Professional Documents
Culture Documents
ON
SESSION 2007-2010
GAURAV KAUSHIK
The quality of the project work is in accordance with standard expected to the
students of BBA.
GAURAV KAUSHIK
BBA - 2007-2010
ENROLLMENT NO- 07511237015
ACKNOWLEDGEMENT
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
Barclays Bank is basically UK Bank but it has its branches in India also in
New Delhi, kanchipuram, Neelamangla.
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:
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.
3.1 SIGNIFICANCE
3.2 MANAGERIAL USEFULNESS OF THE STUDY
3.3 OBJECTIVE OF THE STUDY
3.4 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
INTRODUCTION
BARCLAYS IN INDIA
Introduction
54 Lombard Street
London EC3P 3AH
United Kingdom
Telephone: (207) 699-5000
Fax: (207) 283-5055
Web site: http://www.barclays.com
Public Company
Incorporated: 1896 as Barclay & Company, Ltd.
Employees: 74,420
Total Assets: £443.36 billion ($788.51 billion) (2003)
Stock Exchanges: London New York Tokyo
With a rich history dating back almost 300 years, Barclays plc has grown into one
of the largest financial services groups in the United Kingdom. The company is
involved in banking, investment banking, and investment management and
operates 2,000 domestic branches and nearly 850 international branches in over
60 countries across the globe. Barclays is organized into seven business units:
Barclays Africa; Barclaycard; Barclays Capital; Barclays Global Investors;
Barclays Private Clients; and UK Banking. The company has over 4.5 million
registered online bankers and over 10.6 million Barclaycard customers in the
United Kingdom. In 2003, Barclays was the world's ninth-largest bank based on
market capitalization.
2
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.
3
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.
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.
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.
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.
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.
6
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:
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.
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.
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.
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 an
attempt 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).
9
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:
1896: Twenty private banks merge to form Barclay and Company Ltd.
1918: The company merges with the London, Provincial and South Western
Bank.
Although Barclays began the 1990s in an expansion mode, the bank was soon
forced into retreat. In 1990, Barclays acquired Merck, Finck & Co., a German
investment 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 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.
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. The
Wall 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.
13
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.
Key Areas
14
Commercial Banking Products
• Deposits
• Trade Finance
• Treasury Solutions
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.
• Personal 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
15
• Term Deposit 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 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
16
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.
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 payment
services, 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
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.
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
Branches
Most Barclays branches have 24/7 ATMs. Barclays' customers and customers of
many other banks can use Barclays ATMs free of charge.
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
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.
21
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
The operating units of Barclays are grouped under two umbrellas;
• Barclays Capital,
• Barclays Global Investors (BGI) and
• Barclays Wealth Management.
23
24
Board of Directors
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.
26
27
PRODUCTS AND SERVICES
• 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.
• 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.
• 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
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.
30
Weakness
Opportunities
1. With the booming capital market it can successfully launch new services
and raise its client’s base.
2. It can easily tap the retail investors with small saving through promotional
channels like print media, electronic media, etc.
3. As interest on fixed deposits with post office and banks are all time low,
more and more small investors are entering into stock market.
31
Threats
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.
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.
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.
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.
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.
34
one place detailed and up-to date information on a customer’s accounts held at
various institutions.
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.
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.
36
CHAPTER 3
3.1 SIGNIFICANCE
2. The more qualified the pool the better the success rate in selection
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.
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
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 create strand and lasting relationships with our clients and their families
investment.
• New markets have been opened; new instruments have been developed;
39
• Mainly three exchanges are involved in online commodities trading MCX,
For the purpose of study both primary as well as secondary data have
been used.
A. SECONDARY DATA:
B. PRIMARY DATA:
40
inputs from management. Pleas find the same in Annexure 1 –
ESS: Questionnaire
Employee C
3.6
TeleSales Ex
LIMITATIONS
Field Execut
2. Time constraint.
conclusion.
Document P
41
CHAPTER-4
DATA ANALYSIS & CRITICAL FINDINGS
DATA ANALYSIS
A. NOT SATISFIED
B. EXTERMELY SATISFIED
42%
satisfaction
Disatisfaction
58%
INTERPRETATION
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.
42
2) Are you satisfied with Cultural Aspects of the bank?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
39%
61%
INTERPRETATION
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.
43
3) Are the employees satisfied with their basic salary?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
39.9
60.1
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.
44
4) Are you satisfied with working conditions of the bank?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
31%
satisfaction
Disatisfaction
69%
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.
45
5) Are you all satisfied with the incentives provided by the bank?
A. NOT SATISFIED
B.EXTERMELY SATISFIED
32%
satisfaction
Disatisfaction
68%
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.
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
42%
satisfaction
Disatisfaction
58%
INTERPRETATION
The above diagram shows that 58% of the employees are satisfied and 42% of
the employees are dissatisfied.
47
7) How satisfied are you with your supervisors?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
39%
satisfaction
Disatisfaction
61%
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.
48
8) Are you satisfied with the growth opportunities provided by your
company?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
35%
satisfaction
Disatisfaction
65%
INTERPRETATION
The diagram shows 65% of the employees are satisfied with growth opportunities
rest 35% are dissatisfied.
49
9) Are you satisfied with overall pay practices?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
38%
satisfaction
Disatisfaction
62%
INTERPRETATION
The above diagram shows that 62% of the employees are satisfied and 38% of
the employees are dissatisfied.
50
10) Are you satisfied with the benefits you are offered and receive?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
38%
satisfaction
Disatisfaction
62%
INTERPRETATION
The diagram shows that 62% of the employees are satisfied and rest 38% are
dissatisfied.
51
11) How effective are the training and development programs organized by
the company?
A. NOT EFFECTIVE
B. EXTERMELY EFFECTIVE
32%
Effective
Not Effective
68%
INTERPRETATION
The diagram shows 68% of the employees are satisfied and rest 32% are
dissatisfied.
52
12) How would your rate the health facilities provided by the organization?
A. BAD
B. EXCELLENT
39%
Excellent
Bad
61%
INTERPRETATION
The diagram shows that 61% are satisfied and rest 39% are dissatisfied.
53
13) Kindly rate the physical and mental stress levels that you face in your
daily job.
A. HIGH STRESS
B. FUN ENVIRONMENT
42%
Fun Environment
High Stress
58%
INTERPRETATION
The above diagram shoes that 58% of the employees are enjoying the
environment and rest 42% are in highly stressed.
54
14) What is your understanding of your job profile and description?
A. UNCLEAR
B. TOTAL CLARITY
39%
Clear
Unclear
61%
INTERPRETATION
The diagram shows that 61% of the employees are very much clear about job
profile and job description.
55
SURVEY AND DATA COLLECTION
Q1 Q2 Q3 Q4 Q5 Q6 Q7 Q8 Q9 Q 10 Q 11 Q 12 Q 13 Q 14 Q 15
RESP 1 5 2 5 5 5 5 2 5 4 5 3 2 5 5
RESP 2 5 2 3 6 4 5 2 6 4 6 4 2 5 7 4
RESP 3 4 2 3 8 4 4 2 7 4 7 4 2 4 9 5
RESP 4 4 2 5 4 4 4 2 7 3 8 4 2 4 8 7
RESP 5 5 2 7 6 4 5 2 5 5 9 4 2 5 7 9
RESP 6 6 2 6 9 6 2 6 5 8 5 2 6 6 8
RESP 7 3 4 7 7 5 3 4 6 6 7 5 4 3 5 7
RESP 8 8 6 8 6 5 8 6 8 7 8 5 6 8 5 6
RESP 9 7 7 9 8 6 7 7 7 9 6 7 7 5 6
RESP
10 5 7 6 7 6 5 7 9 7 9 6 7 5 5 8
RESP
11 5 8 9 6 7 5 8 6 8 0 7 8 5 7 9
RESP
12 8 8 7 6 7 8 8 5 7 0 7 8 8 4 7
RESP
13 4 9 6 6 8 4 9 7 7 5 8 9 4 4 6
RESP
14 8 6 6 9 8 8 6 6 7 5 8 6 8 4 6
RESP
15 6 7 6 5 9 6 7 7 8 6 9 7 6 7 4
RESP
16 9 9 5 5 6 9 9 7 8 4 6 9 9 8 4
RESP
17 5 7 5 5 9 5 7 8 9 3 9 7 5 4 5
RESP
18 6 6 7 9 10 6 6 6 8 7 9 6 6 8 6
RESP
19 3 5 5 7 8 3 5 6 8 6 8 5 3 0 6
RESP
20 8 5 6 5 8 8 5 9 8 5 8 5 8 3 8
RESP
21 5 5 5 8 7 5 5 8 9 7 7 5 5 2 7
RESP
22 8 8 8 9 4 8 8 7 6 9 7 8 8 2 8
RESP
23 3 8 6 5 6 3 8 6 6 8 6 8 3 5 9
56
RESP
24 7 9 6 6 6 7 9 6 5 5 6 9 7 7 9
RESP
25 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 7
RESP
27 8 7 7 6 5 8 7 7 5 6 5 7 8 8 6
RESP
28 7 4 7 8 4 7 4 8 4 4 4 4 7 5 7
RESP
29 6 4 7 8 4 6 4 8 4 3 4 4 6 7 4
RESP
30 4 4 7 8 3 4 4 9 4 4 3 4 4 5 4
RESP
31 4 9 8 4 3 4 9 6 4 5 3 9 4 7 4
RESP
32 4 8 8 2 4 8 5 4 7 2 8 4 5 3
RESP
33 6 6 9 7 3 6 6 6 6 7 3 6 6 8 2
RESP
34 7 7 8 8 2 7 7 4 8 8 2 7 7 6 2
RESP
35 7 7 5 8 5 7 7 5 7 9 5 7 7 8 3
RESP
36 5 8 2 6 5 5 8 5 7 5 5 8 5 9 4
RESP
37 5 9 3 7 6 5 9 7 6 7 7 9 5 0 5
RESP
38 5 9 3 7 7 5 9 6 6 9 6 9 5 8 3
RESP
39 8 9 3 9 7 8 9 8 7 8 7 9 8 7 3
RESP
40 9 8 7 7 9 8 6 10 7 7 8 9 7 4
RESP
41 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 3
RESP
43 6 6 5 8 6 6 6 0 6 7 7 6 6 6 5
RESP
44 6 5 5 7 8 6 5 4 7 4 8 5 6 8 8
RESP
45 6 5 5 9 8 6 5 3 5 4 8 5 6 7 9
57
RESP
46 6 5 2 7 8 6 5 5 6 6 6 5 6 5 9
RESP
47 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 5
RESP
49 3 8 7 9 3 8 5 3 8 9 8 3 3 4
RESP
50 3 6 7 8 4 3 6 8 4 6 6 6 3 3 4
RESP
51 2 7 7 7 9 2 7 7 6 6 9 7 2 3 3
RESP
52 5 6 7 8 5 5 6 6 9 6 9 6 5 4 5
RESP
53 4 5 7 6 7 4 5 6 9 7 9 5 4 7 6
RESP
54 5 7 8 9 9 5 7 9 10 7 9 7 5 5 3
RESP
55 7 6 8 6 8 7 6 7 10 8 8 6 7 5 3
RESP
56 7 5 6 9 7 7 5 7 4 8 7 5 7 4 7
RESP
57 8 8 9 8 9 8 8 6 3 9 6 8 8 3 6
RESP
58 8 9 7 9 7 8 9 5 5 8 7 9 8 8 7
RESP
59 9 9 9 9 6 9 9 6 5 9 6 9 9 5 7
RESP
60 8 4 9 6 8 4 8 3 7 6 4 8 7 8
RESP
61 5 5 9 8 6 5 5 9 4 5 6 5 5 8 5
RESP
62 5 6 5 7 8 5 6 0 7 5 6 5 9 5
RESP
63 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 4
RESP
65 5 7 9 8 9 5 7 8 8 4 9 7 5 6 5
RESP
66 6 6 10 8 9 6 6 7 8 3 8 6 6 5 6
RESP
67 8 6 7 7 9 8 6 6 4 3 9 6 8 5 8
58
RESP
68 9 5 5 6 9 9 5 5 4 4 9 5 9 6 8
RESP
69 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 3
RESP
71 7 6 6 6 7 6 4 7 7 6 7 8 3
RESP
72 7 8 6 7 8 7 8 7 6 8 8 8 7 8 6
RESP
73 7 8 7 9 7 8 6 6 9 8 8 7 5 5
RESP
74 7 9 6 5 7 9 8 4 7 9 7 5 4
RESP
75 7 7 7 7 7 8 8 6 7 7 7 4 7
RESP
76 9 7 8 6 9 7 9 6 5 6 7 9 7 6
RESP
77 7 6 6 7 7 6 8 8 5 6 7 6 5
RESP
78 5 5 8 6 5 5 7 9 7 6 5 5 7 5
RESP
79 4 5 8 4 5 6 3 6 5 4 4 6
RESP
80 4 6 5 7 8 4 6 5 4 7 7 6 4 6 7
RESP
81 4 7 7 7 6 4 7 5 6 5 6 7 4 5 6
RESP
82 5 7 7 5 7 6 8 5 7 5 4 8
RESP
83 3 9 5 7 7 3 9 7 9 6 7 9 3 7 5
RESP
84 7 9 5 6 7 9 8 10 7 9 7 6 8
RESP
85 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 3
RESP
87 5 5 5 6 5 5 7 4 5 5 5 5 6
RESP
88 6 6 6 9 6 6 9 5 6 9 6 6 7 4
RESP
89 4 7 5 8 9 4 7 8 8 7 9 7 4 8 8
59
RESP
90 6 9 5 7 6 9 4 9 8 9 6 8 7
RESP
91 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 2
RESP
93 7 6 5 7 7 7 6 6 5 7 7 6 7 9 2
RESP
94 4 5 8 7 4 5 8 7 8 7 5 4 8 3
RESP
95 5 5 5 5 5 8 8 9 5 5 4 4
RESP
96 4 4 6 6 4 4 9 8 5 6 4 4 6 4
RESP
97 4 4 5 8 6 4 4 9 4 4 6 4 4 8 6
RESP
98 3 6 5 7 3 6 9 8 4 6 3 6 8
RESP
99 7 6 5 9 5 7 6 7 9 4 5 6 7 5 8`
RESP
100 6 8 5 7 5 6 8 7 9 5 5 8 6 7 5
RESP
101 7 8 4 8 5 7 8 6 7 6 5 8 7 6 4
RESP
102 8 9 7 8 7 8 9 6 5 9 7 9 8 5 4
RESP
103 9 7 7 8 8 9 7 7 4 9 8 7 9 5 8
RESP
104 7 9 7 8 8 7 9 8 4 0 8 9 7 7 7
RESP
105 6 9 3 5 9 6 9 7 5 8 9 9 6 7 8
RESP
106 5 0 7 7 9 5 0 7 6 8 9 0 5 9 8
RESP
107 5 6 7 6 7 5 6 4 5 7 7 6 5 5 9
RESP
108 5 5 7 5 6 5 5 5 5 7 6 5 5 5 3
RESP
109 7 4 4 5 6 7 4 6 7 10 6 4 7 5 3
RESP
110 8 4 4 5 7 8 4 7 9 0 7 4 8 6 5
RESP
111 7 4 4 6 8 7 4 8 9 2 8 4 7 7 6
60
RESP
112 7 4 4 5 7 7 4 8 9 2 7 4 7 6 7
RESP
113 8 4 4 7 6 8 4 5 9 2 6 4 8 5 8
RESP
114 7 4 6 6 7 4 4 3 2 6 4 7 5 8
RESP
115 6 3 6 8 5 6 3 4 3 4 5 3 6 8 7
RESP
116 6 4 8 7 7 6 4 6 4 4 7 4 6 9 7
RESP
117 6 7 8 7 7 6 7 6 3 5 7 7 6 9 9
RESP
118 6 0 7 8 6 0 9 6 6 8 0 6 8 2
RESP
119 6 6 4 7 9 6 6 6 5 7 9 6 6 7 8
RESP
120 6 7 3 6 9 6 7 7 7 8 9 7 6 7 5
RESP
121 5 6 3 6 6 5 6 7 6 9 6 6 5 7 4
RESP
122 5 6 3 6 8 5 6 8 6 7 8 6 5 8 3
RESP
123 8 8 8 5 9 8 8 8 5 10 9 8 8 8 8
RESP
124 5 3 4 6 8 5 3 8 7 6 8 3 5 10 6
RESP
125 5 3 8 5 7 5 3 9 7 6 7 3 5 10 5
RESP
126 5 7 8 8 6 5 7 5 4 8 6 7 5 9 9
RESP
127 4 8 8 8 6 4 8 5 8 9 6 8 4 8 5
RESP
128 4 0 6 8 8 4 0 4 9 9 8 0 4 8 7
RESP
129 4 9 8 9 4 9 4 9 7 9 9 4 7 6
RESP
130 5 8 6 9 5 8 7 9 7 9 8 5 3 5
RESP
131 4 7 6 7 8 4 7 4 10 7 8 7 4 4 7
RESP
132 6 6 6 7 7 6 6 6 10 8 7 6 6 6 8
RESP
133 6 6 6 7 7 6 6 8 10 5 7 6 6 5 7
61
RESP
134 7 6 9 8 7 7 6 7 2 7 7 6 7 4 6
RESP
135 7 6 9 6 5 7 6 5 4 9 6 7 4 6
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
HEALTH
63
CULTURAL ASPECTS
JOB SATISFACTION
4. Employees should receive recognition of the job they perform through their
manager or company management.
PERFORMANCE APPRAISAL
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.
in terms of the various variables taken into considerations like Interest in work,
66
Decent pay is fine, but it isn’t enough. The company should understand that in
the employees should be provided with considerable benefits over and above
pay.
The survey revealed that the company’s grievance handling process does not
important aspect is the actual functioning which should be strictly time bound and
67
ANNEXURE
68
ESS- QUESTIONNAIRE
RATE ON A SCALE OF 1 TO 10
A. NOT SATISFIED
B. EXTERMELY SATISFIED
A. NOT SATISFIED
B. EXTERMELY SATISFIED
A. NOT SATISFIED
B. EXTERMELY SATISFIED
A. NOT SATISFIED
B. EXTERMELY 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
A. NOT SATISFIED
B. EXTERMELY SATISFIED
9) Are you satisfied with the growth opportunities provided by your company?
A. NOT SATISFIED
B. EXTERMELY SATISFIED
70
A. NOT SATISFIED
B. EXTERMELY SATISFIED
11) Are you satisfied with the benefits you are offered and receive?
A.NOT SATISFIED
B. EXTERMELY 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
A. UNCLEAR
B. TOTAL CLARITY
NAME: __________________________
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 which
lead to satisfaction of an employee.
BOOKS:
WEBSITES:
www.google.com
www.answers.com
www.humancapitalonline.com
www.barclays.in
www.barclayscard.in
73