5(55.5%) 4(44.5%) (0%) (0%) 09

Employees 5(26.32%) (0%) 12(63.16%) 2(10.52%) 19

Total 10 4 12 2 28

Interpretation – Majority of managers (55.5%) are saying that job rotation in the

organization is helpful for rewarding the employees (26.32%) favors them. (44.5%)

managers believe that job rotation sometimes depends on the employee development.

Whereas (63.16) employees says such things rarely happens & according to (10.52%)

employees says that job rotation practiced never facilitates employee development.

4. What is the diffeence level between Performance Appraisal & Employee’s

Assessments.

59

Always Sometimes Rarely Never Total

Managers 8(88.89%) 1(11.11%) (0%) (0%) 09

Employees 3(15.8%) 4(21.05%) 9(47.37%) 3(15.8%) 19

Total 11 5 9 3 28

Interpretation – Majority of the managers (88.89%) are saying that performance

appraisals are always based on employee assessment and (15.8%) employees favors

them. (11.11%) managers believe that performance appraisal sometimes depends on

employees assessment & this saying is supported by (21.05%) employees. Whereas

(47.37%) employees says such things rarely happens & according to (15.8%) employees

says that performance appraisal never depends on the employee assessment.

5. Is Employees learning from training programmes.

Always Sometimes Rarely Never Total

Managers 7(77.8%) 1(11.11%) 1(11.11%) (0%) 09

60

Employees 18(94.8%) 1(5.26%) (0%) (0%) 19

Total 25 2 1 0 28

Interpretation – Majority of the managers (77.8) are saying that for employee’s

development training programme are beneficial if they are taking seriously and (94.8%)

employees favors them. (11.11%) managers believe that training programme sometimes

depends on learning capability of the employee’s & this saying is supported by (5.26%)

employees.

6. Is Opportunities given to the Employees to try out what they have learned in

training.

61

Always Sometimes Rarely Never Total

Managers 9(100%) (0%) (0%) (0%) 09

Employees 12(63.16%) 5(26.32%) 1(5.26%) 1(5.26%) 19

Total 21 5 1 1 28

Interpretation – Majority of the managers (100%) are saying that opportunities given to

the employees to find out what they are learning from training and (63.16%) employees

favors them. (26.32%) employees believes that by that opportunities are helpful for

learning so many things. Whereas (5.26%) employees says such things rarely happens &

according to (5.26%) employees says that opportunities never depends upon what they

learned.

7. Did Managers Guide their trainees.

62

Always Sometimes Rarely Never Total

Managers 9(100%) (0%) (0%) (0%) 09

Employees 17(89.47%) 2(10.53%) (0%) (0%) 19

Total 26 2 00 00 28

Interpretation – Majority of the managers (100%) are saying that mangers always guide

their trainees and (89.47%) employees favors them. (10.53%) employees believes that

mangers sometimes guides their trainees.

8. Is Top Management Investing Considerable Time for the Development of

Employees.

63

Always Sometimes Rarely Never Total

Managers 8(88.89%) 1(11.11%) (0%) (0%) 09

Employees 5(26.32%) 4(21.05%) 4(21.05%) 6(31.58%) 19

Total 13 5 4 6 28

Interpretation – Majority of the managers (88.89) are saying that top management gives

considerable time for the development of the employees and (26.32%) employees favors

them. (11.11%) managers believe that top management sometimes depends on the

employees how much they are getting & this saying is supported by (21.05%) employees.

Whereas (21.05%) employees says such things rarely happens & according to (31.58%)

employees says that top management never gives the considerable time to employees.

9. Is there employees participation in decision making.

Always Sometimes Rarely Never Total

Managers (0%) 7(77.7%) 2(22.3%) (0%) 09

64

Employees 2(10.52%) 7(36.84%) 6(31.57%) 4(21.05%) 19

Total 2 14 8 4 28

Interpretation – Majority of the employees (10.52%) are saying that managers

participation is there in decision making of organization. (77.7%) managers participates

in decision making & this saying is supported by (36.84%) of employees. Whereas

(22.3%) managers says such things rarely happens & (31.57%) employees are favors

them. (21.05%) employees says that participation never depends on the managers.

10. Is there any appreciation for good work.

Always Sometimes Rarely Never Total

Managers 8(88.9%) 1(11.11%) (0%) (0%) 09

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Employees 2(10.52%) 5(26.32%) 8(42.1%) 4(21.05%) 19

Total 10 6 8 4 28

Interpretation – Majority of the managers (88.9%) are saying that appreciation of good

work can motivates the employees and (10.52%) employees favors them. (11.11%)

managers believe that appreciation sometimes important & this is supported by (26.32%)

employees. Whereas (42.1%) employees says such things rarely happens & according to

(21.05%) employees says that appreciation for good work never happens.

11. Are employees feeling hesitation to discuss their problems to seniors.

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Always Sometimes Rarely Never Total

Managers (0%) (0%) 2(22.3%) 7(77.7%) 09

Employees (0%) (0%) 2(10.52%) 17(89.47%) 19

Total 00 00 4 24 28

Interpretation – Majority of the managers (22.3%) says employees rarely hesitation to

discuss their problems to managers & (10.52%) employees are favors them. (77.77%)

managers says that employees never hesitate to discuss their feelings to mabagers &

(89.47%) employees are supporting this.

12. Is there higher order team spirit.

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Always Sometimes Rarely Never Total

Managers 9(100%) (0%) (0%) (0%) 09

Employees 19(100%) (0%) (0%) (0%) 19

Total 28 00 00 00 28

Interpretation – Majority of the managers (100%) are saying that higher older team

spirit amongs employees is most important to achieve selected goals and (100%)

employees favors them.

13. What is the Employee satisfaction level.

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Always Sometimes Rarely Never Total

Managers 4(45%) 5(55%) (0%) (0%) 09

Employees 10(53%) 9(47%) (0%) (0%) 19

Total 14 14 00 00 28

Interpretation – Majority of the managers (45%) says employees always satisfied and

(55%) sometimes and employees are satisfied (53%) always and (47%) sometiems.

14. Are all employees working towards the common goal.

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Always Sometimes Rarely Never Total

Managers 9(100%) (0%) (0%) (0%) 09

Employees 19(100%) (0%) (0%) (0%) 19

Total 28 00 00 00 28

Interpretation – Majority of the managers (100%) are working for the common goal and

employees are also (100%) working for the common goal.

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15 When behaviour feedback is given to employees they take it seriously and use it

for development.

Always Sometimes Rarely Never Total

Managers 5(55.5%) 4(44.5%) (0%) (0%) 09

Employees (0%) (0%) (0%) (0%) 00

Total 5 4 0 0 09

REMARK:- This question is only for managers.

Interpretation – Majority of the managers (55.5%) are saying that behavioral feedback

is given to the employees if they are taking seriously; it is helpful for employee’s

development. Whereas (44.5) managers believes that behavioral feedback depends on the

feedback of the employees.

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SUGGESTIONS

1. Since HDFC Bank doesn’t have any standardized policy for promotion and it is also

revealed from one of the findings highlighting favouritism. Hence it is suggested that

the promotional policy based on seniority (time scale) followed by merit, be framed.

2. The bank should adopt job rotation wherever the work is repetitive in nature. It not

only facilitates employee development but also act as a potent tool for training.

Beside this it also act as motivational tool to cope up with monotony and boredom at

job. Job rotation also helps an employee to get hands on experience on different

aspect of the job within a section / department which makes him suitable at the time

of promotion.

3. Although a system to reward any good work / contribution made by the employee

exist in HDFC Bank but the reward doesn’t come at the right time. Hence it is

suggested that if any good work is reported or valuable suggestion is given by

employee, enhancing productivity or reducing losses it should be immediately

followed by some rewards, to be specific monetary reward, as most of them

(employees) look for.

4. It is highly recommended that the HDFC Bank should adopt proper Performance

Appraisal methods as it will not only remove the subjective assessment of the

employees as been done in the organisation but also make the assessment more

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practical, objective and free from biasness. Such practices will definitely build

confidence, courage and commitment in the employees.

5. Findings reveal that behavioral feedback is seriously taken by the employees

for their development. Hence the supervisor should be provided training on

identifying the critical behaviour and implementing behaviour modification

techniques. The Bank should conduct workshops on behavioral issues on

regular basis.

6. It is certain that in HDFC Bank both managers and employees agree that they

learn from training programme and the organisation provide them

opportunities to try out the learned practices but post training evaluation and

feedback mechanism do not exists. To ascertain the effectiveness of such

training, structured feedback mechanism should be developed.

7. Delegation of authority should be practiced by the mangers of the

organisation. It should be a regular feature based on nature of work and

capability of subordinates.

8. Employee should be encouraged to take part in routine and administrative

decisions making as it is conducive to reach the stage of industrial democracy,

giving equal importance to both.

9. There exists a gap between managers and employees opinion regarding

appreciation of employees of HDFC Bank. The bank should practice non-

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financial appreciation methods viz. Appreciation letter, Certificate,

recognition through displays on Notice Boards / News Letters, provision for

Job enrichment, etc., as they are helpful in building and maintaining

motivation of the employees.

10. The finding reveal that in HDFC Bank problems are openly discussed and

solved, team spirit of higher order, efforts are done to acquire competence and

people in the organisation are helpful to each other. This is a good sign of

healthy HRD Climate in the organisation. Efforts should be made to maintain

the status quo.

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LIMITATIONS

A few limitations and constraints came in way of conducting the present study, under

which the researcher had to work are as follows:

Ø      Although all attempts were made to make this an objective study, biases on

the part of respondents might have resulted in some subjectivity.

Ø      Though, no effort was spared to make the study most accurate and useful,

the “sample Size” selected for the same may not be the true representative of

the Bank, resulting in biased results.

Ø      This being the maiden experience of the researcher of conducting study such

as this, the possibility of better results, using deeper statistical techniques in

analyzing and interpreting data may not be ruled out.

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CONCLUSION

After having analyzed the data, it was observed that practically there was no proper

HRD system in the organization. To be an effective tool, it has to be on the continuous

basis. This is the thing that has been mentioned time and again in the report, as, in the

absence of continuity, it becomes a redundant exercise. Before actually deciding

drafting what should be the kind of development system, the following things should be

taken care of:

1.    The very concept of human resource development should be marketed throughout

the organization. Unless this is done, people would not accept it, be it how

important to the organization.

2.    To market such a concept, it should not start at bottom, instead it should be started

by the initiative of the top management. This would help in percolating down the

concept to the advantage of all, which includes the top management as well as those

below them. This means that the top management has to take a welcoming and

positive approach towards the change that is intended to be brought.

3.    Further, at the time of confirmation also, the appraisal form should not lead to

duplication of any information. Instead, detailed appraisal of the employee’s work

must be done – which must incorporates both the work related as well as the other

personal attributes that are important for work performance.

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4.    It should be noted that the development system for each job position should be

different as each job has different knowledge and skill requirements. There should

not be a common appraisal form for every job position in the organization.

5.    The job and role expected from the employees should be decided well in advance

and that too with the consensus with them.

6.    A neutral panel of people should do the appraisal and to avoid subjectivity to a

marked extent, objective methods should be employed having quantifiable data.

7.    The time period for conducting the development system be revised, so that the

exercise becomes a continuous phenomenon.

8.    Transparency into the system should be ensured through the discussion about the

employee’s performance with the employee concerned and trying to find out the

grey areas so that training can be implemented to improve on that.

Ideally in the present day scenario, human resource development system should be

done, taking the views of all the concerned parties who have some bearing on the

employee. But, since a change in the system is required, it cannot be a drastic one.

It ought to be gradual and a change in the mindset of both the employees and the

head is required.

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BIBLIOGRAPHY

Books:1) Awasthapa. K (2001) “Human Resource Management” Tata MC Graw Hill 5th edition

2) Bernadi (2000) “Human Resource Management” Tata Graw Hill 4th edition

3) Desslar Gary (2003), “Human Resource Management” Prentice, Hall of India Put

9th edition

4) Kothari CR (2000) “Research Methodology” method & technology, New Delhi

Wishwa Prakashan

5) Memoria C.B Grankar S.V (2002) “Personnel Management” Himalaya Publishing

House, 22 editions

WEBSITES:

1. www.hrdnetworks.com

2. www.hrdindia.com

3. www.hdfcbank.com

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ANNEXURE

QUESTIONNAIRE

1. Difference between Promotion Decision & Suitability of Promotee .

Always Sometimes Rarely Never Total

Managers

Employees

2. Is there any types of Practice like de-Jobbing.

Always Sometimes Rarely Never Total

Managers

Employees

3. Difference between Job Rotation & Employee Development.

Always Sometimes Rarely Never Total

Managers

Employees

5. Is there any type of reward provide to employee for Motivation.

Always Sometimes Rarely Never Total

Managers

Employees

83

4. What is the diffeence level between Performance Appraisal & Employee’s

Assessments.

Always Sometimes Rarely Never Total

Managers

Employees

5. Is Employees learning from training programmes.

Always Sometimes Rarely Never Total

Managers

Employees

6. Is Opportunities given to the Employees to try out what they have learned in

training.

Always Sometimes Rarely Never Total

Managers

Employees

7. Did Managers Guide their trainees.

Always Sometimes Rarely Never Total

Managers

Employees

84

8. Is Top Management Investing Considerable Time for the Development of

Employees.

Always Sometimes Rarely Never Total

Managers

Employees

9. Is there employees participation in decision making.

Always Sometimes Rarely Never Total

Managers

Employees

10. Is there any appreciation for good work.

Always Sometimes Rarely Never Total

Managers

Employees

11. Are employees feeling hesitation to discuss their problems to seniors.

Always Sometimes Rarely Never Total

Managers

Employees

85

12. Is there higher order team spirit.

Always Sometimes Rarely Never Total

Managers

Employees

13. What is the Employee satisfaction level.

Always Sometimes Rarely Never Total

Managers

Employees

14. Are all employees working towards the common goal.

Always Sometimes Rarely Never Total

Managers

Employees

15. When behaviour feedback is given to employees they take it seriously and use it for

development.

Always Sometimes Rarely Never Total

Managers

Employees

86