Barcklays India Gaurav[1]

8/8/2019 Barcklays India Gaurav[1]

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IN-COMPANY TRAINING REPORT

ON

"EMPLOYEE SATISFACTION SURVEY"COMPLETED IN - BARCLAYS BANK PLC DELHI

SUBMITTED IN PARTIAL FULFILLMENT OF THE REQUIREMENT OF

BACHELOR OF BUSINESS ADMINISTRATION (BBA)

DIRECTORATE OF DISTANCE EDUCATION GURU

JAMBHESHWAR UNIVERSITY, HISAR

PROJECT GUIDEMR. SAURABH BHATNAGAR(SALES MANAGER)(BARCLAYS BANK PLC)

SUBMITTED BY:GAURAV KAUSHIKBATCH :-2007-2010ENROLLMENT NO-07511237015

SESSION 2007-2010

DIRECTORATE OF DISTANCE EDUCATION GURUJAMBHESHWAR UNIVERSITY, HISAR



C E R T I F I C A T E

CERTIFIED THAT THE WORK DONE BY THE CANDIDATE IS ORIGINAL AND

OF THE STANDARD EXPECTED FOR A BBA STUDENT”

I HAVE NOT SUBMITTED THE SAME PROJECT REPORT TO ANY

UNIVERSITY FOR ANY DEGREE/DIPLOMA

I SHALL FULLY ABIDE BY ALL RULES AND REGULATION OF GJUS&T,

HISAR

Name of Student Signature of Student

GAURAV KAUSHIK

Forwarded by : Major General (Retd.) S. S. ChahalPrincipal Director, NIMS,N.S.P., Pitampura, Delhi



DECLARATION CERTIFICATE

This is to certify that the project work entitled "CUSTOMER SATISFACTION

SURVEY" is prepared and submitted by me to Guru Jambheshwar University,

Hisar in partial fulfillment for the award of the Bachelor Degree in Business

Administration, and this report has not been submitted elsewhere.

The quality of the project work is in accordance with standard expected to the

students of BBA.

GAURAV KAUSHIKBBA - 2007-2010ENROLLMENT NO- 07511237015



ACKNOWLEDGEMENT

The present work is an effort to throw some light on "EMPLOYEE

SATISFACTION SURVEY". The work would not have been possible to come to

the present shape without the able guidance, supervision and help to me by

number of people.

With deep sense of gratitude I acknowledge the encouragement and

guidance received by my organizational guide Mr. Saurabh Bhatnagar (Sales

Manager) and other staff members.

I also forward my deep regards and thankfulness to my Faculty Mentors

Prof. Soumitra Mookherjee, Ms. Esha Kataria and Ms. Shamma Jain for being a

constant source of motivation and guiding me throughout the training period and

providing me with valuable suggestions as and when required.

In convey my heartful affection to all those people who helped and supported me

during the course, for completion of my project Report.

GAURAV KAUSHIK



ABSTRACT

The project “EMPLOYEE SATISFACTION SURVEY” at Barclays Bank is

undertaken under the guidance of Mr. Saurabh Bhatnagar (Sales Manager).

SS at Barclays is a new affair. The stated goal of ESS is to ensure that the

employees are motivated and challenged to achieve superior goals for their

customers. Employee satisfaction is one of the six business results on corporate

agenda every year. Services include

Barclays Bank is basically UK Bank but it has its branches in India also in

New Delhi, kanchipuram, Neelamangla.

The bank is headquartered in Mumbai. Its Consumer and Commercial

banking credit cards, investment banking wealth management and

investment management services.

Firstly I had given introduction in which I had mentioned 3 area directors and 2

sales models that are followed by the bank following are those 2 models:

1) DSA-IM: These are indirectly managed by direct sales agencies.

2) DSA-DM: These are directly managed by Sales Managers of the bank.

In this project I had cover Employees of DAS-DM and understand the satisfaction

levels of the sales force of Barclay card in Delhi. I had taken this topic to

understand the reason of low motivation levels among the sales force of HITECH

PRODUCERS PVT.LTD, a sales service provider of Barclay card in Delhi.

I had designed a questionnaire to measure the level of satisfaction and applied it

on managerial and executive level. My results are based on sample results.

I had taken sample size of 135 respondents on a scale of 1 to 10.Below 5 means

Employees are not much satisfied and above 5 means Employees are extremely

satisfied.



And after analyzing the data collected I found most of the employees are

satisfied with their job. They have clarity in their job and role. And I had given the

Recommendations and Suggestions on Weak Areas.

Thanks and Regards.



TABLE OF CONTENTS

S.NO. TITLE PAGE NO.

CHAPTER -1 INTRODUCTION 1-30

1.1 OVERVIEW OF THE INDUSTRY

1.2 PROFILE OF THE COMPANY

1.3 PROBLEMS OF THE COMPANY

1.4 COMPETITION INFORMATION

1.5 SWOT ANLYSIS

CHAPTER – 2 REVIEW OF ACADEMIC LITERATURE 31-36

CHAPTER – 3 OBJECTIVES & METHODOLOGY 37-40

3.1 SIGNIFICANCE

3.2 MANAGERIAL USEFULNESS OF THE STUDY

3.3 OBJECTIVE OF THE STUDY3.4 SCOPE OF THE STUDY

3.5 RESEARCH METHODOLOGY

3.6 LIMITATIONS OF THE STUDY

CHAPTER – 4 DATA ANALYSIS & CRITICAL FINDINGS 41-61

CHAPTER – 5 FINDINGS AND RECOMMENDATIONS 62-64

CHAPTER – 6 CONCLUSION 65-66

ANNEXURES 67-71

QUESTIONNAIRE

BIBLIOGRAPHY



CHAPTER : 1

INTRODUCTION





Early History

Barclays takes it symbol, the spread eagle, from the Quaker goldsmithing and

banking firm founded by John Freame in 1728. In 1736, James Barclay,

Freame's brother-in-law, became a partner in the Black Spread Eagle. When two

more of Barclay's relatives joined the firm—Silvanus Bevan in 1767 and John

Henton Tritton in 1782—the banking firm took the name by which it would be

known for more than a century: Barclays, Bevan & Tritton. While fledgling joint-

stock banks outside London struggled to establish themselves in the late 18th

and early 19th centuries, Barclays, Bevan & Tritton was still occupied with the

well-established and highly lucrative commercial life of London.

A series of legislative changes enacted in the late 19th century created a new

banking climate that threatened the existence of private banks such as Barclays.

First, the Bank Charter Act of 1826 allowed banks with more than six partners to

be formed only outside London. In 1833, the geographical restriction was

removed. Stockholders of new joint-stock companies were granted limited liability

for the first time in 1854. Finally, in 1879, existing joint-stock associations were

allowed to convert to a limited-liability structure.

Mergers in Late 19th and Early 20th Centuries

As a result of these legislative changes, provincial limited-liability joint-stock

companies started picking off private banks. After lengthy negotiations, three of

the largest Quaker-run banking firms—Barclays (which had become Barclays,

Tritton, Ransom, Bouverie & Company after a merger in 1888), Jonathan

Backhouse & Company, and Gurneys, Birkbeck, Barclay & Buxton, along with 17

smaller Quaker-run banks, agreed to merge and form a bank large enough to

resist takeover attempts. Barclays took its modern form in 1896 when the 20

private banks merged to form Barclay and Company, Ltd., a joint-stock

association with deposits totaling an impressive £26 million. This marked the

beginning of Barclays' tradition of service to farmers and fishermen.

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Francis Augustus Bevan, grandson of Silvanus Bevan, served as the new bank's

first chairman for 20 years. The company's structure and course, however, were

directed for its initial 40 years by Frederick Crauford Goodenough, as first

secretary, until 1917, and then as chairman after Bevan's retirement until his own

death in 1934. Goodenough was the only chairman recruited from outside the

original founding families until 1987. Recruited from the Union Bank of London,

Goodenough remained aloof from family controversies and quickly proved his

merit.

Goodenough's first task was to meld the constituent banks into a single

enterprise. He took a decentralized approach that was to be Barclays' hallmark

for most of the 20th century. Each member bank was independently operated

under the control of its own board of directors. Senior partners of the constituent

banks were given a seat on the Barclays board. In this way, longstanding

relationships between each member bank and its customers were maintained,

and the new company took advantage of the knowledge and experience of its

leaders.

At the same time, Goodenough initiated a series of mergers which eventually

made Barclays one of the largest banks in Great Britain. In its first 20 years,Barclays acquired 17 private banks throughout England, including Woods and

Company of Newcastle upon Tyne in 1897, Bolitho Bank in Cornwall, and United

County Banks, its first joint-stock bank acquisition, in 1916. The bank's merger

with the London, Provincial and South Western Bank in 1918 made it one of the

Big Five British banks. During this period, Barclays merged with 45 British banks

and its deposit base grew to £328 million.

This era of banking amalgamations came to an end in 1919, when the Colwyn

Committee recommended, and banking authorities unofficially adopted,

limitations on previously unregulated bank mergers. The committee suggested

that thenceforth the Bank of England and the treasury approve only those

mergers that provided important new facilities to customers or secured significant

4



territorial gains for larger banks. Mergers were no longer approved if they

resulted in a significant overlap in the areas served by constituent banks without

countervailing benefits to customers or if they would result in "undue

prominence" for a larger bank. After the Colwyn Committee report, mergers were

increasingly difficult to justify, and the consensus was that mergers among the

Big Five would not be approved.

International Expansion in the 1910s and 1920s

After Barclays' expansionist phase ended, Goodenough turned his attention to

international banking operations. Barclays' first international venture took place in

1914 when it established its French subsidiary, Cox & Company. Goodenough

had a vision of a network of Barclays banks spanning the globe to the greater

glory of the British Empire. As early as 1916, he started preparations for

worldwide banking by acquiring the shares of the Colonial Bank, established in

1836 to provide banking services in the West Indies and British Guiana. The

Colonial Bank's charter was extended by special legislation to British West Africa

in 1916 and then worldwide in 1917.

Immediately after World War I, Goodenough began negotiations with the National

Bank of South Africa Ltd. and the Anglo-Egyptian D.C.O., operating in the

Mediterranean. Despite the opposition from the Bank of England, which feared

Barclays would become overextended, Goodenough engineered the 1925

merger of the two banks with the Colonial to form Barclays Bank (Dominion,

Colonial & Overseas), later renamed Barclays Bank (D.C.O.). Although

Goodenough never realized his dream of establishing banks throughout the

British Empire, for decades Barclays was the only British bank to combine

domestic business with a widely dispersed international branch network.

A contemporary of Goodenough speculated that the chairman became interested

in expanding Barclays' international operations because domestic growth was

very limited. Despite this stagnation and later the Great Depression,

5



Goodenough's plan did not result in a disastrous overextension of the bank's

assets.

Barclays survived the Great Depression relatively intact to take its place as a

leading wartime financier. Goodenough died in 1934 and was replaced by

William Favill Tuke, who was in turn replaced in 1936 by Edwin Fisher. Fisher

saw Barclays through the boom years of World War II. When Fisher died in 1947,

he was replaced by William Macnamara Goodenough.

In 1951, Anthony William Tuke, the son of William Favill Tuke, became chairman

following William Goodenough's retirement that year. A.W. Tuke was essentially

conservative but encouraged innovations, even those he personally disliked, that

were potentially beneficial to the bank. Under Tuke's leadership, Barclays

became Britain's largest bank, surpassing the Midland Bank in the late 1950s.

Barclays was also a leader in introducing new banking technology. In 1959,

Barclays was the first British bank to use a computer in its branch accounting; it

also introduced the world's first automatic cash-dispensing machine and started a

plastic revolution in Britain by introducing the Barclaycard in 1966.

Barclays Enters U.S. Market in 1965

In the late 1960s and early 1970s, when most competitors were struggling to

establish international operations, Barclays enjoyed an enormous head start,

since its operations in former British colonies in Africa and the Caribbean were

well-established. The economies of many of these countries, however, were

precarious. To offset its high exposure in developing countries, Barclays decided

to enter the U.S. market. It first established Barclays Bank of California in 1965,

and then, in 1971, formed Barclays Bank of New York. Together these two banks

gave Barclays the unique advantage of having retail banking operations on both

U.S. coasts. Another advantage Barclays enjoyed was an exemption from 1978

legislation barring foreign banks from operating branches in more than one state.

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In 1967, British banking authorities clarified their position on domestic mergers.

The National Board for Prices and Incomes stated that mergers would be allowed

to rationalize existing networks and that further reduction in the number of

independent banks would not be viewed as inherently anticompetitive. Barclays

quickly took advantage of the change in policy by merging with the venerable

Martins Bank in November 1968. Established by Sir Thomas Gresham, chief

financial adviser to Elizabeth I and founder of the Royal Exchange, Martins Bank,

the sixth-largest in the country, brought Barclays more than 700 branches, mostly

in northern England.

Company Perspectives:

We aspire to be one of the most admired financial services organisations in the

world, recognised as an innovative, customer-focused company that delivers

superb products and services, ensures excellent careers for our people and

contributes positively to the communities in which we live and work.

In 1973, A.W. Tuke was succeeded as chairman by Anthony Favill Tuke, William

F. Tuke's grandson. A.F. Tuke served until 1981, when he left Barclays to

operate a British mining company. His tenure was most notable for Barclays'

expansion in North America. In May 1974, Barclays Bank International acquired

the First Westchester National Bank of New Rochelle, New York. In the late

1970s, Barclays opened a series of branches and agencies in major U.S. cities.

By 1986, North American operations had extended to 37 states. In the early

1980s, Barclays Bank International diversified into commercial credit, acquiring

the American Credit Corporation, renamed Barclays American Corporation (BAC)

in May 1980. Later that year, BAC acquired 138 offices from subsidiaries of

Beneficial Finance and the operations of Aetna Business Credit Inc.

Restructuring in the Early 1980s

In June 1981, Timothy Bevan became chairman of Barclays and immediately,

with the assistance of United Kingdom Chairman Deryk Weyer, set about

7



restructuring domestic operations. The system of local control initiated by F.C.

Goodenough had become outdated as the bank expanded and diversified.

Senior managers' responsibilities were not clearly defined, and, although

technically higher in authority than regional bank directors, in practice the senior

managers were subject to the regional officials' control as board members.

Moreover, the original structure of the company tended to produce dynasties.

Weyer's strategy was to establish three basic divisions to represent Barclays'

most important markets—the large corporate market, the middle market of small-

to medium-sized businesses, and the traditional individual-customer and mass-

consumer market. Bevan and Weyer moved cautiously, however, avoiding

wholesale reorganization of the company so that the relationships of local

managers with large customers were not disrupted.

Further changes in the structure of the company followed. Barclays had

converted from a joint-stock bank to a public limited company in 1981, and it

assumed its present name in 1984. In 1985, Barclays became a holding

company and all of its assets were transferred, in exchange for stock, to its

operating subsidiary, Barclays Bank International Ltd., which was simultaneously

converted to a public limited company and renamed Barclays Bank plc.

In 1986, Barclays acquired Visa's traveler's check operation, becoming the third-

largest issuer in the world with 14 percent of the market. That same year, in

preparation for the deregulation of the British securities market, Barclays

Merchant Bank Ltd. de Zoete and Bevan and Wedd Durlacher Morduant &

Company merged to form Barclays de Zoete Wedd (BZW), a new investment-

banking enterprise.

Challenging Environment in the Late 1980s

Chairman John Quinton, appointed in May 1987, faced a number of challenges in

the late 1980s. Domestic banking had always been Barclays' strength, but the

bank faced increasing competition. National Westminster Bank edged out

Barclays in assets. The building societies, by offering high interest on savings,

8



threatened the bank's traditional deposit base. Finally, American and Japanese

banks entered the commercial-lending market and began to pose a threat to

British banks. Barclays fought back with two formidable money-generating

enterprises, Mercantile Credit and the Barclaycard, which generated about 20

percent of Barclays' domestic profits. The bank also continued to rationalize its

branches to better serve the three major banking-service markets. In addition,

Barclays planned to spend more than £500 million on technological advances,

including the introduction of the first electronic debit card in the United Kingdom.

Barclays' future in international banking was less certain. It was dealt a number

of setbacks in the late 1980s. In 1986, Barclays divested its 148-year-old, wholly

owned South African subsidiary, Barclays National Bank (Barat), in response to a

disastrous drop in the subsidiary's earnings from 1984 to 1986 and to losses in

the lucrative student market in Britain as Barclays' presence in South Africa

became more unpopular at home. Also, the steady deterioration of African

economies posed a hazard because the bank's African involvement was so

heavy. Barclays decreased its African investments where possible but had

difficulties in removing profits and proceeds from Africa. In addition, Barclays'

Hong Kong and Italian operations both suffered large losses in the 1980s, and

the performance of Barclays' American operations was consistently

disappointing. In the early 1980s, Barclays expanded very rapidly and tried to

build earnings quickly through an aggressive lending policy. As a result,

branches picked up a large volume of low-quality loans. Bad-debt ratios were

very high, costs were difficult to control, and American operations only started to

show a profit in the late 1980s (only 4 percent of Barclays' profits were from U.S.

operations, while 15 percent of the bank's assets were invested there). As a

result, Barclays began offering specialized services in the United States in anattempt to improve its position there. Nevertheless, after years of trying to make it

profitable, Barclays sold its California banking subsidiary in 1988 to Wells Fargo.

The following year, Barclays sold its U.S. consumer finance unit to Primerica

(later known as Travelers).

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On the positive side, Barclays' investment-banking operations showed promise.

BZW expanded its operations by purchasing 50 percent of Mears and Phillips, an

Australian brokerage firm. Barclays also formed a new bank in Geneva, Barclays

Bank S.A., to develop capital markets with BZW.

Key Dates:

1728: John Freame forms a Quaker goldsmithing and banking firm.

1736: James Barclay becomes a partner.

1896: Twenty private banks merge to form Barclay and Company Ltd.

1918: The company merges with the London, Provincial and South WesternBank.

1968: Barclays merges with Martins Bank.

1984: The company changes its name to Barclays plc.

1985: Barclays becomes a holding company.

1995: Wells Fargo Nikko Investment Advisors is acquired.

1997: Parts of BZW are sold.

2000: The company purchases Woolwich plc.

A Change in Strategy in the Early to Mid-1990s

Although Barclays began the 1990s in an expansion mode, the bank was soon

forced into retreat. In 1990, Barclays acquired Merck, Finck & Co., a Germaninvestment bank, and L'Europeenne de Banque, based in Paris. However,

extended recessions on both sides of the Atlantic led to numerous bankruptcies

in the early 1990s, and many banks—including Barclays—suffered huge losses

from bad loans. Barclays was forced to set aside £1.55 billion in 1991 and £2.5

billion in 1992 against these bad loans. Profits, already hurt by continuing high

10



operating costs, plunged as a result. Barclays, in fact, posted a pretax loss of

£244 million in 1992.

The bank's difficulties led to the early—and forced—departure of Quinton, who

had been expected to stay on for a couple more years. Andrew Buxton, who had

worked his way up through the ranks since joining Barclays as a trainee in 1963

and was a descendant of one of the company founders, became CEO in April

1992 and then added the chairmanship at the beginning of 1993. Although a

Barclays' tradition, the dual appointment provoked controversy as institutional

shareholders voiced concerns that the bank had grown too large for such an

arrangement. Subsequently, in the fall of 1993 Barclays made the rare move—for

Barclays—of tapping an outsider when it appointed Martin Taylor as CEO, with

Buxton remaining chairman. Taylor had most recently led a turnaround at U.K.

textile firm Courtauld Textiles that involved closing factories and restructuring the

business.

In the midst of these management changeovers, Barclays began a retrenchment

—which continued into the mid-1990s—whereby it reduced its far-flung

operations, at least in selected countries and regions; undertook a massive cost-

cutting program; and once again restructured its domestic retail bankingoperations. Barclays dramatically reduced its troubled U.S. operations, starting

with its exit from U.S. retail banking in May 1992, through the sale of its

remaining branches and assets to Bank of New York Co. In late 1994, Barclays

Business Credit, a firm that offered asset-based lending to U.S. companies, was

sold to Shawmut National Corporation for $290 million. In 1996, Barclays' U.S.

mortgage unit, Barclays American Mortgage Corporation, was sold to Norwest

Mortgage Inc. In addition to these American divestitures, banking operations in

Israel were sold off, and Barclays' Australian retail banking subsidiary was sold in

1994 to St. George's Bank of Australia.

The most visible aspect of the cost-cutting program was the elimination of 18,000

jobs between 1990 and 1995. The majority of these cuts were made in the United

11



Kingdom, most notably as a result of the restructuring of the bank's domestic

retail branches. By late 1994, Barclays' domestic branch network had been cut to

2,080, a reduction of 21.5 percent since 1989.

Like most U.K. banks, Barclays benefited from the improved economic conditions

of the mid-1990s, and as a result the bank was able to enhance its loan portfolio.

Barclays had to set aside only £396 million in 1995 and £215 million in 1996 for

bad loans. The bank's reduced foreign and domestic operations and cost-cutting

moves, in concert with the improving economic environment, led to healthy

before-tax profits of £2.08 billion in 1995 and £2.36 billion in 1996. Nevertheless,

during these two years, Barclays continued to restructure, this time concentrating

on its Asset Management Group. In 1995, the bank bolstered its presence in the

Asia-Pacific region by purchasing Wells Fargo Nikko Investment Advisers, which

was integrated into the Asset Management Group. Two years later, Barclays sold

its global custody business to Morgan Stanley Group Inc.

Barclays neared the turn of the 21st century (and its 275th anniversary in 2003)

in its strongest position in years. Although it would continue to face serious

competition at home, the bank's restructuring of its domestic retail banking

network seemed to be a success. As Europe slowly moved toward integration,Barclays smartly divested many of its non-European operations while seeking

opportunities for continental expansion. At the same time, Barclays had retained

some geographic flexibility by maintaining an international presence in

investment banking through its successful BZW unit. Merger activity in 1997

however, placed this unit in a precarious position.

Late 1990s and Beyond

Intense competition forced Barclays' reorganization to continue in 1997. Large

mergers, including the tie up of Morgan Stanley and Dean Witter and the merger

of Salomon Brothers and Smith Barney, had left Barclays unable to compete in

the global investment banking industry. As such, the company opted to sell off

parts of its BZW unit in 1997. Credit Suisse First Boston purchased the European

12



and Asian investment banking portion of the business while ABN Amro snatched

up its Australian and New Zealand operations. Barclays opted to keep BZW's

debt business, renaming it Barclays Capital.

As Barclays struggled to retain its market share over the next several years it

dealt with several changes in management. The sell off of BZW was considered

highly controversial among Barclays' shareholders, a fact that may have played a

role in Taylor's resignation in November 1998. He was replaced by Michael

O'Neill, an American executive who orchestrated the merger of Bank of America

and Nations Bank. His appointment was applauded by many who felt Barclays'

would benefit from his merger experience. Due to health problems, however,

O'Neill quit on his first day, leaving Sir Peter Middleton at the helm of what many

analysts were now considering a sinking ship. Matthew W. Barrett was named

CEO in 1999 while Middleton remained chairman.

With a stable management team now in place, Barclays continued to revamp its

organization. In 1999, it announced that 6,000 jobs would be eliminated from its

U.K. workforce. It also set plans in motion to shutter up to 200 rural branches by

2000 as part of its strategy to focus on online banking. The company continued

to eye growth and moved to acquire Woolwich plc in a $7.96 billion deal. TheWall Street Journal summed up the advantages of the union in August 2000,

reporting that it would "double Barclay's presence in the U.K. mortgage sector to

8% and boost the bank's total client base to 16 million from 13 million, making it

the third-largest financial institution in the U.K. based on number of customers."

The article went on to state, "The takeover also gives Barclays one of the U.K.'s

most successful online-banking ventures. Though Barclays has more online

customers than any other bank in the U.K., Woolwich's Internet service is

considered far more advanced." Barclays completed the transaction in 2000. It

made another acquisition in 2003 when it added Spain's Banco Zaragozano to its

arsenal. The $1.8 billion acquisition fit nicely into Barclays' strategy to grow its

business in Europe.

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Chairman Middleton announced that he would retire at the end of 2004, leaving

Barrett to take over as chairman. John Varley was slated to assume the CEO

position. At this time, the company focused on increasing revenues, controlling

costs, and maintaining a cautious approach to risk management. While it looked

to organic growth to bolster sales and profits, Barclays did not rule out the

possibility of future merger activity. Pre-tax profits rose by 20 percent in 2003, a

sign that Barclays' actions were paying off.

Principal Subsidiaries

Barclays Bank plc; Barclays Capital Inc.; Barclays Capital Investors N.A.;

Woolwich plc.

Principal Operating Units

Barclays Africa; Barclaycard; Barclays Capital; Barclays Global Investors;

Barclays Private Clients; UK Banking.

Barclays Bank PLC in India is a commercial banking institution operating in

India.. The Indian Barclays Bank PLC offers a slew of financial products that

include deposits, loans, trade finance, treasury solutions and cash management

services. The bank is a wholly owned subsidiary of corporate parent Barclays

PLC. Barclays PLC is headquartered in London, United Kingdom

Key Areas

Barclays Bank PLC in India is engaged in Commercial Banking and Consumer

Banking. The Indian subsidiary of the British Bank started its corporate banking

division from November 2006. Key clients of the company include top notch

multinationals and leading Indian corporations. The bank also counts among its

clients a number of public sector companies. Barclays Bank PLC of India also

caters to Small and Medium Enterprises (SMEs).

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Commercial Banking Products

The commercial banking products of Barclays PLC in India include:

• Deposits

• Trade Finance

• Loans & Financing

• Treasury Solutions

• Payments & Cash Management

All commercial banking customers of Barclays India are provided with the

services of a Relationship Manager. The Relationship Manager helps the client to

make effective, quality financial choices. The manager may also provide access

to Sales Financing Managers and International Trade Managers.

Consumer Banking Products

The consumer banking products of Barclays Bank PLC in India include:

• Personal Loans

• NRI Banking Services

• Savings Accounts & Deposits

• Barclays Credit Card

• Business Installment Loans

Personal loans of Barclays Bank comes in a variety of options to suit every client

profile. The different savings accounts offered by the bank are:

• Advantage account

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• Term Deposit account

• Zero Balance account

• Savings Plus account

• No Frills account

The Zero Balance account does not involve a minimum balance requirement. A

free local cheque book is provided.

Barclays GRCB India, in a short period of two and a half years, has grown to be

amongst the most respected foreign banks in the country, servicing more than

900,000 clients. Barclays GRCB in India is led by Mark Jones, Managing

Director, Asia and Ram Gopal, Interim Managing Director, India.

Barclays opened its doors to commercial customers in November 2006 and

today has a roster of over 2300 clients. This includes large multinationals, public

sector companies and a growing base of small and medium enterprises. Barclays

offers them a broad spectrum of services including loans, deposits, payments &

cash management services, trade finance and treasury solutions.

The consumer banking division, launched in May 2007, offers customers a

growing suite of products and services that are relevant both to their current and

emerging market needs. These include innovative propositions from personal

loans (that come with smaller monthly repayments) to credit cards (that allow

customers to choose their payment date). ‘Hello Money’, a revolutionary service

that combines technology and convenience takes consumer banking services to

the next level of convenience.

Barclays also has arguably the best Premier services offering in the country.

Innovations at Barclays GRCB India are not limited to the consumer banking

division alone. The Indian operations recently became the first country in Asia

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and the fourth in the world to launch ‘The Latitude Club’, a global commercial

banking proposition from Barclays that assists corporate customers to identify

new business partners internationally.

Barclays GRCB has a network of 14 ATMs and six branches across India.

Headquartered in Mumbai, the Bank is present in four other cities including New

Delhi, Junagarh which in Gujarat, Kanchipuram which is near Chennai, at

Nelamangla near Bengaluru, and another that was recently launched in

Ahmednagar in Maharashtra.

Investing in the community is an important part of Barclays sustainability

strategy. Globally, Barclays has focused efforts on financial inclusion,

entrepreneurship, education, enterprise and helping people into employment.

The bank is currently in the midst of exploring how it can leverage its global

partnerships to invest in the growth and development of the communities in

which it operates in India as well.

Barclays PLC: the banking eagle The group's emblem is an eagle, which has

become a great symbol after more than three hundred years of activity. The

English bank began operations in the 17th century in the financial center of London, but has since then become a strong entity in 60 international countries,

in Europe, the United States, Africa, and Asia. It is now one of the major players

in financial services. Barclaycard is the leader in the issue of credit cards in

Europe, Barclays Global Investors were one of the very first asset management

companies in the world, and Barclays Capital is an investment bank well-known

for the services it offers to companies relating to their financial requirements and

hedging of risk exposures. Barclays is also an international bank with 800 global

branches. Finally, the group remains a very important member of the United

Kingdom banking community with its UK Banking division, which offers

commercial and retail banking services to individuals and companies. Barclays, a

golden eagle!

17



1.2 PROFILE OF THE ORGANIZATION

NATURE OF INDUSTRY

Banks safeguard money and valuables and provide loans, credit, and paymentservices, such as checking accounts, money orders, and cashier’s checks.

Banks also may offer investment and insurance products, which they were once

prohibited from selling. As a variety of models for cooperation and integration

among finance industries have emerged, some of the traditional distinction\ns

between banks, insurance companies, and securities firms have diminished.

In spite of these changes, banks continue to maintain and perform their primary

role—accepting deposits and lending funds from these deposits.

Industry organization

There are several types of banks, which differ in the number of services they

provide and the clientele they serve. Although some of the differences between

these types of banks have lessened as they have begun to expand the range of

products and services they offer, there are still key distinguishing traits.

Commercial banks, which dominate this industry, offer a full range of services for

individuals, businesses, and governments. These banks come in a wide range of

sizes, from large global banks to regional and community banks. Global banks

are involved in international lending and foreign currency trading, in addition to

the more typical banking services. Regional banks have numerous branches and

automated teller machine (ATM) locations throughout a multi-state area that

provide banking services to individuals. Banks have become more oriented

toward marketing and sales. As a result, employees need to know about all types

of products and services offered by banks.

Community banks are based locally and offer more personal attention, which

many individuals and small businesses prefer. In recent years, online banks—

18



which provide all services entirely over the Internet—have entered the market,

with some success. However, many traditional banks have also expanded to

offer online banking, and some formerly Internet-only banks are opting to open

branches.

Recent developments

Technology is having a major impact on the banking industry. Direct deposit

allows companies and governments to electronically transfer payments into

various accounts. Debit cards, which may also be used as ATM cards,

instantaneously deduct money from an account when the card is swiped across a

machine at a store’s cash register. Electronic banking by phone or computer

allows customers to access information such as account balances and statement

history, pay bills, and transfer money from one account to another. Some banks

also have begun offering online account aggregation, which makes available in

one place detailed and up-to date information on a customer’s accounts held at

various institutions.

Advancements in technology have also led to improvements in the ways in which

banks process information. The use of check imaging allows banks to storephotographed checks on the computer instead of paper files. Also, the availability

and growing use of credit scoring software allows lending departments to

approve loans in minutes, rather than days.

Other fundamental changes are occurring in the industry as banks diversify their

services to become more competitive. Many banks now offer their customers

financial planning and asset management services, as well as brokerage and

insurance services, often through a subsidiary or third party. Others are

beginning to provide investment banking services—usually through a subsidiary

—that help companies and governments raise money through the issuance of

stocks and bonds. As banks respond to deregulation and as competition in this

19



sector grows, the nature of the banking industry will continue to undergo

significant change.

Branches of Barclays in INDIA

We move lend,protect and invest money for more than 27 million countries in

over 50 countries and have over 300 years of experience behind us.our services

include consumer and commercial banking credit cards, investment banking

wealth management and investment management services in Europe, Africa,

Asia Pacific and United States

We have been in india for nearly 3 decades,through barclays capital,a leading

investment bank.,

Branches

Barclays over 1800 UK high street branches (including former Woolwich

branches) and it has also joined up with the Post Office Ltd to provide personal

banking services to customers who live near a Post Office branch and those who

need financial services such as secured or unsecured loans.

Most Barclays branches have 24/7 ATMs. Barclays' customers and customers of

many other banks can use Barclays ATMs free of charge.

Barclays is a member of the Global ATM Alliance.

Barclays is spreading its reach across India and now has 4 offices in INDIA. We

are providing consumer and commercial banking services in MUMBAI (head

office), NEW DELHI, KANCHIPURAM (near Chennai), and NELAMANGALA(near Banglore), both of which cover important notes in southern India.

20

http://en.wikipedia.org/wiki/Post_Office_Ltd

http://en.wikipedia.org/wiki/Global_ATM_Alliance

http://en.wikipedia.org/wiki/Post_Office_Ltd

http://en.wikipedia.org/wiki/Global_ATM_Alliance



ORGANIZATION STRUCTURE

History

This bank traces its roots back to 1690 in London. The name "Barclays" became

associated with the business in 1736, when James Barclay, son-in-law of one of

the founders became a partner in the business. In 1728, the bank moved to 54

Lombard Street, which was identified by the 'Sign of the Black Spread Eagle',

over the years becoming a core part of the bank's identity.

Barclays is the 18th largest company in the world according to Forbes Global

2000 rankings (2007 list). Barclays is the 4th largest financial services provider

in the world by Tier 1 capital ($32.5 billion), and among the 10 largest banks in

the industry by market capitalization ($94.79 billion). It is the third largest bank in

the United Kingdom based on market capitalization.

The bank's headquarters are at One Churchill Place in Canary Wharf , in

London's Docklands, having moved there in May 2005 from Lombard Street in

the City of London

21

http://en.wikipedia.org/wiki/Bank

http://en.wikipedia.org/wiki/London

http://en.wikipedia.org/wiki/Lombard_Street


http://en.wikipedia.org/wiki/Spread_Eagle


http://en.wikipedia.org/wiki/Forbes_Global_2000


http://en.wikipedia.org/wiki/Tier_1_capital

http://en.wikipedia.org/wiki/Market_capitalization

http://en.wikipedia.org/wiki/List_of_banks_in_the_United_Kingdom

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/One_Churchill_Place

http://en.wikipedia.org/wiki/Canary_Wharf

http://en.wikipedia.org/wiki/London_Docklands

http://en.wikipedia.org/wiki/Lombard_Street%2C_London

http://en.wikipedia.org/wiki/City_of_London

http://en.wikipedia.org/wiki/Bank

http://en.wikipedia.org/wiki/London






http://en.wikipedia.org/wiki/Tier_1_capital

http://en.wikipedia.org/wiki/Market_capitalization

http://en.wikipedia.org/wiki/List_of_banks_in_the_United_Kingdom

http://en.wikipedia.org/wiki/United_Kingdom

http://en.wikipedia.org/wiki/One_Churchill_Place

http://en.wikipedia.org/wiki/Canary_Wharf

http://en.wikipedia.org/wiki/London_Docklands

http://en.wikipedia.org/wiki/Lombard_Street%2C_London

http://en.wikipedia.org/wiki/City_of_London



Ownership Patterns

Barclays is headed by Marcus Agius, the Group Chairman, who joined the

Board on 1 September 2006 and succeeded Matthew Barrett as Chairman from

1 January 2007. Agius is also the senior executive Director of the BBC and was

formerly Chairman of BAA PLC, Chairman of Lazard in London and a Deputy

Chairman of Lazard LLC until 31 December 2006.

Reporting directly to the Group Chairman is John Varley, the Group Chief

Executive, who is responsible for the strategic direction and planning of all

Barclays operations. Varley was appointed to the role in September 2004 prior to

which he served as Deputy Chief Executive (January-September 2004) and

Group Finance Director (2000-2003).

22

http://en.wikipedia.org/wiki/September_1

http://en.wikipedia.org/wiki/2006

http://en.wikipedia.org/wiki/January_1


http://en.wikipedia.org/wiki/December_31


http://en.wikipedia.org/wiki/September_1


http://en.wikipedia.org/wiki/January_1


http://en.wikipedia.org/wiki/December_31




The operating units of Barclays are grouped under two umbrellas;

• Investment Banking and Investment Management (IB&IM) and

• Global Retail and Commercial Banking (GRCB).

IB&IM oversees three core operating units:

• Barclays Capital,

• Barclays Global Investors (BGI) and

• Barclays Wealth Management.

GRCB oversees multiple operating units.

Principally it has responsibility for UK Retail Banking (UKRB), Barclays

Commercial Bank (formally UK Business Banking), Barclaycard and

International Retail and Commercial Banking (IR&CB).

23



24



Board of Directors

NAME OF THE PERSON DESIGNATION

MARCUS AGIUS CHAIRMAN

SIR NIGAI RUDD DEPUTY CHAIRMAN

SIR RICHARD BROADBENT SENIOR INDEPENDENT DIRECTOR

RICHARD LEIGH CLIFFORD NON EXECUTIVE DIRECTOR

PROFFESSOR DAME SANDRA

DAWSON

NON EXECUTIVE DIRECTOR

SIR ANDREW LIKIERMAN NON EXECUTIVE DIRECTOR

STEPHEN RUSSELL NON EXECUTIVE DIRECTOR

SIR JOHN SUNDERLAND NON EXECUTIVE DIRECTOR

DR. DANIE CRONJE NON EXECUTIVE

DIRECTOR,CHAIRMAN OF ABSA

EMMA HENRY NON EXECUTIVE

DIRECTOR,SENIOR SALES AND

SERVICE

FINANCIAL PROFILE

25



Barclays PLC is a major global financial services provider engaged in retail and

commercial banking, credit cards, investment banking, wealth management

and investment management.

Operating in over 50 countries and employing 135,000 people, we move, lend,

invest and protect money for over 30 million customers and clients

worldwide. With over 300 years of history and expertise in banking,

Barclays PLC has seven major businesses.

For the year ended 31st December,2007

Income statement Rs. Rs. Rs.

Total income net of insurance claims 23,000 21,595 17,333Impairment charges and other credit provisions (2,795) (2,154) (1,571)Operating expenses (13,199) (12,674) (10,527)Profit before tax 7,076 7,136 5,280Profit attributable to equity holders of the parent 4,417 4,571 3,447Economic profit 2,290 2,704 1,752

Basic earnings per share 68.9p 71.9p 54.4pDiluted earnings per share 66.7p 69.8p 52.6pDividend per ordinary share 34.0p 31.0p 26.6p

Return on average shareholders’ equity 20.3% 24.7% 21.1%

Tier 1 capital ratio 7.8% 7.7% 7.0%

26



27



PRODUCTS AND SERVICES

CONSUMER BANKING PRODUCTS

•

Saving accounts and deposits• Personal loans

• Business Installment loans

• Barclays credit card

• NRI banking services

COMMERCIAL BANKING PRODUCTS

• Loans and financing

• Deposits

• Payment and cash management

• Trade finance

• Treasury solutions

1.3 PROBLEMS OF THE ORGANIZATION :

• Rumors that Barclays has fallen on hard times were triggered by

revelations from Northern Rock that it was not the only bank borrowing

from the Bank of England. Alliance & Leicester and Bradford & Bingley are

usually touted as the most vulnerable, since they look and behave much

like "Northern Crock". They both deny it, and now Barclays is in the frame.

• Barclays has struggled to shake off the rumors. The bank admits it

dabbled in the toxic US sub-prime mortgages that are now bringing down

one Wall Street Gordon Gekko after another. However, its losses are

minuscule, and it says we should look elsewhere for a dodgy bank on the

verge of collapse. We have, to no avail.

28



• That is not to say the banks, and consequently all of us, don't still have

serious problems ahead. There is talk of a financial meltdown as

confidence ebbs away.

• British banks such as Barclays and Royal Bank of Scotland have

trousered millions of pounds from trading in mortgage debt. Since the

credit crunch began to bite in August, much of that profit has disappeared.

To that extent, the non-stop adrenaline rush in the City of London is

heading for a hangover. Job losses will follow, some from British banks,

with many more to follow from their US and German counterparts.

• To make matters worse, Britain's economic growth of the past five years is

built to a large extent on the silly money made in the City. The chancellor,

Alistair Darling, has warned that the UK faces "an unparalleled period of

financial uncertainty". The Bank of England may cut interest rates

sometime soon, but that probably won't have much effect on loan and

mortgage rates. Why? Because there are lots of impoverished banks that

need to fleece their customers to make back some of their losses.

1.4 COMPETITORS OF THE ORGANIZATION

• Competitive Landscape

Demand for banking services is closely tied to economic activity and the level of

interest rates. The profitability of individual banks depends on marketing skills,

efficient operations, and good risk management. Large economies of scale exist

in some segments of the industry, which has encouraged industry

consolidation. Smaller banks can compete successfully in segments where

customer service or knowledge of the local market is more important. The

industry is capital-intensive and highly automated: annual revenue per employee

is close to $300,000

29



Top Barclays Bank Competitors

COMPANY LOCATION

HBOS Edinburgh, United Kingdom

HSBC Holdings London, United Kingdom

Lloyds TSB London, United Kingdom

ICICI BANK INDIA

HDFC BANK INDIA

KOTAK MAHINDRA BANK INDIA

1.5 SWOT ANALYSIS OF BARCLAYS BANK

Strengths

1. It is a pioneer in online trading with a turn over of Rs.400 crores and more

than 800 peoples working in the organization.

2. Barclays provides multi-channel access to all its customers through a

strong online presence with www.barclays.com, 580 share shops in 130

cities and a call-center based Dial-n-Trade facility

3. Barclays has dedicated research teams for fundamental and technical

research, which constantly track the pulse of the market and provide

timely investment advice free of cost to its clients which has a strike rate of

70-80%.

30

http://www.hoovers.com/company-information/--ID__53890--/free-co-factsheet.xhtml










Threats

1. Aggressive promotional strategies by close competitors may hamper

Barclays’s acceptance by new clients.

2. Lack of sufficient branch-offices for speedy delivery of services.

3. More and more players are venturing into this domain, which can further

reduce the earnings of Barclays.

32



CHAPTER 2

REVIEW OF ACADEMIC LITERATURE



EMPLOYEE SATISFACTION

Satisfied employees are the biggest assets of an organization. Employees are

becoming the competitive advantage for business in the modern world. No matter how much technology and equipment an organization has, these thin can not be

fully utilized until people who have been satisfied. Think for a minute of an

organization with the abundance of resources but a workforce is not willing to

exploit its capabilities to fullest extent due to lack of motivation.

Employees are the real assets of an organization and ultimately, business

success is greatly dependent on the human capital. Commitment, trust and

organizational prides of the employees are critical for long –term success. Highperformance companies are created by focusing on a number of appropriate for

business goals, which are translated to appropriate context for professionals to

perform and achieve the goals.

Organizations today are functioning in state of extreme competition. Being the

most productive has become an obligation for survival. With limited resources;

companies are recognizing the importance of having the right kind of manpower

to drive success and growth. Organizations are faced with the challenge of

attracting as well as retain the most talented employees. For this, the employees

ideologies, desires, aspirations and other aspects that drive them to have to be

recognized as well as nourished.

Employee’s surveys are a great way to understand and analyze the implicit as

well as explicit facets of employee’s relations with the company. Surveys bring

out the employees ideas and opinions, which, when fostered, would be very

beneficial to conduct themselves in a professional way that could better their

relations with management.

Employee satisfaction has become a very important determinant of a company’s

productivity. Employees are demanding more and more

32



from their organization in exchange for their services. Employee turnover is very

high in most industries, and retaining good talented employees has become an

arduous task for even the best companies across the world today.

Employee’s surveys are an ideal way to feel the pulse of employees. Today’s

organizations are plagued by high employee turnover. Understanding the exact

needs of an employee is a very big task. Attracting as well as retaining talented

employees has become very challenging. It is a fact that when an employee

leaves an organization, he takes with him a whole set of skills, ideas and

expertise, most likely to a competitor company.

Employee satisfaction survey helps to determine many aspects about his/her

employer. In the long run, these feelings could become ideologies on which the

company would attract better talent. Hence, understanding the need of

employees is very important.

Almost every company conducts employee satisfaction surveys now and then to

feel the pulse of the employees.

Employee surveys are not just for improving employee satisfaction, however;

they help you improve customer satisfaction as well.

The relationship between employee and customer satisfaction is not always

clearly understood .While most companies recognize that customer loyalty is a

key to their success; many of them miss the essential fact that employee

satisfaction is a key to customer satisfaction. Satisfied employees create

satisfied, loyal and more profitable customers.

The internal quality of working environment derives employee satisfaction, whichresults in employee loyalty, which enhances productivity, which creates value for

customer, which largely influences customer satisfaction, which results in

customer loyalty, which stimulates profitability and growth.

33



The employee satisfaction survey is an efficient and practical tool that

organizations can use to maximize the performance and engagement of their

workforce. The attitudes and motivations of your employees play a crucial role in

influencing motivation, productivity, and overall success. Smart companies

realize the importance of understanding the attitudes, behaviors and motivations

of staff and yielding this power to maximize their workforce.

Employee Satisfaction Survey Serve As a Valuable Tool for Improving

Companies Workplace Productivity, Employee Retention Rates and

Bottom-Line Profitability.

Conducting an employee satisfaction survey is one of the most important first

steps companies can take to improve workplace productivity, employee retention,

and overall profitability.

Optimizing employee satisfaction is a key to the success of any business. And

sound, insightful employee satisfaction research is key to understanding how to

achieve that optimization.

Employee’s satisfaction surveys help companies effectively gauge whether or not

their employees feel motivated and content, and troubleshoot any areas that

might negatively impact their bottom-line due to losses in workplace productivity

and employee turnover.

Technology is having a major impact on the banking industry. Direct deposit

allows companies and governments to electronically transfer payments into

various accounts. Debit cards, which may also be used as ATM cards,

instantaneously deduct money from an account when the card is swiped across a

machine at a store’s cash register. Electronic banking by phone or computer

allows customers to access information such as account balances and statement

history, pay bills, and transfer money from one account to another. Some banks

also have begun offering online account aggregation, which makes available in

34



one place detailed and up-to date information on a customer’s accounts held at

various institutions.

Advancements in technology have also led to improvements in the ways in which

banks process information. The use of check imaging allows banks to store

photographed checks on the computer instead of paper files. Also, the availability

and growing use of credit scoring software allows lending departments to

approve loans in minutes, rather than days.

Other fundamental changes are occurring in the industry as banks diversify their

services to become more competitive. Many banks now offer their customers

financial planning and asset management services, as well as brokerage and

insurance services, often through a subsidiary or third party. Others are

beginning to provide investment banking services—usually through a subsidiary

—that help companies and governments raise money through the issuance of

stocks and bonds. As banks respond to deregulation and as competition in this

sector grows, the nature of the banking industry will continue to undergo

significant change.

Keeping the employees satisfied seems like an easy concept to many people. In

reality keeping the employees happy is very difficult to achieve. A lot of factors

go into making the employees happy. In a perfect society employees would be

like robots. Employers could program all the robots to want and need the same

things. The company could then give them what they wanted in order to satisfy

them. Things in reality do not work this way.

According to Cranny, Smith and Stone (1992), employee satisfaction is a

combination of cognitive and affective reactions to the differential and perceptionof what an employee wants to receive compared with what he or she actually

receives. Research in the field of employee satisfaction viewed employee

satisfaction as a unidimentional construct (Koustelos & Bagiatis, 1997).

35



Later research revealed that employee satisfaction was multidimensional

construct. There are many identified variables involved in employee satisfaction

which often work together to support each other. Studies have explained

variable related employee satisfaction. Koustelios and Konstantinos(1997)

asserted that these variables must be identified and employees must be able to

discriminate among them.

Research suggests that many things contribute to employee satisfaction. Some

of the more prominent variables are communication, motivation, leadership,

salary, work environment, benefits etc. As one can see, these diverse variables,

and what motivates one employee may not motivate another employee. The key

for managers is to discover what has worked well in the past and then to find out

what will work best for the company and its employees.

Brown (1960) looked at managements’ use of employee attitude surveys. He

reported that many employees saw the use of employee attitude surveys as

beneficial. Employees however voiced their concern that employers were not

using the result of the surveys as they should. Employees reported that they

wanted to see steps being taken to see increase their satisfaction. If employees

agreed to such requests, then employees reported they had no problem withtaken employee satisfaction surveys.

36



CHAPTER 3

OBJECTIVE & METHODOLOGY



OBJECTIVE AND METHODOLOGY

3.1 SIGNIFICANCE

1. Provides organization with a pool of qualified candidates

2. The more qualified the pool the better the success rate in selection

3. Can help the organization meet affirmative action goals

4. Can increase organizational effectiveness

3.2 MANAGERIAL USEFULNESS OF THE STUDY

Barclaycard India (www.barclaycard.in) is part of Global Retail and Commercial

Banking Division of Barclays Bank PLC.

In India, the cards division is headed by MR. Kusal Roy. The sales team is

headed by Mr. Deepak Matai. The sourcing of applications for credit cards is

done through decentralized model for every region.

There are 3 Area Directors as follows:

1. North & East

2. South

3. West

The sales model that is followed by the bank is divided into

1. DSA – IM

2. DSA – DM

DSA-IM are indirectly managed direct sales agencies whereas DSA-DM are

directly managed by Sales Managers of the bank. Both these models are non-

captive 3rd party vendors with all the operations handled by Sales Service

38

http://www.barclaycard.in/

http://www.barclaycard.in/



providers. Examples of SSPs in Delhi are Hitech Producers Pvt. Ltd and Sentac

Sales Pvt. Ltd. Both work under DSA – DM in New Delhi.

In this project we are going to cover employees of DSA-DM and understand the

satisfaction levels of the sales force of Barclay Card in Delhi.

3.3 OBJECTIVES

To analyze the reasons for low motivation levels and suggest solutions in order

to improve motivation levels among the employees of the SSP.

To provide convenient and customer friendly product and services.

To provide comprehensive product solutions

To provide varied servicing channels which customer will be able to access

To create strand and lasting relationships with our clients and their families

To provide service turnaround in top quartiles

To provide brand values of heritage and trust

3.4 SCOPE OF THE STUDY

• Globalization of the financial market has led to a manifold increase in

investment.

• New markets have been opened; new instruments have been developed;

and new services have been launched. Besides, a number of

opportunities and challenges have also been thrown open. Online

Commodities trading is new as compared to Equity market in India.

39



• Mainly three exchanges are involved in online commodities trading MCX,

NCDEX & NMCE.

3.5 RESEARCH METHODOLOGY

DATA COLLECTION METHOD :

For the purpose of study both primary as well as secondary data have

been used.

A. SECONDARY DATA:

For the purpose of knowing whereabouts of the company in the

present banking market sector. Secondary data has disclosed many

information as human resource policies, market share of the bank, its

potential, recruitment polices etc before the banking sector leaders on the

basis of various attributes.

The secondary data have been collected from various magazines,

newspapers, company annual report and websites.

B. PRIMARY DATA:

Primary data have been helpful to explore the opinion of employees,

their relations with the bank and their future scope with the bank. On the basis

of information extracted from the primary data various measures are found

which would be helpful to it in making new strategies in near future.

For the collection of primary data structured and undisguised questionnairehas been used. It is also called Problem Identification Tool.

a. Employee Satisfaction Survey – We shall create and conduct office

wide ESS in order to understand the reasons of the problem

defined above. A questionnaire was created keeping in mind the

40



inputs from management. Pleas find the same in Annexure 1 –

ESS: Questionnaire

b. Sampling - As per the sampling procedure is concerned, the finite

universe is taken into consideration. The sample of respondents, all

of whom are employees of the company and part of sales force of

Barclay Card. The sampling is based upon probability sampling

method. The reason is, it is the only sampling method that provides

essentially unbiased estimate having measurable precision. The

sampling size was 135.

c. Sample profile – The sample consists of frontline sales staff and is

in accordance to the below table

3.6 LIMITATIONS

1. There was a lot of confidential data so I was required to maintain

confidentiality of the company.

2. Time constraint.

3. Biasness, if any, on the part of people I interacted with to reach any

conclusion.

Employe

Field ExecuDocument41



CHAPTER-4

DATA ANALYSIS & CRITICAL FINDINGS



DATA ANALYSIS

1) Are you satisfied with your overall job security?

A. NOT SATISFIED

B. EXTERMELY SATISFIED

INTERPRETATION

By Job Security, we understand assuring employees that they are secured in

their jobs by providing them certain facilities like medical facilities. Cab facilities,

fringe benefits etc. Job security also means that the employee will not be fired in

future.

The above diagram shows that 58% of the employees are satisfied with their job

security and rest 42%are dissatisfied so we should make them assure by

providing certain facilities mentioned above. So he should be assured about the

financial position of the bank.

58%

42%satisf

Disati

42



2) Are you satisfied with Cultural Aspects of the bank?

A. NOT SATISFIED


INTERPRETATION

By Cultural Aspects we mean how much attention does management pays

towards employee’s suggestions. Are the employees rewarded for improving

work progress? Are the employees feel a good environment in the organization.

The above diagram shows that 61% of the employees are satisfied with cultural

aspects of the bank but rest 39% are not satisfied so for their satisfaction

employees should be rewarded and expected to meet all the deadlines on time .

61%

39%

43



3) Are the employees satisfied with their basic salary?

A. NOT SATISFIED


INTERPRETATION

Basic salary means the actual salary which employees get after deducting

Provident fund, tax, interest etc. Salary is the most important factor to initiate the

employees to do work more seriously and aggressively.

The above diagram shows that 60% of the employees are satisfied with their

basic salary but rest 40% are dissatisfied.

60.1

39.9

44



4) Are you satisfied with working conditions of the bank?

A. NOT SATISFIED


INTERPRETATION

Working conditions means what is the timing of job, what are the surroundings of

the working place.

The above diagram shows that 69% of employees are satisfied with the working

conditions of the bank but rest 31% of employees are not satisfied with working

conditions of the bank.

69%

31%

satis

Disa

45



5) Are you all satisfied with the incentives provided by the bank?

A. NOT SATISFIED

B.EXTERMELY SATISFIED

INTERPRETATION

Incentives are the extra benefits which the employees get, the incentives are not

the part of basic salary, and these can be in term of any extra facility or can be in

monetary terms. Incentive motivates employees to work hard.

The diagram shows that 68% of the employees are satisfied with incentive

policies of the bank and rest 32% are dissatisfied.

68%

32%

satisf

Disati

46



6) The provident fund and tax amount which is deducted from the salary is

that amount ok or it should be more or less?

A. LESS

B. MORE

INTERPRETATION

The above diagram shows that 58% of the employees are satisfied and 42% of

the employees are dissatisfied.

58%

42%satisf

Disati

47



7) How satisfied are you with your supervisors?

A. NOT SATISFIED


INTERPRETATION

Supervisors are those who supervise the employees or in other words we can

say provide developmental guidance to them.

The diagram shows that 61% of the employees are satisfied with their

supervisors and rest 39% are dissatisfied with their supervisors.

61%

39%satisfa

Disatis

48



8) Are you satisfied with the growth opportunities provided by your

company?

A. NOT SATISFIED


INTERPRETATION

Growth opportunities which any organization provides to the employees for

developing a self-concept by identifying with and interacting with other people.

The diagram shows 65% of the employees are satisfied with growth opportunities

rest 35% are dissatisfied.

65%

35%

satisf

Disati

49



9) Are you satisfied with overall pay practices?

A. NOT SATISFIED


INTERPRETATION

The above diagram shows that 62% of the employees are satisfied and 38% of

the employees are dissatisfied.

62%

38%

satisf

Disati

50



10) Are you satisfied with the benefits you are offered and receive?

A. NOT SATISFIED


INTERPRETATION

By Benefits we understand indirect financial and non financial payments

employees received for continuing their employment with the company.

The diagram shows that 62% of the employees are satisfied and rest 38% are

dissatisfied.

62%

38%

satisf

Disati

51



11) How effective are the training and development programs organized by

the company?

A. NOT EFFECTIVE

B. EXTERMELY EFFECTIVE

INTERPRETATION

Training and Development means process of teaching new employees and

developing the basic skills they need to perform their jobs.

The diagram shows 68% of the employees are satisfied and rest 32% are

dissatisfied.

68%

32%

Effe

Not

52



12) How would your rate the health facilities provided by the organization?

A. BAD

B. EXCELLENT

INTERPRETATION

Health facilities means providing routine medical facilities as well as preventive

medicine in a clinic type arrangement for employees, who pay a nominal fee in

addition to the fixed annual fee the employer pays.

The diagram shows that 61% are satisfied and rest 39% are dissatisfied.

61%

39%

E

B

53



13) Kindly rate the physical and mental stress levels that you face in your

daily job.

A. HIGH STRESS

B. FUN ENVIRONMENT

INTERPRETATION

The above diagram shoes that 58% of the employees are enjoying the

environment and rest 42% are in highly stressed.

58%

42%

Fun Envi

High Stre

54



14) What is your understanding of your job profile and description?

A. UNCLEAR

B. TOTAL CLARITY

INTERPRETATION

By job description we understand a list of job duties, responsibilities, reporting

relationships working conditions and supervisory responsibilities.

The diagram shows that 61% of the employees are very much clear about job

profile and job description.

61%

39%

55





RESP24 7 9 6 6 6 7 9 6 5 5 6 9 7 7 9

RESP25 3 7 8 7 5 3 7 6 5 5 5 7 3 5 8

RESP

26 3 6 6 6 3 6 7 7 7 4 6 3 5 7RESP27 8 7 7 6 5 8 7 7 5 6 5 7 8 8 6

RESP28 7 4 7 8 4 7 4 8 4 4 4 4 7 5 7

RESP29 6 4 7 8 4 6 4 8 4 3 4 4 6 7 4

RESP30 4 4 7 8 3 4 4 9 4 4 3 4 4 5 4

RESP31 4 9 8 4 3 4 9 6 4 5 3 9 4 7 4

RESP32 4 8 8 2 4 8 5 4 7 2 8 4 5 3

RESP33 6 6 9 7 3 6 6 6 6 7 3 6 6 8 2

RESP34 7 7 8 8 2 7 7 4 8 8 2 7 7 6 2

RESP35 7 7 5 8 5 7 7 5 7 9 5 7 7 8 3

RESP36 5 8 2 6 5 5 8 5 7 5 5 8 5 9 4

RESP37 5 9 3 7 6 5 9 7 6 7 7 9 5 0 5

RESP38 5 9 3 7 7 5 9 6 6 9 6 9 5 8 3

RESP39 8 9 3 9 7 8 9 8 7 8 7 9 8 7 3

RESP40 9 8 7 7 9 8 6 10 7 7 8 9 7 4

RESP41 8 9 3 5 7 8 9 9 3 6 7 9 8 6 4

RESP

42 7 6 3 6 7 7 6 9 5 5 7 6 7 6 3RESP43 6 6 5 8 6 6 6 0 6 7 7 6 6 6 5

RESP44 6 5 5 7 8 6 5 4 7 4 8 5 6 8 8

RESP45 6 5 5 9 8 6 5 3 5 4 8 5 6 7 9

57



RESP46 6 5 2 7 8 6 5 5 6 6 6 5 6 5 9

RESP47 6 4 4 7 9 6 4 7 3 8 9 4 6 4 9

RESP

48 6 9 7 5 9 6 9 6 8 9 9 9 6 4 5RESP49 3 8 7 9 3 8 5 3 8 9 8 3 3 4

RESP50 3 6 7 8 4 3 6 8 4 6 6 6 3 3 4

RESP51 2 7 7 7 9 2 7 7 6 6 9 7 2 3 3

RESP52 5 6 7 8 5 5 6 6 9 6 9 6 5 4 5

RESP53 4 5 7 6 7 4 5 6 9 7 9 5 4 7 6

RESP54 5 7 8 9 9 5 7 9 10 7 9 7 5 5 3

RESP55 7 6 8 6 8 7 6 7 10 8 8 6 7 5 3

RESP56 7 5 6 9 7 7 5 7 4 8 7 5 7 4 7

RESP57 8 8 9 8 9 8 8 6 3 9 6 8 8 3 6

RESP58 8 9 7 9 7 8 9 5 5 8 7 9 8 8 7

RESP59 9 9 9 9 6 9 9 6 5 9 6 9 9 5 7

RESP60 8 4 9 6 8 4 8 3 7 6 4 8 7 8

RESP61 5 5 9 8 6 5 5 9 4 5 6 5 5 8 5

RESP62 5 6 5 7 8 5 6 0 7 5 6 5 9 5

RESP63 5 7 6 6 7 5 7 9 4 5 7 7 5 8 54

RESP

64 5 5 9 8 8 5 5 8 5 8 8 5 5 7 4RESP65 5 7 9 8 9 5 7 8 8 4 9 7 5 6 5

RESP66 6 6 10 8 9 6 6 7 8 3 8 6 6 5 6

RESP67 8 6 7 7 9 8 6 6 4 3 9 6 8 5 8

58



RESP68 9 5 5 6 9 9 5 5 4 4 9 5 9 6 8

RESP69 9 4 7 6 9 9 4 5 3 4 9 4 9 6 8

RESP

70 9 4 5 6 9 9 4 4 4 6 9 4 9 7 3RESP71 7 6 6 6 7 6 4 7 7 6 7 8 3

RESP72 7 8 6 7 8 7 8 7 6 8 8 8 7 8 6

RESP73 7 8 7 9 7 8 6 6 9 8 8 7 5 5

RESP74 7 9 6 5 7 9 8 4 7 9 7 5 4

RESP75 7 7 7 7 7 8 8 6 7 7 7 4 7

RESP76 9 7 8 6 9 7 9 6 5 6 7 9 7 6

RESP77 7 6 6 7 7 6 8 8 5 6 7 6 5

RESP78 5 5 8 6 5 5 7 9 7 6 5 5 7 5

RESP79 4 5 8 4 5 6 3 6 5 4 4 6

RESP80 4 6 5 7 8 4 6 5 4 7 7 6 4 6 7

RESP81 4 7 7 7 6 4 7 5 6 5 6 7 4 5 6

RESP82 5 7 7 5 7 6 8 5 7 5 4 8

RESP83 3 9 5 7 7 3 9 7 9 6 7 9 3 7 5

RESP84 7 9 5 6 7 9 8 10 7 9 7 6 8

RESP85 2 7 5 6 8 2 7 9 10 7 8 7 2 6 9

RESP

86 2 7 6 8 2 7 7 3 6 8 7 2 5 3RESP87 5 5 5 6 5 5 7 4 5 5 5 5 6

RESP88 6 6 6 9 6 6 9 5 6 9 6 6 7 4

RESP89 4 7 5 8 9 4 7 8 8 7 9 7 4 8 8

59



RESP90 6 9 5 7 6 9 4 9 8 9 6 8 7

RESP91 6 8 7 8 6 8 5 8 9 9 8 6 9 8

RESP

92 7 7 5 7 7 7 6 5 7 7 7 9 2RESP93 7 6 5 7 7 7 6 6 5 7 7 6 7 9 2

RESP94 4 5 8 7 4 5 8 7 8 7 5 4 8 3

RESP95 5 5 5 5 5 8 8 9 5 5 4 4

RESP96 4 4 6 6 4 4 9 8 5 6 4 4 6 4

RESP97 4 4 5 8 6 4 4 9 4 4 6 4 4 8

RESP98 3 6 5 7 3 6 9 8 4 6 3 6

RESP99 7 6 5 9 5 7 6 7 9 4 5 6 7 5 8

RESP100 6 8 5 7 5 6 8 7 9 5 5 8 6 7

RESP101 7 8 4 8 5 7 8 6 7 6 5 8 7 6

RESP102 8 9 7 8 7 8 9 6 5 9 7 9 8 5

RESP103 9 7 7 8 8 9 7 7 4 9 8 7 9 5

RESP104 7 9 7 8 8 7 9 8 4 0 8 9 7 7

RESP105 6 9 3 5 9 6 9 7 5 8 9 9 6 7

RESP106 5 0 7 7 9 5 0 7 6 8 9 0 5 9

RESP107 5 6 7 6 7 5 6 4 5 7 7 6 5 5

RESP

108 5 5 7 5 6 5 5 5 5 7 6 5 5 5RESP109 7 4 4 5 6 7 4 6 7 10 6 4 7 5

RESP110 8 4 4 5 7 8 4 7 9 0 7 4 8 6

RESP111 7 4 4 6 8 7 4 8 9 2 8 4 7 7

60



RESP112 7 4 4 5 7 7 4 8 9 2 7 4 7 6

RESP113 8 4 4 7 6 8 4 5 9 2 6 4 8 5

RESP

114 7 4 6 6 7 4 4 3 2 6 4 7 5RESP115 6 3 6 8 5 6 3 4 3 4 5 3 6 8

RESP116 6 4 8 7 7 6 4 6 4 4 7 4 6 9

RESP117 6 7 8 7 7 6 7 6 3 5 7 7 6 9

RESP118 6 0 7 8 6 0 9 6 6 8 0 6 8

RESP119 6 6 4 7 9 6 6 6 5 7 9 6 6 7

RESP120 6 7 3 6 9 6 7 7 7 8 9 7 6 7

RESP121 5 6 3 6 6 5 6 7 6 9 6 6 5 7

RESP122 5 6 3 6 8 5 6 8 6 7 8 6 5 8

RESP123 8 8 8 5 9 8 8 8 5 10 9 8 8 8

RESP124 5 3 4 6 8 5 3 8 7 6 8 3 5 10

RESP125 5 3 8 5 7 5 3 9 7 6 7 3 5 10

RESP126 5 7 8 8 6 5 7 5 4 8 6 7 5 9

RESP127 4 8 8 8 6 4 8 5 8 9 6 8 4 8

RESP128 4 0 6 8 8 4 0 4 9 9 8 0 4 8

RESP129 4 9 8 9 4 9 4 9 7 9 9 4 7

RESP

130 5 8 6 9 5 8 7 9 7 9 8 5 3RESP131 4 7 6 7 8 4 7 4 10 7 8 7 4 4

RESP132 6 6 6 7 7 6 6 6 10 8 7 6 6 6

RESP133 6 6 6 7 7 6 6 8 10 5 7 6 6 5

61



RESP134 7 6 9 8 7 7 6 7 2 7 7 6 7 4

RESP135 7 6 9 6 5 7 6 5 4 9 6 7 4

62



CHAPTER-5

FINDINGS & RECOMMENDATIONS



FINDINGS

• With this philosophy, Bank has made considerable progress since its

establishment though through my study on various aspects of

Employee Satisfaction Survey (ESS).It has come up that Employee

Satisfaction are quite high\low and favorable OR unfavorable.

• But in order to be competitive and maintain stability there scope for

improvement. My recommendations on weak areas are as follows:

RECOMMENDATIONS

EFFECTIVE COMMUNICATION

1. For effective communication it should have communication calendar, which

should be prepare and circulated at the beginning of the year. The schedule

of all formal and informal communication should be announced through this

which will be held in this year.

2. Proactive and open communication approach should be adopted. Events

should be communicated proactively so that an employee can feel that he is a

part of organization and everything is being communicated to them.

HEALTH

1. Proper illumination and cooling system should be provided to each and

every department so that they can carry out their work effectively and

efficiently.

2. Workplace should be maintained clean and hygienic in order to boost upmorale and motivation of an employee because if he finds everything clean

he will remain healthy and turnover rate would be loss.

63



CULTURAL ASPECTS

1. Politics should be kept minimum within the company.

2. There should be a spirit of team work.

3. Management should pay careful attention to employee’s suggestions.

4. Employees should be rewarded for improving work progress.

JOB SATISFACTION

1. Everyone should make clear about their job responsibilities.

2. Everyone should contribute to the success of the company.

3. Workload should be reasonable.

4. Employees should receive recognition of the job they perform through their

manager or company management.

TRAINING AND DEVELPOMENT

1. Employees should receive information on training and development

program that are nominated and required to well in advance.

2. Employee should received training in ethics also.

3. They should also get additional training, whish is easy to get.

PERFORMANCE APPRAISAL

360 Degree performance appraisal should be used. It is an important part of

performance management. It provides employees with performances

feedback from supervisors, co-workers, peers and customers.

64



For example.. subordinate assessment of supervisors performances can

provide developmental guidance.

65



CHAPTER-6

CONCLUSION



CONCLUSION

After working on this project its my immense pleasure to say its been most

beneficial to me as it gave a lot of knowledge about the banking sector in India,

which also include how there has been a change in the Banking sector in India

over the years with more and more different kind of banking emerging constantly.

Also while working in Barclays has given me a vast knowledge on marketing

which is a creative and innovative field whose study & usage requires good

interaction & communication skills to encourage more and more people to invest

in Banking.

Through this I came to know about the mindset of a customer as an investor and

their interest regarding a particular policy but also identifying their need.

Therefore Barclays has been a successful organization over the past few years

but there is still scope for improvement, as the Banking sector in India has grown

a lot, certain parts of scope for improvement.

As revealed by the survey, the BARCLAYS BANK seems to be doing satisfactory

in terms of the various variables taken into considerations like Interest in work,

Growth prospects/promotion, Recognition and appreciation, Feedback, Security,

Participation management, Training and bearing, Communication system,

Reward, Supervision, Working groups, Occupational status, Working

Environment, Organizational Commitment

However, the company needs to focus primarily on two aspects in order to

enhance the existing morale to achieve high organizational commitment i.e., on

monetary benefits, grievance handling and social relations.

66



Decent pay is fine, but it isn’t enough. The company should understand that in

order to maintain long term and relationship in today’s competitive environment

the employees should be provided with considerable benefits over and above

pay.

The survey revealed that the company’s grievance handling process does not

satisfy the employees. So the organization should effectively form a grievance

cell or if in place need to communicate them to the employees. The most

important aspect is the actual functioning which should be strictly time bound and

such that the employees feel at ease to make use of them.

The task of HR is to make people believe in themselves, the organization, the

value system and the Business Administration of the organization, in the

aggressive targets the organization sets.

67



ANNEXURE

68



ESS- QUESTIONNAIRE

RATE ON A SCALE OF 1 TO 10

1) Are you satisfied with your overall job security?

A. NOT SATISFIED


2) How satisfied are you with your own morale?

A. NOT SATISFIED


3) Are the employees satisfied with their basic salary?

A. NOT SATISFIED


4) Are you satisfied with working conditions of the bank?

A. NOT SATISFIED


69



5) Are you all satisfied with the incentives provided by the bank?

A.NOT SATISFIED

B.EXTERMELY SATISFIED

6) The provident fund and tax amount which is deducted from the salary is that

amount ok or it should be more or less?

A. LESS

B. MORE

8) How satisfied are you with your supervisors?

A. NOT SATISFIED


9) Are you satisfied with the growth opportunities provided by your company?

A. NOT SATISFIED


10) Are you satisfied with overall pay practices?

70



A. NOT SATISFIED


11) Are you satisfied with the benefits you are offered and receive?

A.NOT SATISFIED


12) How effective are the training and development programs organized by the

company?

A. NOT EFFECTIVE

B. EXTERMELY EFFECTIVE

13) How would your rate the physical work conditions provided by the

organization?

A. BAD

B. EXCELLENT

14) Kindly rate the physical and mental stress levels that you face in your daily

job

A. HIGH STRESS

71



B. FUN ENVIRONMENT

15) What is your understanding of your job profile and description?

A. UNCLEAR

B. TOTAL CLARITY

NAME: __________________________

AGE: _____ YRS

DESIGNATION: _____________

72



REFERNCES

The project requires a lot of literature survey before it saw the light of the day.

The first step was to have a clear picture of ESS and what are the factors whichlead to satisfaction of an employee.

BOOKS:

2) Human Resource Management (3rd.ed.) TATA Mc Graw HILL.

3) Human Resource Management (10th.ed.) Gary Dessler.

4) Organizational Behavior (10th .ed.) Mc Graw HILL.

WEBSITES:

www.google.com

www.answers.com

www.humancapitalonline.com

www.barclays.in

www.barclayscard.in

http://www.google.com/

http://www.answers.com/

http://www.humancapitalonline.com/

http://www.barclays.in/

http://www.barclayscard.in/

http://www.google.com/

http://www.answers.com/

http://www.humancapitalonline.com/

http://www.barclays.in/

http://www.barclayscard.in/

Documents

Barcklays India Gaurav[1]