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TRANSCRIPT
KARNATAKA STATE OPEN UNIVERSITY
“JOB ROTATION AND JOB ENLARGEMENT” –
A STUDY AT SBM, MYSORE
A project Report submitted for the Partial fulfillment of the award of
Master of Business Administration Degree in KSOU
2010-11
By
MADHUSUDAN HM
Reg.No. 8780177
Under the guidance of
Internal Guide External Guide
Ganesh.K, S.S. Parshwanath,Lecturer, Chief Manager,Mahahjana First Grade College, Staff Training Centre, Mysore.
Mysore.
Department of Studies & Research in Management,KSOU, Manasagangotri, Mysore-570006
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EXTERNAL GUIDANCE CERTIFICATE
Ihere by certify that Madhusudan HM, roll no.8780177,4th semester MBA student of KSOU,have successfully completed the project regarding “Job rotation and Job enlargement – A Study at SBM”, under my guidance.
Best wishes for his future endeavours.
DATE:30-12-2010 S.S. PARSHWANATH,PLACE: Mysore Chief Manager, Staff Training Centre, Mysore.
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CONTENTS:
ABSTRACT
INTRODUCTION TO STUDY
PROFILE
BACKGROUND
JOB ROTATION IN A NUTSHELL
JOB ENLARGEMENT IN BRIEF
RELATIONSHIPS OF JOB ROTATION AND JOB ENLARGEMENT
RESEARCH METHODOLOGY
PROSPECTS OF JOB ROTATION & ENLARGEMENT
FINDINGS & INFERENCE
CONCLUSION & SUGGESTIONS
BIBLIOGRAPHY
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ABSTRACT
This is a bird’s eye view of the practices regarding job rotation and job enlargement in State
Bank of Mysore. Using the data obtained from Kuvempunagar ‘M’ Block, Mysore Branch,
Zonal office and STC of SBM that the highlights of job rotation and job enlargement are
prospected. Implications of the findings are discussed.
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INTRODUCTION TO STUDY:
Objective of the study:
To study the level of job rotation & job enlargement among the employees of SBM.,
if any.
To study the prospects of job rotation & job enlargement in banks.
Scope of this study:
To know about job rotation & job enlargement in banks.
To present a picture of job rotation and enlargement in SBM.
Relevance and limitations of study:
Relevance of study, the study was thoughtful for knowing the existing job rotation
and enlargement level of the employees of SBM.
Limitation for the study, the study was restricted to SBM Kuvempunagar branch,
Mysore only and other being the lack of detail information as constraint.
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INDUSTRY PROFILE
The Indian banking industry has emerged into a complex multi-tier structure with a range of
big and small Banks and FIs operating. Way back in 1951, the need to form state sponsored
institutions to increase flow of credit to the rural areas led to the formation of the State Bank
of India by an act of Parliament passed in May 1955. In 1959, State Bank of India took over
the eight former state-associated banks as its subsidiaries. A major turning point in the
industry was in 1969 with the nationalisation of 14 major banks, which led to considerable
reorientation of bank lending to meet social objectives. In 1980, eight more banks were
nationalised. In 1976, the Regional Rural Banks Act came into being that allowed the
opening of specialised banks exclusively to meet the credit requirements in the rural areas.
These banks were set up jointly by the central government, commercial banks and the
respective state governments. Apart from these, there was a large network of cooperative
banks and a few private banks. Thus, till around the 1980s, a large portion of the banking
industry was state-controlled; that was recognised to be better adapted to meet the needs of
economic planning and aiding the otherwise neglected sectors like agriculture and small
scale industries.
The period following nationalization was characterized by rapid rise in banking business
and helped in mobilizing national savings. Savings rate in the country leapfrogged from 10-
12% of GDP in the two decades of 1950-70 to about 25% by 1980. Aggregate deposits
which registered annual growth in the range of 10% to 12% in the 1960s rose to over 20%
in the 1980s. Growth of bank credit increased from an average annual growth of 13% in the
1960s to about 19% in the 1970s and 1980s. Branch network expanded significantly
leading to increase in banking coverage, especially in the rural areas.
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Indian banking, which experienced rapid growth following nationalization, began to face
pressures on asset quality by the 1980s. Simultaneously, the banking world everywhere was
gearing towards meeting new prudential norms and operational standards pertaining to
capital adequacy, accounting and risk management, transparency and disclosure etc. In the
early 1990s, India embarked on an ambitious economic reform program in which the
banking sector reforms formed a major part. The Committee on Financial System (1991)
more popularly known as the Narasimhan Committee I prepared the blue print for the
reforms. Few of the major aspects of the reforms process included (a) moving towards
international norms in income recognition and provisioning and other related aspects of
accounting; (b) liberalization of entry and exit norms leading to the establishment of several
New Private Sector Banks and entry of a number of new Foreign Banks; (c) freeing of
deposit and lending rates (except the saving deposit rate); (d) allowing Public Sector Banks
access to public equity markets for raising capital and diluting the government stake; (e)
greater transparency and disclosure standards in financial reporting; (f ) suitable adoption
of Basel Accord on capital adequacy; (g) adoption of technology in banking operations, etc.
The reforms led to major changes in the approach of banks towards issues such as
competition, profitability and productivity and the need for adopting global best practices.
Today, the business of banking in India has undergone a sea change with fee-based income
overtaking net interest margin, relationship banking being replaced with transaction
banking.
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Structure of the Indian Banking Industry
The Indian banking system has undergone significant changes in the post reforms period,
with the introduction of new banks, new instruments, growing opportunities and new
avenues to increase income streams. Acorganisationing this has been rising competition
and risk factors. In this rapidly evolving milieu is a set of 183 commercial banks are now
operating in India. Scheduled Commercial Banks (SCBs) in India are categorized in five
different groups according to their ownership and/or nature of operation. As of end Mar 07,
the bank groups operating were State Bank of India and its associates numbering 8,
Nationalized Banks (20, including IDBI), Regional Rural Banks (96), Private sector Banks
(26) and Foreign Banks (29). All Scheduled Banks comprise Schedule Commercial and
Scheduled Co-operative Banks. Scheduled Cooperative banks consist of Scheduled State
Co-operative Banks and Scheduled Urban Cooperative Banks. The cooperative sector as a
whole, including urban and rural, has approximately 3,000 entities operating.
By FY07, the number of scheduled commercial banks functioning in India was 183. The 83
scheduled commercial banks (excluding RRBs) accounted for over 80% of the financial
sector; cooperative banks accounted for 11% of the market, and RRBs 3%. There were over
73,000 bank offices spread across the country, of which 43% were located in rural areas,
22% in semi-urban areas, 18% in urban areas and the rest 17 % in the metropolitan areas.
Performance of public sector banks has improved significantly over the years and is
comparable with other domestic banks in terms of products and services offered. The new
private banks and foreign banks have been significant drivers to growth in the banking
sector, and currently hold a combined share of 25% in total assets as of Mar 07.
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Major Components of Balance Sheets of Scheduled Commercial Banks –
Bank Group-wise
Source: RBI Trends and Progress in Banking 2006-07,
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Operations of SCBs
Growth in the Indian banking industry has been achieved with the least instability, as
against those experienced by several East Asian and Latin American countries. The reforms
period saw a significant improvement in the capital position of commercial banks.
Though improvements in capitalization of public sector banks was initially brought through
infusion of funds by the government as a move to recapitalize these banks, subsequently
they were allowed to raise funds from the market through equity issues, along with
maintaining a public ownership of 51%. This has resulted in substantial diversification in
ownership of public sector banks.
Till the initiation of reforms, the Indian banking system was saddled with very high reserve
requirements (Cash Reserve Ratio and Statutory Liquidity Ratio) mainly to accommodate
the high fiscal deficit in the economy and its monetization. These have been lowered
substantially over the years – the CRR has come down from a peak 15% in 1992 to 7.5%
currently and SLR from 38.5% to 25%. Regulatory norms in terms of capital adequacy,
income recognition, asset classification and provisioning are gradually moving towards
converging with international best practices.
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As of FY07, the position of Indian banks based on various financial indicators were as
follows:
Balance Sheet Growth: In FY07, the aggregate balance sheet of the scheduled
commercial banks increased by 24.3%, over an 18.4% growth registered in FY06.
The ratio of total bank assets to GDP rose to 84% in 2007 as compared to 78% in
FY06.
Capital and Reserves: The capital of SCBs as on Mar 31, 2007 stood at Rs 295.6
bn. Reserves and surplus of all SCBs rose by 20% and stood at Rs 1,896 bn.
Revenue and other reserves grew by close to 23% for the banks as a whole.
Deposits and Advances: Deposits of SCBs grew by 24.6% in FY07 as against
17.8% in FY06. Growth in advances outstripped the pace of deposit growth with a
rise of 30.6% in FY07.
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Deposits/Advances/Investments/Assets of Bank Groups in India
Source: RBI
Today, significant changes are perceptible in the strength and sustainability of Indian
banking. Apart from a growing domestic spread, Indian banks have also expanded
operations abroad. Indian banks have experienced sharp growth in profitability, greater
emphasis on prudential norms with higher provisioning levels, reduction in non-performing
assets and surge in capital adequacy.
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Current Scenario:
The industry is currently in a transition phase. On the one hand, the PSBs, which are the
mainstay of the Indian Banking system, are in the process of shedding their flab in terms of
excessive manpower, excessive non Performing Assets (NPA’s) and excessive
governmental equity, while on the other hand the private sector banks are consolidating
themselves through mergers and acquisitions.
The private players however cannot match the PSB’s great reach, great size and access to
low cost deposits. Therefore one of the means for them to combat the PSBs has been
through the merger and acquisition (M& A) route. Over the last two years, the industry has
witnessed several such instances. For instance, HDFC Bank’s merger with Times Bank,
ICICI Bank’s acquisition of ITC Classic etc. The UTI bank- Global Trust Bank merger
however opened a Pandora’s box and brought about the realization that all was not well in
the functioning of many of the private sector banks.
Private sector Banks have pioneered internet banking, phone banking, anywhere banking,
mobile banking, debit cards, Automatic Teller Machines (ATMs) and combined various
other services and integrated them into the mainstream banking arena, while the PSBs are
still grappling with disgruntled employees in the aftermath of successful VRS schemes.
Also, following India’s commitment to the WTO agreement in respect of the services
sector, foreign banks, including both new and the existing ones, have been permitted to
open up to 12 branches a year with effect from 1998-99 as against the earlier stipulation of
8 branches.
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Indian Banking at a Glance
Source: RBI, Statistical Tables Relating to Banks in India
Meanwhile the economic and corporate sector slowdown has led to an increasing number of
banks focusing on the retail segment. Many of them are also entering the new vistas of
Insurance. Banks with their phenomenal reach and a regular interface with the retail investor
are the best placed to enter into the insurance sector. Banks in India have been allowed to
provide fee-based insurance services without risk participation invest in an insurance
organisation for providing infrastructure and services support and set up of a separate joint-
venture insurance organisation with risk participation.
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The way travelled:
In the early 1990s, the then Narsimha Rao government embarked on a policy of
liberalization, licensing a small number of private banks. These came to be known as New
Generation tech-savvy banks, and included Global Trust Bank (the first of such new
generation banks to be set up), which later amalgamated with Oriental Bank of Commerce,
Axis Bank(earlier as UTI Bank), ICICI Bank and HDFC Bank. This move, along with the
rapid growth in the economy of India, revitalized the banking sector in India, which has seen
rapid growth with strong contribution from all the three sectors of banks, namely,
government banks, private banks and foreign banks.
The next stage for the Indian banking has been set up with the proposed relaxation in the
norms for Foreign Direct Investment, where all Foreign Investors in banks may be given
voting rights which could exceed the present cap of 10%, at present it has gone up to 74%
with some restrictions.
The new policy shook the Banking sector in India completely. Bankers, till this time, were
used to the 4-6-4 method (Borrow at 4%; Lend at 6%; Go home at 4) of functioning. The
new wave ushered in a modern outlook and tech-savvy methods of working for traditional
banks. All this led to the retail boom in India. People not just demanded more from their
banks but also received more.
In terms of quality of assets and capital adequacy, Indian banks are considered to have clean,
strong and transparent balance sheets relative to other banks in comparable economies in its
region. The Reserve Bank of India is an autonomous body, with minimal pressure from the
government. The stated policy of the Bank on the Indian Rupee is to manage volatility but
without any fixed exchange rate-and this has mostly been true.
With the growth in the Indian economy expected to be strong for quite some time-especially
in its services sector-the demand for banking services, especially retail banking, mortgages
and investment services are expected to be strong. One may also expect M&As, takeovers,
and asset sales.
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In recent years critics have charged that the non-government owned banks are too aggressive
in their loan recovery efforts in connection with housing, vehicle and personal loans. There
are press reports that the banks' loan recovery efforts have driven defaulting borrowers to
suicide
The way ahead:
During the recessionary phase in October 2008–March 2009 period, the RBI was swift to
reduce the policy rates, both repo and reverse repo and provide liquidity to the economy by
reducing the reserve ratios and offering adequate support to the banking system. Couple of
fiscal stimulus packages by the Government, relaxation of norms for certain sectors like real
estate and allowing the banks to restructure its advances too contributed to the sailing of
Indian banks through the rough phase with minimal impact.
The Indian Banking Sector is poised for significant growth in the coming years driven by:
- Healthy outlook on GDP
- Under penetrated financial system
- Borrowings from infrastructure and mortgage finance (home loans)
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SBI PROFILE
The evolution of State Bank of India can be traced back to the first decade of the 19th
century. It began with the establishment of the Bank of Calcutta in Calcutta, on 2 June 1806.
The bank was redesigned as the Bank of Bengal, three years later, on 2 January 1809. It was
the first ever joint-stock bank of the British India, established under the sponsorship of the
Government of Bengal. Subsequently, the Bank of Bombay (established on 15 April 1840)
and the Bank of Madras (established on 1 July 1843) followed the Bank of Bengal. These
three banks dominated the modern banking scenario in India, until when they were
amalgamated to form the Imperial Bank of India, on 27 January 1921.
An important turning point in the history of State Bank of India is the launch of the first Five
Year Plan of independent India, in 1951. The Plan aimed at serving the Indian economy in
general and the rural sector of the country, in particular. Until the Plan, the commercial
banks of the country, including the Imperial Bank of India, confined their services to the
urban sector. Moreover, they were not equipped to respond to the growing needs of the
economic revival taking shape in the rural areas of the country. Therefore, in order to serve
the economy as a whole and rural sector in particular, the All India Rural Credit Survey
Committee recommended the formation of a state-partnered and state-sponsored bank.
The All India Rural Credit Survey Committee proposed the takeover of the Imperial Bank of
India, and integrating with it, the former state-owned or state-associate banks. Subsequently,
an Act was passed in the Parliament of India in May 1955. As a result, the State Bank of
India (SBI) was established on 1 July 1955. This resulted in making the State Bank of India
more powerful, because as much as a quarter of the resources of the Indian banking system
were controlled directly by the State.
Later on, the State Bank of India (Subsidiary Banks) Act was passed in 1959. The Act
enabled the SBI to make the eight former State-associated banks as its subsidiaries.
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Into the early 1950s, the Imperial Bank grew steadily, dominating the Indian commercial
banking industry. The bank continued to build up its assets and capital base, and also entered
a new phase of national expansion. By the middle of the 1950s, the Imperial Bank operated
more than 170 branch offices, as well as 200 sub-offices. Yet the bank, like most of the
colonial government, focused primarily on the country's urban regions.
By then, India had achieved its independence from Britain. In 1951, the new government
launched its first Five Year Plan, targeting in particular the development of the country's
rural areas. The lack of a banking infrastructure in these regions led the government to
develop a state-owned banking entity to fill the gap. As part of that process, the Imperial
Bank was nationalized and then integrated with other existing government-owned banking
components. The result was the creation of the State Bank of India, or SBI, in 1955.
The new state-owned bank now controlled more than one-fourth of India's total banking
industry. That position was expanded at the end of the decade, when new legislation was
passed providing for the takeover by the State Bank of eight regionally based, government-
controlled banks. As such the Banks of Bikaner, Jaipur, Indore, Mysore, Patiala, Hyderabad,
Saurashtra, and Travancore became subsidiaries of the State Bank. Following the 1963
merger of the Bikaner and Jaipur banks, their seven remaining subsidiaries were converted
into associate banks.
In the early 1960s, the State Bank's network already contained nearly 500 branches and sub-
offices, as well as the three original head offices inherited from the presidency bank era. Yet
the State Bank now began an era of expansion, acting as a motor for India's industrial and
agricultural development, which was to transform it into one of the world's largest financial
networks. Indeed, by the early 1990s, the State Bank counted nearly 15,000 branches and
offices throughout India, giving it the world's single largest branch network.
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SBI played an extremely important role in developing India's rural regions, providing the
financing needed to modernize the country's agricultural industry and develop new irrigation
methods and cattle breeding techniques, and backing the creation of dairy farming, as well as
pork and poultry industries. The bank also provided backing for the development of the
country's infrastructure, particularly on a local level, where it provided credit coverage and
development assistance to villages. The nationalization of the banking sector itself, an event
that occurred in 1969 under the government led by Indira Gandhi, gave SBI new prominence
as the country's leading bank.
Even as it played a primary role in the Indian government's industrial and agricultural
development policies, SBI continued to develop its commercial banking operations. In 1972,
for example, the bank began offering merchant banking services. By the mid-1980s, the
bank's merchant banking operations had grown sufficiently to support the creation of a
dedicated subsidiary, SBI Capital Markets, in 1986. The following year, the organisation
launched another subsidiary, SBI Home Finance, in collaboration with the Housing
Development Finance Corporation. Then in the early 1990s, SBI added subsidiaries SBI
Factors and Commercial Services, and then launched institutional investor services.
SBI had long been present overseas, operating some 50 offices in 34 countries, including
full-fledged subsidiaries in the United Kingdom, the United States, and elsewhere. In 1995
the bank set up a new subsidiary, SBI Commercial and International Bank Ltd., to back its
corporate and international banking services. The bank also extended its international
network into new markets such as Russia, China, and South Africa.
Back home, in the meantime, SBI began addressing the technology gap that existed between
it and its foreign-backed competitors. Into the 1990s, SBI had yet to establish an automated
teller network; indeed, it had not even automated its information systems. SBI responded by
launching an ambitious technology drive, rolling out its own ATM network, then teaming up
with GE Capital to issue its own credit card.
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In the early 2000s, the bank began cross-linking its banking network with its ATM network
and Internet and telephone access, rolling out "anytime, anywhere" banking access. By 2002,
the bank had succeeded in networking its 3,000 most profitable branches.
The implementation of new technology helped the bank achieve strong profit gains into the
early years of the new century. SBI also adopted new human resources and retirement
policies, helping trim its payroll by some 20,000, almost entirely through voluntary
retirement in a country where joblessness remained a decided problem.
By the beginning of 2004, SBI appeared to be well on its way to meeting the challenges
offered by the deregulated Indian banking sector. In the meantime, SBI continued its
technology rollout, boosting the number of networked branches to more than 4,000 at the
end of 2003. SBI promised to remain a central figure in the Indian banking sector as it
entered its third century.
Branches
The corporate center of SBI is located in Mumbai. In order to cater to different functions,
there are several other establishments in and outside Mumbai, apart from the corporate
center. The bank boasts of having as many as 14 local head offices and 57 Zonal Offices,
located at major cities throughout India. It is recorded that SBI has about 10000 branches,
well networked to cater to its customers throughout India.
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Subsidiaries
The State Bank Group includes a network of eight banking subsidiaries and several non-
banking subsidiaries. Through the establishments, it offers various services including
merchant banking services, fund management, factoring services, primary dealership in
government securities, credit cards and insurance.
The eight banking subsidiaries are:
State Bank of Bikaner and Jaipur (SBBJ)
State Bank of Hyderabad (SBH)
State Bank of India (SBI)
State Bank of Indore (SBIR)
State Bank of Mysore (SBM)
State Bank of Patiala (SBP)
State Bank of Saurashtra (SBS)
State Bank of Travancore (SBT)
Other Subsidiaries: Bank of Bhutan (Bhutan); Indo Nigeria Merchant Bank Ltd. (Nigeria);
Nepal SBI Bank Ltd. (Nepal); SBI (U.S.A.); SBI (Canada); SBI Capital Market Ltd.; SBI
Cards & Payments Services Ltd.; SBI Commercial and International Bank Ltd.; SBI
European Bank plc (U.K.); SBI Factors & Commercial Services Ltd.; SBI Funds
Management Ltd.; SBI Gilts Ltd.; SBI Home Finance Ltd.; SBI Securities Ltd.; State Bank
International Ltd. (Mauritius);
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SBM PROFILE
State Bank of Mysore was established in the year 1913 as Bank of Mysore Ltd. under the
patronage of the erstwhile Govt. of Mysore, at the instance of the banking committee headed
by the great Engineer-Statesman, Late Dr. Sir M.Visvesvaraya. Subsequently, in March
1960, the Bank became an Associate of State Bank of India. State Bank of India holds
92.33% of shares. The Bank's shares are listed in Bangalore, Chennai, and Mumbai stock
exchanges.
The Bank has a widespread network of 690 branches(as on 30.06.2010) and 21 extension
counters spread all over India which includes 5 specialized SSI branches, 4 Industrial
Finance branches, 3 Corporate Accounts Branches, 4 specialized Personal Banking
Branches, 10 Agricultural Development Branches, 3 Treasury branches, 1 Asset Recovery
Branch and 8 Service Branches, offering wide range of services to the customers. Human
Resources
The Bank has a dedicated workforce of 10028 employees consisting of 3128 supervisory
staff, 6900 non-supervisory staff (as on 30.06.2010). The skill and competence of the
employees have been kept updated to meet the requirement of our customers keeping in
view the changes in the environment.
Organisational Setup
While the Chairman of State Bank of India is also the Chairman of the Bank, The Managing
Director is assisted by a Chief General Manager and 6 General managers.
Financial Profile
As on March 31, 2009, State Bank of Mysore had a paid up capital of Rs. 360 million, while
the net worth of the bank is Rs. 1619.44 crores. At the end of March 2009, State Bank of
Mysore achieved a capital adequacy ratio of 12.99%. In the same financial year, it recorded a
profit of Rs. 336.91 crores.
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Business Profile
Following table will showcase the business profile of State Bank of Mysore as on March
2009 (Figures are in Rs. crores):
Total Deposits 32915.76
Total Advances 25616.05
Export Credit 1158.13
Forex Merchant Turnover 19607.42
Forex Trading Turnover 82197.27
State Bank of Mysore (the Bank) is an India-based organisation. It operates under two
segments: treasury operations and banking operations. Banking Operations are further
segmented to Corporate/Wholesale and Retail Banking. As of March 31, 2010, the Bank has
a network of 682 branches and 20 extension counters all over India, which includes five
specialized SSI branches, four Industrial Finance branches, three Corporate Accounts
Branches, four specialized Personal Banking Branches, 10 Agricultural Development
Branches, three Treasury branches, one Asset Recovery Branch and eight Service Branches,
offering a range of services to the customers. The Bank offers services, including deposits,
advances, foreign exchange (Forex) services and automated teller machines (ATM). The
Bank offers personal banking schemes, commercial and institutional banking schemes,
agricultural banking, and micro and small enterprises schemes. It offers term, reinvestment,
and recurring deposits.
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BACKGROUND
Human life has become very complex and completed in now-a-days. In modern society the
needs and requirements of the people are ever increasing and ever changing. When the
people are ever increasing and ever changing, when the peoples needs are not fulfilled they
become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose.
Job satisfaction of industrial workers us very important for the industry to function
successfully. Apart from managerial and technical aspects, employers can be considered as
backbone of any industrial development. To utilize their contribution they should be
provided with good working conditions to boost their job satisfaction.
Personnel do not always have to leave an organization in order to find a different, more
fulfilling, or more satisfying position. Many human relations processes such as job
enlargement, enrichment, restructuring, and rotation can be a means to an end. Whichever
method or combination of methods is chosen depends on both the management and the staff
of the organization.
Any business cab achieve success and peace only when the problem of satisfaction and
dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism
labour turnover require a social skill of understanding human problems and dealing with
them scientific investigation serves the purpose to solve the human problems in the industry.
a) Pay.
b) The work itself.
c) Promotion
d) The work group.
e) Working condition.
f) Supervision.
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PAY
Wages do play a significant role in determining of satisfaction. Pay is instrumental in
fulfilling so many needs. Money facilities the obtaining of food, shelter, and clothing and
provides the means to enjoy valued leisure interest outside of work. More over, pay can
serve as symbol of achievement and a source of recognition. Employees often see pay as a
reflection of organization. Fringe benefits have not been found to have strong influence on
job satisfaction as direct wages.
THE WORK ITSELF
Along with pay, the content of the work itself plays a very major role in determining how
satisfied employees are with their jobs. By and large, workers want jobs that are challenging;
they do want to be doing mindless jobs day after day. The two most important aspect of the
work itself that influence job satisfaction are variety and control over work methods and
work place.
In general, job with a moderate amount of variety produce the most job satisfaction. Jobs
with too little variety cause workers to feel bored and fatigue. Jobs with too much variety
and stimulation cause workers to feel psychologically stressed and ‘burnout’.
PROMOTION
Promotional opportunities have a moderate impact on job satisfaction. A promotion to a
higher level in an organization typically involves positive changes I supervision, job content
and pay. Jobs that are at the higher level of an organization usually provide workers with
more freedom, more challenging work assignments and high salary.
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SUPERVISION
Two dimensions of supervisor style:
1. Employee centered or consideration supervisors who establish a supportive personal
relationship with subordinates and take a personal interest in them.
2. The other dimension of supervisory style influence participation in decision making,
employee who participates in decision that affect their job, display a much higher level of
satisfaction with supervisor an the overall work situation.
WORK GROUP
Having friendly and co-operative co-workers is a modest source of job satisfaction to
individual employees. The working groups also serve as a social support system of
employees. People often used their co-workers as sounding board for their problem of as a
source of comfort.
WORK CONDITION
The employees desire good working condition because they lead to greater physical comfort.
The working conditions are important to employees because they can influence life outside
of work. If people are require to work long hours and / or overtime, they will have very little
felt for their families, friends and recreation outside work.
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Effect of Job Satisfaction
Job satisfaction has a variety of effects. These effects may be seen in the context of an
individual’s physical and mental health, productivity, absenteeism, and turnover.
Physical and Mental Health:
The degree of job satisfaction affects an individual’s physical and mental health. Since job
satisfaction is a type of mental feeling, its favorableness or unfavourableness affects the
individual psychologically which ultimately affects his physical health. For example, Lawler
has pointed out that drug abuse, alcoholism and mental and physical health result from
psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction
influences general life satisfaction. The result is that there is spillover effect which occurs in
both directions between job and life satisfaction.
Productivity:
There are two views about the relationship between job satisfaction and productivity:
1. A happy worker is a productive worker,
2. A happy worker is not necessarily a productive worker.
The first view establishes a direct cause-effect relationship between job satisfaction and
productivity; when job satisfaction increases, productivity increases; when satisfaction
decreases, productivity decreases. The basic logic behind this is that a happy worker will put
more efforts for job performance. However, this may not be true in all cases. For example, a
worker having low expectations from his jobs may feel satisfied but he may not put his
efforts more vigorously because of his low expectations from the job. Therefore, this view
does not explain fully the complex relationship between job satisfaction and productivity.
The another view: That is a satisfied worker is not necessarily a productive worker explains
the relationship between job satisfaction and productivity. Various research studies also
support this view. This relationship may be explained in terms of the operation of two
factors: effect of job performance on satisfaction and organizational expectations from
individuals for job performance.
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JOB ENLARGEMENT
The concept of job enlargement originated after World War II. It is simply the
organizing of the work so as to relate the contents of the job to the capacity,
actual and potential, of workers. Job enlargement is oblivious forerunner of the
concept and philosophy of job design. Stephan offers three basic assumptions
behind the concept of job enlargement. Output will increase if
1.Workers abilities are fully utilized
2.Worker has more control over the work
3.Workers interest in work and workplace is stimulated.
Job enlargement is a generic term that broadly means adding more and different
tasks to a specialized job. It may widen the number of task the employee must do
that is, add variety. When additional simple task are added to a job, the process
is called horizontal job enlargement. This also presumably adds interest to the
work and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in
each individual job must be carefully analyzed. Perhaps, the assembly lines can be
shortened so that there will be more lines and fewer workers on each line.
Moreover, instead of assigning one man to each job and then allowed to decide for
himself how to organize the work. Such changes permit more social contacts and
greater control over the work process.
JOB ROTATION
Job rotation involves periodic assignments of an employee to completely different
sets of job activities. One way to tackle work routine is to use the job rotation.
When an activity is no longer challenging, the employee is rotated to another job,
at the same level that has similar skill requirements.
Many companies are seeking a solution to on-the-job boredom through
systematically moving workers from one job to another. This practice provides more
varieties and gives employees a chance to learn additional skills. The organisation
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also benefits since the workers are qualified to perform a number of different
jobs in the event of an emergency.
CHANGE OF PACE
Anything that will give the worker a chance to change his pace when he wishes will
lend variety to his work. Further if workers are permitted to change their pace
that would give them a sense of accomplishment.
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JOB ROTATION IN A NUTSHELL
Job rotation, sometimes called cross training, is one of the many forms of on-the-job training
and a formal effort at executive development. Job rotation can be defined as lateral transfer
of employees among a number of different positions and tasks within jobs where each
requires different skills and responsibilities. Individuals learn several different skills and
perform each task for a specified time period. Rotating job tasks helps worker understand the
different steps that go into creating a product and/or service delivery, how their own effort
affects the quality and efficiency of production and customer service, and how each member
of the team contributes to the process. Hence, job rotation permits individuals to gain
experience in various phases of the business and, thus, broaden their perspective. Job rotation
is a developmental technique that has been widely used but, surprisingly, received little
attention in human-resources studies. Empirical research in this regard is sorely needed.
Traditionally, job rotation is usually addressed at an organizational level. From the
employers’ point of view, organizational theorists have advocated frequent rotation as a
means of reducing fatigue and boredom on production jobs so as to maintain productivity
and fairly frequent rotation after the initial hiring as a means of orientation and placement.
Job rotation enables the training of workers to be backups for other workers so that managers
have a more flexible work force and a ready supply of trained workers . When rotation
occurs at longer intervals, it has been thought as a practice of progressive human resource
development or a means of enhancing the value of work experience for career development
(Campion, Cheraskin, & Stevens, 1994).
Meaning of Job Rotation:
Job Rotation implies systematic movement of employees form one job to the other. Job
remains unchanged but employees performing them shift from one job to the other. This is
described as job rotation. With job rotation, an employee is given an opportunity to perform
different jobs, which enriches his skills, experience and ability to perform different jobs.
However, the jobs offered under job rotation are more or less of the same nature. As a result,
he will be skilled to a new job which is more or less similar to his earlier job.
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Job rotation is an approach to management development where an individual is moved
through a schedule of assignments designed to give him or her a breadth of exposure to the
entire operation.
Job rotation is also practiced to allow qualified employees to gain more insights into the
processes of a organisation, and to reduce boredom and increase job satisfaction through job
variation.
The term job rotation can also mean the scheduled exchange of persons in offices, especially
in public offices, prior to the end of incumbency or the legislative period. This has been
practiced by the German green party for some time but has been discontinued.
At the senior management levels, job rotation - frequently referred to as management
rotation, is tightly linked with succession planning - developing a pool of people capable of
stepping into an existing job. Here the goal is to provide learning experiences which
facilitate changes in thinking and perspective equivalent to the "horizon" of the level of the
succession planning.
For lower management levels job rotation has normally one of two purposes:
Promotability or skill enhancement.
In many cases senior managers seem unwilling to risk instability in their units by moving
qualified people from jobs where the lower level manager is being successful and reflecting
positively on the actions of the senior manager.
Many military jobs use the job rotation strategy to allow the soldiers to develop a wider
range of experiences, and an exposure to the different jobs of an occupation.
Whilst there is relatively little research undertaken in this area a prospective emancipatory
action research study has been on-going in north west London health services for several
years, the research papers can be found on - www.nurserotation.com. The work has been
undertaken by Patrick Coyne, Dr. Ricky Lucock, Prof. Buchan and Jane Ball, with the local
health communities. A meta-evaluation of the research and the development of a global
model of job rotation is being completed at this point by Patrick Coyne.
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Benefits of Job Rotation
1.Raises intrinsic reward potential of a job: Job Rotation is likely
to raise intrinsic reward potential of a job due to different skill and abilities needed to
perform it. A worker becomes a broader based versatile worker due to job rotation.
Management gets the benefit of job rotation because workers become competent in several
jobs rather than only in one job. Staff adjustment in different department is possible easily
due it the practice of job rotation.
2.Beneficial to the organization: Due to job rotation, the
organization stands to gain because of the versatility of its employees who develop skills due
to job rotation. It develops a common culture because of wide and common exposure to
workers.
3. Worker becomes competent in several jobs: Due to job rotation,
workers know about a variety of jobs. It also facilitates personal growth of employees and
makes the workers more useful and valuable to the organization. The organization stands to
benefit as the workers become competent in several jobs. As and result, the management
gets employees who can perform a variety of tasks to meet contingencies.
4. Improves inter-departmental co-operation: Periodical job
rotation improves inter-departmental co-operation. Employees understand each other’s
problems properly and this facilitates co- operation among them.
5. Motivates employees: Job rotation technique is used for motivating
employees in the organizations. It is suggested as a motivational
strategy.
6. Reduce Boredom: Job rotation reduce boredom and disinterest
among employees. Due to job rotation, a given employee performs different jobs of more or
less the same nature. The employee gets some variety of work, workplace and peers.
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7.Develops wide skills among workers: job rotation develops and
wide range of skills among employees. It broadens knowledge and
skills of an employee. Personal worth of employee also improves.
There are many reasons for implementing a job rotation system, including the potential for
increased flexibility in production, increased employee satisfaction and lower MSD rates.
However, establishing a rotation system that properly determines job rotations and monitors
their safe use is not a simple task. There are many issues to consider and no official protocol
or methodology to call upon. The successful implementation of a program requires
teamwork from all parts of the organization, including management, union, medical
providers, and especially the employees themselves.
Many job rotation systems have failed because of lack of planning and lack of foresight into
the problems and shortcomings of rotation. It can prove more difficult than it might seem at
first glance, since it involves changing the organizational structure of an entire facility.
The following materials provide systematic guidance for setting up a rotation system. This
guidance should be viewed as a starting point for further discussion by workplace personnel.
Roadblocks
There are two major categories of roadblocks that are often encountered in setting up a job
rotation system:
Cultural issues: The first set of difficulties are associated with the challenge of changing the
work structure and not from the job rotation in and of itself. Examples of problems include:
Experienced workers not wanting to learn new types of work
Employees not wanting to “lend” their equipment to others
Pre-existing differences in wage levels among employees whose jobs are to be rotated
High-seniority employees who have “paid their dues” working at difficult jobs may believe
that they have earned their right to easier jobs and may resist going back to more difficult
work.
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Practical problems of physically getting from one job to the next
Rotation issues: The other set of difficulties have to do with issues surrounding the rotation
schedule itself:
Difficulties in finding appropriate jobs to rotate to (for the goal of reducing MSDs)
Difficulties for employees in learning the subtleties of some tasks and thus end up increasing
the physical demands.
Inability of some employees to be physically able to perform the most difficult tasks
Education and training of workers for new jobs
Inconsistency of application
Basic Limitation
Job rotation alone does not change the risk factors present in a facility. It only distributes the
risk factors more evenly across a larger group of people. Thus, the risk for some individuals
can be reduced, while the risk for others can be increased. However, there will be no net
change in risk factors present. This can be shown in the following graph.
39
When employees rotate between two jobs the risk exposure can be thought of as being
“averaged.” Job rotation may drop the average to within a safe level, or raise the whole
group in excess of safe limits. Unfortunately, it is not possible with current knowledge to
determine what the safe limit is. For this reason it is prudent to be cautious about job
rotation. Engineering changes should remain the goal of the ergonomics program.
More Limitations
If the jobs being rotated involve the same muscle-tendon groups then the benefit of MSD
risk reduction is lost. Thus, rotation among jobs that are similar is not appropriate.
Situations that are best able to benefit from job rotation are those where, for example, a wrist
intensive task is adjacent to a back-intensive task.
Additionally, if the rotation is too infrequent, such as a daily rotation, the benefit may also be
lost. Typically, employees should rotate every two hours. An hourly rotation is probably
better and a four-hour rotation probably the maximum that would provide any benefit from
an MSD perspective.
Job rotation should be used with caution and as a preventive measure, not as a response to
symptoms. The principle of job rotation is to alleviate physical fatigue and stress of a
particular set of muscles and tendons by rotating employees among other jobs that use
different muscle-tendon groups. If rotation is utilized, the job analyses must be reviewed by
a qualified person to ensure that the same muscle-tendon groups are not used.
A "qualified person" is one who has thorough training and experience sufficient to identify
ergonomic hazards in the workplace and recommend an effective means of correction; for
example, a plant engineer fully trained in ergonomics - not necessarily an ergonomist. In
analyzing jobs for rotation, the qualified person must have sufficient expertise to identify the
ergonomic stresses each job presents and which muscles and tendons are used.
Job rotation can mean that a worker performs two or more different tasks in different parts of
the day (i.e.. switching between task "A" and task "B" at 2-hour or 4-hour intervals). The
important consideration is to ensure that the different tasks do not present the same
ergonomic stressors to the same parts of the body (muscle-tendon groups). There is no single
work-rest regimen; it must be determined by the nature of the task.
40
These excerpts indicate the importance of establishing a formal, documented job rotation
system which carefully matches jobs. This matching system should ensure that different
muscle-tendon groups are emphasized.
Scoring System
For best results, it is important to quantify or score the risk factors associated with each of
the tasks that are to be rotated. There is no established system or protocol for these scores
and you will need to select or develop a system that is appropriate for your site and the tasks
in question.
Typically, a score would be calculated for each job for (1) the hand and wrist, (2) the arm
and shoulder, (3) the lower back, and (4) the overall job difficulty. However, other factors
and body parts may need to be taken into consideration depending upon the tasks.
Whatever scoring system is used, it can be helpful to convert your final results into “red,”
“yellow,” and “green” to represent high, medium, and low risk. Thus, a good rotation would
a job with a red score for the lower back and one with a green score for the lower back.
Be Systematic
To realize the beneficial aspects of job rotation it is necessary to establish definitive internal
guidelines that insure consistent application and at the same time allow for restricting
employees from rotating into jobs they cannot perform. To ensure that all job rotations meet
basic ergonomics requirements a consistent and systematic approach is required.
It is probably best to start slowly at first, such as in a pilot work area so that the program can
be further refined before being implemented elsewhere.
Steps for Implementation
Step 1: Hold an employee meeting to determine interest and gain involvement and input.
During this meeting it would be appropriate to have a short presentation on ergonomics and
job rotation. The purpose here is to build upon the ergonomics training already received and
further it by discussing the relationship between it and job rotation. At this time it would be
appropriate to issue a Job Rotation Questionnaire.
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Step 2: Calculate the scores for the jobs considered for rotation. Use these scores to
establish which jobs should be rotated with which. In general, decisions about the suitability
of a particular job rotation should be based on the following:
Step 3: Apply a common-sense review to ensure that the logistics of the proposed rotation
are suitable and that the job rotation seems reasonable. Also, review the job rotation scheme
with the affected employees. The employee concerns and insights should be taken into
account. If necessary, changes to the list should be made, and final approval for the list
obtained.
Step 4: Provide employees with any training that they may need to perform the tasks or
handle the tools and equipment. In general, experienced employees going to a new job
should receive the same training requirements and documentation that a new hire must have
before starting in that position.
Step 5: Provide employees with adequate break-in time to ensure that they are fully qualified
and physically conditioned to perform their new tasks. Similar to training requirements, the
same guidelines for new hires starting out should apply to experienced employees starting in
a new job. Even if the employees have performed the job previously, they should generally
be allowed the break-in period to become accustomed to the work again.
The training and break-in period enables the employee to develop those subtle work
techniques needed to perform the task the easiest way and thus minimize the risk factors.
This also suggests that the number of jobs included in a particular rotation should be kept to
a minimum, perhaps two or three, allowing the employees to become “experts” at each task.
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Step 6: Begin job rotation.
Step 7: Monitor the new rotation to ensure flexibility and consideration for individuals that
are having difficulty performing new tasks. Assess if further training, break-in, and/or
accommodations can be made for these individuals.
Step 8: Hold follow-up meetings with employees to evaluate the job rotation. Survey the
employees using the job rotation questionnaire again. Compare results to the initial survey.
If results are favorable then continue rotation. If results indicate a problem then decide if
corrective action is needed or if rotation should be discontinued.
Step 9: Track other measures such as injury rates, turnover, employee satisfaction, or
workers compensation to determine effects of the job rotation.
Comments
These steps should be viewed as options and starting points for further discussion by the site
ergonomics team and other interested personnel. The objective here is to show you one
approach for developing a formal, consistent, and systematic method of job rotations that are
based on the requirements of the jobs.
To help you make sure that all of the steps of the process are completed and documented,
you may find it helpful to use the Job Rotation Checklist.
Role of Ergonomics Team
Anyone should be able to suggest job rotations, including supervisors, production
employees, or union officials. However, the job rotation scheme should be approved by
TeamErgo with input from the affected employees before being implemented.
43
REASONS BEHIND JOB ROTATION:
I.Need and objective of the Code
Clause 49 of the Listing Agreement entered into with the Stock Exchanges, requires, as part
of Corporate Governance the listed entities to lay down a Code of Conduct for Directors on
the Board of an entity and its Senior Management. Senior Management has been defined to
include personnel who are members of its Core Management and functional heads excluding
the Board of Directors.
Accordingly the State Bank of India has laid down this Code for its Directors on the Central
Board and its Core Management (Core Management means top executives of the Bank at the
level of Deputy Managing Directors).
II.Bank’s belief system
This Code of Conduct attempts to set forth the guiding principles on which the Bank shall
operate and conduct its daily business with its multitudinous stakeholders, government and
regulatory agencies, media, and anyone else with whom it is connected. It recognises that the
Bank is a trustee and custodian of public money and in order to fulfil its fiduciary
obligations and responsibilities, it has to maintain and continue to enjoy the trust and
confidence of public at large.
The Bank acknowledges the need to uphold the integrity of every transaction it enters into
and believes that honesty and integrity in its internal conduct would be judged by its external
behaviour.The Bank shall be committed in all its actions to the interest of the countries in
which it operates. The Bank is conscious of the reputation it carries amongst its customers
and public at large and shall endeavour to do all it can to sustain and improve upon the same
in its discharge of obligations. The Bank shall continue to initiate policies, which are
customer- centric and which promote financial prudence.
III. Philosophy Of The Code
The Code envisages and expects -
44
a)adherence to the highest standards of honest and ethical conduct, including proper and
ethical procedures in dealing with actual or apparent conflicts of interest between personal
and professional relationships.
b)full, fair and accurate disclosures in the periodic reports required to be filed by the Bank
with government and regulatory agencies.
c)compliance with applicable laws, rules and regulations.
d)to address misuse or misapplication of the Bank’s assets and resources.
e)the highest level of confidentiality and fair dealing within and outside the Bank
i. General Standards of conduct
The Bank expects all Directors and members of the Core Management to exercise good
judgement, to ensure the interests, safety and welfare of customers, employees, and other
stakeholders and to maintain a cooperative, efficient, positive, harmonious and productive
work environment and business organization. The Directors and members of the Core
Management while discharging duties of their office must act honestly and with due
diligence. They are expected to act with that amount of utmost care and prudence, which an
ordinary person is expected to take in his/her own business. These standards need to be
applied while working in the premises of the Bank, at offsite locations where the business is
being conducted whether in India or abroad, at Bank-sponsored business and social events,
or at any other place where they act as representatives of the Bank.
ii . A “Conflict of Interest” occurs when personal interest of any member of the Board of
Directors and of the Core Management interferes or appears to interfere in any way with the
interests of the Bank. Every member of the Board of Directors and Core Management has a
responsibility to the Bank, its stakeholders and to each other. Although this duty does not
prevent them from engaging in personal transactions and investments, it does demand that
they avoid situations where a conflict of interest might occur or appear to occur. They are
expected to perform their duties in a way that they do not conflict with the Bank’s interest
such as-
45
a. Employment / Outside Employment - The members of the Core Management are
expected to devote their total attention to the business interests of the Bank. They are
prohibited from engaging in any activity that interferes with their performance or
responsibilities to the Bank or otherwise is in conflict with or prejudicial to the Bank.
B.Business Interests - If any member of the Board of Directors and Core Management
considers investing in securities issued by the Bank’s customer, supplier or competitor, they
should ensure that these investments do not compromise their responsibilities to the Bank.
Many factors including the size and nature of the investment; their ability to influence the
Bank’s decisions, their access to confidential information of the Bank, or of the other entity,
and the nature of the relationship between the Bank and the customer, supplier or competitor
should be considered in determining whether a conflict exists. Additionally, they should
disclose to the Bank any interest that they have which may conflict with the business of the
Bank.
C.Related Parties - As a general rule, the Directors and members of the Core Management
should avoid conducting Bank’s business with a relative or any other person or any firm,
organisation, association in which the relative or other person is associated in any significant
role. Relatives shall include:
Spouse
Father
Mother (including step-mother)
Son (including step-son)
Son’s wife
Daughter (including step-daughter)
Father’s father
Father’s mother
Mother’s mother
Mother’s father
46
Son’s son
Son’s son’s wife
Son’s daughter
Son’s Daughter’s husband
Daughter’s husband
Daughter’s son
Daughter’s son’s wife
Daughter’s daughter
Daughter’s daughter’s husband
Brother (including step-brother)
Brother’s wife
Sister (including step-sister)
Sister’s husband
i.If such a related party transaction is unavoidable, they must fully disclose the nature of the
related party transaction to the appropriate authority. Any dealings with a related party must
be conducted in such a way that no preferential treatment is given to that party.
ii.In the case of any other transaction or situation giving rise to conflicts of interests, the
appropriate authority should after due deliberations decide on its impact.
B.Disclosure Standards
The Bank shall make full, fair and accurate disclosures in the periodic reports required to be
filed with Government and Regulatory agencies. The members of Core Management of the
Bank shall initiate all actions deemed necessary for proper dissemination of relevant
information to the Board of Directors, Auditors and other Statutory Agencies, as may be
required by applicable laws, rules and regulations.
47
C.Applicable Laws
The Directors of the Bank and Core Management must comply with applicable laws,
regulations, rules and regulatory orders. They should report any inadvertent non-compliance,
if detected subsequently, to the concerned authorities.
D.Use of Bank’s Assets and Resources
Each member of the Board of Directors and the Core Management has a duty to the Bank to
advance its legitimate interests while dealing with the Bank’s assets and resources. Members
of the Board of Directors and Core Management are prohibited from:
i. using corporate property, information or position for personal gain;
ii. soliciting, demanding, accepting or agreeing to accept anything of value from any
person while dealing with the Bank’s assets and resources;
iii. acting on behalf of the Bank in any transaction in which they or any of their
relative(s) have a significant direct or indirect interest.
E. Confidentiality and Fair Dealings
Bank’s Confidential Information
i.The Bank's confidential information is a valuable asset. It includes all trade related
information, trade secrets, confidential and privileged information, customer information,
employee related information, strategies, administration, research in connection with the
Bank and commercial, legal, scientific, technical data that are either provided to or made
available to each member of the Board of Directors and the Core Management by the Bank
either in paper form or electronic media to facilitate their work or that they are able to know
or obtain access by virtue of their position with the Bank. All confidential information must
be used for Bank’s business purposes only.
ii.This responsibility includes the safeguarding, securing and proper disposal of confidential
information in accordance with the Bank's policy on maintaining and managing records. This
obligation extends to confidential information of third parties, which the Bank has rightfully
received under non-disclosure agreements.
iii. To further the Bank’s business, confidential information may have to be disclosed to
potential business partners.Such disclosure should be made after considering its potential
benefits and risks.Care should be taken to divulge the most sensitive information, only after
48
the said potential business partner has signed a confidentiality agreement with the Bank.
iv. Any publication or publicly made statement that might be perceived or construed as
attributable to the Bank, made outside the scope of any appropriate authority in the Bank,
should include a disclaimer that the publication or statement represents the views of the
specific author and not the bank.
Other Confidential Information
The Bank has many kinds of business relationships with many companies and individuals.
Sometimes, they will volunteer confidential information about their products or business
plans to induce the Bank to enter into a business relationship. At other times, the Bank may
request that a third party provide confidential information to permit the Bank to evaluate a
potential business relationship with that party. Therefore, special care must be taken by the
Board of Directors and members of the Core Management to handle the confidential
information of others responsibly. Such confidential information should be handled in
accordance with the agreements with such third parties.
i. The Bank requires that every Director and the member of Core Management, General
Managers should be fully compliant with the laws, statutes, rules and regulations that have
the objective of preventing unlawful gains of any nature whatsoever.
ii. Directors and the members of Core Management shall not accept any offer, payment
promise to pay, or authorization to pay any money, gift, or anything of value from
customers, suppliers, shareholders/ stakeholders, etc., that is perceived as intended, directly
or indirectly, to influence any business decision, any act or failure to act, any commission of
fraud, or opportunity for the commission of any fraud.
IV.Good corporate governance practices
Each member of the Board of Directors and Core Management of the Bank should adhere to
the following so as to ensure compliance with good Corporate Governance practices.
Dos
i. Attend Board meetings regularly and participate in the deliberations and discussions
49
effectively.
ii.Study the Board papers thoroughly and enquire about follow up reports on definite time
schedule.
iii.Involve actively in the matter of formulation of general policies
iv.Be familiar with the broad objectives of the Bank and the policies laid down by the
Government and the various laws and legislations.
v. Ensure confidentiality of the Bank’s agenda papers, notes and Minutes.
Don’ts
i. Do not interfere in the day to day functioning of the bank. (This stipulation does not apply
to the Chairman, the Managing Directors and the Core Management.)
ii. Do not reveal any information relating to any constituent of the Bank to anyone.
iii. Do not display the logo / distinctive design of the Bank on their personal visiting cards /
letter heads. (This does not prevent the Chairman, Managing Directors and Core
Management from using DO Letterheads or visiting cards with SBI’s logo thereon).
iv. Do not sponsor any proposal relating to loans, investments, buildings or sites for Bank’s
premises, enlistment or empanelment of contractors, architects, auditors, doctors, lawyers
and other professionals etc.
v. Do not do anything, which will interfere with and / or be subversive of maintenance of
discipline, good conduct and integrity of the staff.
V.Waivers
Any waiver of any provision of this Code of Conduct for a member of the Bank’s Board of
Directors or a member of the Core Management must be approved in writing by the Board of
Directors of the Bank.
50
The matters covered in this Code of Conduct are of the utmost importance to the Bank, its
stakeholders and its business partners, and are essential to the Bank's ability to conduct its
business in accordance with its value system.
Disadvantages of Job Rotation
Frequent interruption:-
Job rotation results in frequent interruption of work .A person who is doing a particular job
and get it comfortable suddenly finds himself shifted to another job or department .this
interrupts the work in both the departments.
Reduces uniformity in quality:-
Quality of work done by a trained worker is different from that of a new worker .when a new
worker I shifted or rotated in the department, he takes time to learn the new job, makes
mistakes in the process and affects the quality of the job.
Misunderstanding with the union member:-
Sometimes job rotation may lead to misunderstanding with members of the union. The union
might think that employees are being harassed and more work is being taken from them. In
reality this is not the case.
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Job Rotation in HDFC Bank
In HDFC Bank all employees involved in the Job Rotation Schedule. In HDFC Bank
the staff gets rotated in every 6 months and the officers get rotated in every 3 years.
The flexibility and consideration is given to those employees who have Physical
difficulty for such employee there is no Job Rotation for example: Deaf and Dumb. Job
Rotation takes in bank for other new comers to show their work as per their knowledge and
to avoid frauds.
For Job Rotation of the employees meeting are held in every 6 months and for officers
it is 3 years. The employees are been provided with the rule and regulation.
Job Rotation in Indian Overseas Bank
In JOB all the employees involved in the job rotation schedule, the staffs, clerks and
officers. The staffs and clerks have internal rotation and officers get rotate to other branch.
As per the Bank rule the staff gets rotated in every 6 months and the officers get
rotated in every 3 years. The flexibility and consideration is been given and those individual
who have physical deficiency have no job rotation.
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JOB ENLARGEMENT IN BRIEF
Job enlargement means increasing the scope of a job through extending the range of its job
duties and responsibilities generally with in the same level and periphery. This contradicts
the principles of specialization and the division of labour whereby work is divided into small
units, each of which is performed repetitively by an individual worker. Some motivational
theories suggest that the boredom and alienation caused by the division of labour can
actually cause efficiency to fall. Thus, job enlargement seeks to motivate workers through
reversing the process of specialization. A typical approach might be to replace assembly
lines with modular work; instead of an employee repeating the same step on each product,
they perform several tasks on a single item. In order for employees to be provided with Job
Enlargement they will need to be retrained in new fields which can prove to be a lengthy
process. However results have shown that this process can see its effects diminish after a
period of time, as even the enlarged job role become the mundane, this in turn can lead to
similar levels of demotivation and job dissatisfaction at the expense of increased training
levels and costs. The continual enlargement of a job over time is also known as 'job creep,'
which can lead to an unmanageable workload.
Definition
Job design technique in which the number of tasks associated with a job is increased (and
appropriate training provided) to add greater variety to activities, thus reducing monotony. It
is a horizontal restructuring method in that the job is enlarged by adding related tasks. Job
enlargement may also result in greater workforce flexibility.
53
Differences between job enlargement and job rotation?
Job enlargement seeks to reduce boredom and increase employee's satisfaction by increasing
the number of tasks the worker does.
Both job enlargement and job rotation are alternatives to job specialization.
What are the similarities between job enlargement and job rotation?
New tasks, new challenge, exposure,
Kind of horizontal promotion,
Need of training and adaptability,
Source of professional satisfaction
Job enlargement is another method of job design when any organization wishes to adopt
proper job design it can opt for job enlargement. Job enlargement involves combining
various activities at the same level in the organization and adding them to the existing job. It
increases the scope of the job. It is also called the horizontal expansion of job activities.
Job enlargement can be explained with the help of the following example – If Mr. X is
working as an executive with a organisation and is currently performing 3 activities on his
job after job enlargement or through job enlargement we add 4 more activities to the existing
job so now Mr. X performs 7 activities on the job.
It must be noted that the new activities which have been added should belong to the same
hierarchy level in the organization. By job enlargement we provide a greater variety of
activities to the individual so that we are in a position to increase the interest of the job and
make maximum use of employee’s skill. Job enlargement is also essential when policies like
VRS are implemented in the organisation.
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Advantages of job enlargement
Variety of skills:-
Job enlargement helps the organization to improve and increase the skills of the employee
due to organization as well as the individual benefit.
Improves earning capacity:-
Due to job enlargement the person learns many new activities. When such people apply foe
jobs to other companies they can bargain for more salary.
Wide range of activities:-
Job enlargement provides wide range of activities for employees. Since a single employee
handles multiple activities the organisation can try and reduce the number of employee’s.
This reduces the salary bill for the organisation.
Disadvantages of job enlargement
Increases work burden:-
Job enlargement increases the work of the employee and not every organisation provides
incentives and extra salary for extra work. Therefore the efforts of the individual may remain
unrecognized.
Increasing frustration of the employee:-
In many cases employees end up being frustrated because increased activities do not result in
increased salaries.
Problem with union members:-
Many union members may misunderstand job enlargement as exploitation of worker and
may take objection to it.
The difference between job enrichment and job enlargement is quality and quantity. Job
enrichment means improvement, or an increase with the help of upgrading and development,
whereas job enlargement means to add more duties, and an increased workload. By job
enrichment, an employee finds satisfaction in respect to their position and personal growth
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potential, whereas job enlargement refers to having additional duties and responsibilities in a
current job description.
Job enlargement is a vehicle employers use to put additional workload on employees,
perhaps in economical downtime. Due to downsizing, an employee might feel lucky to have
a job at all, despite the fact that his duties and responsibilities have increased. Another
approach is that by adding more variety and enlarging the responsibilities will provide the
chance of enhancement and more productivity. Job enrichment involves organizing and
planning in order to gain more control over their duties and work as a manager. The
execution of plans and evaluation of results motivates workers and relieves boredom. Job
enlargement and job enrichment are both useful for motivating workers to perform their
tasks enthusiastically.
Although job enlargement and enrichment have a relationship with each other, they also
possess some distinct features that differentiate them, such as area of expansion, mutual
reliance, allocation of duties and responsibilities, motivation and profundity. Job enrichment
is largely dependent on job enlargement, whereas job enlargement has no such dependency.
Job enlargement expands horizontally when compared to job enrichment, which expands
vertically. Vertical growth of job or augmentation is helpful to obtain managerial rights.
In spite of mutual dependency, managerial duties are sanctioned, as in the case of
enhancement. The employee focuses more on job depth, which does not happen in job
enlargement. Job enrichment has a greater motivational impact than job enlargement.
The job enlargement theory involving horizontal expansion to increase job satisfaction and
productivity is relatively simple, and applied in numerous situations. Job enrichment, when
compared to job enlargement, not only includes more duties and responsibilities, but also
gives the right of decision making and control.
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1. Job enrichment is dependent on job enlargement, whereas job enlargement is not
dependent on enrichment.
2. Job enlargement means taking charge of more duties and responsibilities which are not
mentioned in the job description.
3. Job enrichment gives more control and managerial access to perform tasks and
responsibilities.
4. Job enlargement is horizontal, whereas job enrichment is vertical expansion.
5. Job enlargement and job enrichment are tools for motivation and growth.
Job enlargement is different to Job enhancement. Herzberg's research shows that improving
the 'meaningfulness' of a job has the motivational impact, not simply increasing the amount
of pressure or volume of the tasks.
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RELATIONSHIPS OF JOB ROTATION AND JOB ENLARGEMENT
Personnel do not always have to leave an organization in order to find a different, more
fulfilling, or more satisfying position. Many human relations processes such as job
enlargement, enrichment, restructuring, and rotation can be a means to an end. Whichever
method or combination of methods is chosen depends on both the management and the staff
of the organization. There are a number of articles dealing with job rotation in organisation
its deals with his experience in a events & fabrications. They look at the advantages and
disadvantages of a two-year rotation of reference department supervisors
Job rotation is training and education in which the unemployed are educated and trained
continuously in order to replace employees in companies, during the time that they leave
their jobs for more education and training. The job – Rotation model is neither a simple
market tool enabling a solution to be found to the long-term unemployment of low-skilled
persons, nor a simple continuing training tool enabling firms to maintain and expand their
employees’ skills without holding up production. Job rotation links training policy and
employment policy. It enables a limited solution to be found to the big question of the
relationship between training and employment.
What is Job Rotation?
1. Job enlargement :-It requires workers to move between different “jobs”, or more usually
workstations, usually at fixed times. Job enlargement increases the variety of tasks built into
the job may involve taking on more duties and usually adds variety to a person's job.
Teamwork involves the team in the planning and allocation of the work. Each team member
carries out a set of operations to complete the product, allowing the worker to move between
tasks.
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2. Engineering solutions:- In a hierarchy of hazard control measures, job rotation is classed
as an administrative control, thus ranking behind engineering controls but a head of person
focused interventions and personal protective equipment. It is not uncommon for Health and
Safety regulations to emphasis that job rotation is a temporary control measure until
engineering controls can be instituted. It is not desirable that “bad” jobs are be hidden in the
rotation, they should be fixed.
3. Psychosocial and physical benefits:-: Benefits included offering increased social
interaction and collegiality between workers, variability and a break from monotony, and the
opportunity to increase skills and versatility, potentially making workers more valuable,
marketable, and hence more secure in their job. Job rotation can also offer physical benefits
to workers. These included decreasing the amount of time on physically demanding jobs,
different jobs offer changes, and gives workers the perception of physical relief.
4. Psychosocial and physical negative features:-Workers may lose their sense of mastery and
feelings of competence if their job is placed in a rotation. The job and their skill-set can no
longer be considered special if “anyone” can do it. They lose their sense of ownership and
pride. As a result, there are feelings of job insecurity. Moreover, job rotation is threatening to
those who do not embrace change, re-training, or do not have a full understanding of all
aspects of the work. Workers with seniority may lose their “lighter” jobs in job rotation, and
injured workers with work accommodations may face peer pressure to overreach their
physical limits. Job rotation may be distributing the risky jobs to a wider pool of workers,
leaving more workers.
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The concept is quite simple Job Rotation supports organisation and staff development by
•providing vocational training for selected staff
•supplying and training unemployed women as workers to substitute for the staff released
on training leave Although a relatively new programme in Mumbai, the Job Rotation
concept is already helping to transform learning in the workplace. Currently, more than
3,000 companies India wide have participated in Job Rotation. Almost 90,000 employees
have received training and 20,000 unemployed people have trained as substitutes and re-
entered employment.
What is the Job Rotation Programme?
This programme has been specifically funded to get women back into employment. Simply
put, it
enables unemployed women to gain employment so that other employees within the host
organization can be released for training.
Job rotation needs to have a staged introduction:
Exploration:- Job rotation should be initiated only after there has been an ergonomic
assessment and engineering solutions to musculoskeletal risk factors have been
implemented. In particular, it should be initiated only after the peak loads have been
addressed. Job rotation can work with jobs with similar levels of risk and difficulty. It can be
used to provide variety in jobs that are highly repetitive and monotonous or jobs that can be
adjusted to different workers.
Planning:- The jobs, sequencing, and supervision should be planned to accommodate
foreseeable circumstances such as a range of training, skills, and capacities of workers in the
rotation sequence. The reintroduction of injured workers should in particular be considered.
Training:- An important and often forgotten requirement is the need for retraining. There
needs to be an adequate training and a phase-in time.
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Implementation:- There is the potential for a decrease in quality and productivity at start up
and initial difficulties in formalizing the schedule. These need to be planned for.
Evaluation:-It is important to treat each new job rotation as if it was a pilot study. Given the
difficulty of performing controlled evaluations of job rotation effectiveness in each
workplace, it is suggested to measure a baseline of what the situation was like before the
rotation (injuries, worker satisfaction, absenteeism, etc.) so that you can have a before and-
after picture of the effect. Another way to assess the effectiveness would be to monitor the
effect on the workers who were being rotated out of the “easy” jobs; use them as the
“canaries” to make sure that the rotation was not increasing output. After implementation,
listen to feedback to modify the process.
Why Job Rotation?
'Can't get a job without experience, can't get experience without a job' ,
Benefits for Companies
Investment in staff development is a major key to survival and growth, but carries a cost in
terms of releasing key staff and finding the right training. Job Rotation provides tailored
training for staff of small and medium sized enterprises, whilst providing a replacement
worker to cover whilst existing employees are released on training.
Benefits for Organisation Employees
Organization employees will improve their knowledge, skills and qualifications through
supplementary training and general education, increasing effectiveness in their role and
improving job security
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Benefits for the Wider Economy
Job Rotation meets three separate but interrelated needs of the local economy.
1. Tackling unemployment
2. Encouraging business development trough staff training and learning
3. Promoting Lifelong Learning
For Job Rotation Trainees:
As part of your pre-employment training you will be provided with the following nationally
recognised qualifications:
•Employment Skills level
•Basic Computing
•Communication Skills
•Application of Number
Banks have realized that the scheme has not been able to achieve the desired objectives as
intended in the scheme. The main objective of the policy,as envisaged by the management,
was to have planned movement of employees to meet operational or administrative
requirement of the organization, developing multi – dimensional knowledge and skills of
employees, enabling employees to develop their own career path and providing flexibility in
pursuing specialist tasks. Most of the envisaged objectives have not been met by the policy.
Drawbacks
Job rotation which should have been a major outcome after implementation of the policy has
taken a back seat and the process of skill development and enhancing the knowledge base
has remained only in papers. Job rotation within the work center has not taken place at any
of the work center. Employees could not plan their own career path as envisaged in the
policy.
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General Points:
1. The policy should be implemented in the right earnest and spirit. The guidelines of the
policy should be strictly adhered to.
2. In fact they should become the area for specialization and extended arms of operations/all
assets to aid in enhancement of performance.
3. The job rotation at various operational areas should not be based on the level but on the
basis of their knowledge, experience, qualification and trade. The tenure of Fabrication does
not allow the individual to acquire the knowledge within this time frame.
Success factors for job rotation:
Doesn’t work if you mix high risk jobs with low risk jobs
Doesn’t work well if your team has very difficult physical capabilities
Doesn’t work well for reintroduction of injured workers
Doesn’t work well if jobs are too similar
Needs a good overall safety climate
Strategic Employee Rotation
Planned, intentional employee rotation will have many positive effects on your business and
employees. Encouraging employees to rotate into different roles every few years contributes
to knowledge sharing, exposes workers to new challenges, and helps to develop employees'
careers.
Part of running a successful business is understanding what it takes to remain innovative and
fresh with your ideas. Staying on top of the market, understanding your customer's needs,
and more importantly, understanding how to get the most out of your employees. Sometimes
the latter requires some innovation on your part. This is where employee rotation is
important for maintaining a hands-on approach to managing your organization.
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Employee rotation, as defined by answers.com is, "a practice which allows qualified
employees to gain more insights into the processes of a organization and increase job
satisfaction through job variation". Plain and simply, employee rotation is a strategic
approach to managing your employees that keeps your organization fresh, progressive, and
successful.
A Change of Scenery Can Do an Employee Good
Experts recommend moving employees to a new role every two years. This length of aim
provides adequate time for your employee to gain experience and have an impact in the
position. Experts recommend moving employees to a new role every two years. This length
of time provides adequate time for your employee to gain experience and have an impact in
the position. After two years, the employee should be ready to move up a level from their
role, or to take their corporate knowledge and experience to another part of the organization
in a lateral move.
Strong familiarities with operations do not look at employee rotation as a way to unload your
trash on someone else. If you have a bad employee, do not send them to another manager in
your organization. Take the appropriate action to eliminate weak performers.
Employee Rotation as a Retention Strategy
Employee rotation is also a very reliable technique for improving retention. Employees who
feel stagnant in their job will passively search for a new job. Many recruiters target 'passive
job seekers' because they have fresh competitive knowledge. By encouraging rotation, you
are promoting personal growth and substantially reducing the chance that an employee will
become a 'passive job seeker.' Employee rotation improves morale, increases your
employees' effectiveness, saves your organization’s recruiting dollars, and helps to keep your
employees away from your competition.
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Employee Rotation Turns to Greater Productivity
Each time an employee rotates into a new role, he or she gets a new challenge and set of
responsibilities. The employee brings increased internal relationships, a new perspective and
a fresh drive to succeed. When those factors converge, your organization receives a big boost
from within.
Another benefit is that the employee brings invaluable experience gained while in their
previous position with your organization. Knowing how different functions of the
organization operate often provides interesting insights into how the employee's new
position can be more effective and efficient.
Another benefit is that the employee brings invaluable experience gained while in their
previous
position with your organization. Knowing how different functions of the organisation operate
often
provides interesting insights into how the employee's new position can be more effective and
efficient. If the position they are moving into was created, the employee can offer more ideas
than if they were brought in new. The end result is a pipeline of fresh ideas moving throughout
your organization.
The goal is always to do what works best for your business. In most businesses, a defined
employee rotation program will substantially improve long-term success. Make sure your
employees understand their options and have easy access to internal job postings from
various departments of your organization. If you have not yet instituted employee rotation,
be proactive and make strategic employee rotation part of your normal operations and
business culture.
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Can’t take a cookie-cutter approach
It is not a” silver bullet” to prevent : Job rotation is but one approach among a whole range
of strategies for preventing musculoskeletal disorders; it is not an instant solution to poorly
designed work and work organization.
It is very context-specific: Important ingredients for successful implementation of job
rotation include considerations of physical, psychosocial, organizational and engineering
factors. Asking this series of questions may provoke considerations of key issues:
Why is rotation being chosen as a control strategy? Have engineering solutions been
considered and is rotation a good solution for preventing musculoskeletal disorders?
Are there jobs in the proposed rotation sequence that have high demands (especially peak
loads) that could expose more workers to hazards?
Is rotation disrupting existing patterns of mobility that are beneficial? Is the rotation
schedule flexible enough to accommodate variations in production and staffing without
compromising other workers?
Are the staffing and training levels appropriate? Is there a plan for injured workers who need
to be accommodated without compromising other workers?
Quality Manager said "Having participated on previous employment programmes it had
proved difficult to get appropriate work ready people. However [our job rotation trainee] has
exceeded our expectations and has become a valued member of the team."
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Methods
Seven control variables are:
Job interval, age, gender, education, seniority, position, and salary.
Job rotation. After given the definition of job rotation as the lateral rotation of employees
among a number of different positions without changes in hierarchy and salary, respondents
were asked:
“Does your organization practice job rotation?” A positive answer was coded as 1 and a
negative answer was coded as 0.
Job interval. Respondents were asked: “On average how long you would stay in one position
before possibly transferred to another position in your organization?” The answers were
coded in terms of number of year.
Objectives:
Job rotation can lead directly to the accelerated development of new members of staff.
Cross-functional job rotation can be a powerful way of developing organizational high-fliers.
Enabling staff to work in different areas of the organization through cross-functional job
rotation and job swaps can contribute to knowledge retention and management by spreading
individuals’ expertise more widely within the organization. Cross-functional job rotation
and, to a lesser extent, job swaps can contribute to the development of social as well as
individual human capital by establishing and developing new relationships across the
organization.
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Limitations
The return on investment in cross-functional job rotation for selected groups such as
graduates and high-fliers can be comparatively low without effective selection arrangements.
Cross-functional job rotation for selected groups can make considerable demands on the
support of the colleagues of participants. This can cause resentment where their support is
provided for those they perceive to be members of a privileged group or to be destined for
higher things rather than continuing to work alongside them as colleagues.
Job swaps are easier to organize and resource than a cross-functional rotation program,
although the potential scale and scope of the development opportunities are correspondingly
smaller.
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Job Rotation and Job Satisfaction
Job satisfaction refers to an individual’s general attitude toward his or her job. According to
Locke (1976), job satisfaction is a pleasurable or positive emotional state resulting from the
appraisal of one’s job and job experiences. As Robbins (1993) put it, when people speak of
employee attitudes, they often mean job satisfaction. Job satisfaction, like any attitude, is
generally acquired over a period of time as an employee gains more and more information
about the workplace.
To measure job satisfaction, one usually identifies key elements in a job and asks for the
employee’s feeling about each. For example, Job Descriptive Index (JDI) (Smith, Kendall, &
Hulin, 1969) and Minnesota Satisfaction Questionnaire (MSQ) (Weiss, Dawis, England, &
Lofquist, 1967) are two widely used instruments, which measure five important factors
conducive to job satisfaction: mentally challenging work, equitable rewards, opportunities
for promotion, supportive working conditions, and supportive colleagues. However, some
other job facets such as job security and career opportunities may be important and should be
also considered (Huo, Sakano, Tsai & Von Glinow, 1995).
Job satisfaction related to a number of variables including organization structural
characteristics such as hierarchy, size, and centralization (Porter & Lawler, 1965; Berger &
Cummings, 1990) and job characteristics such as skill variety, task significance, task
identity, autonomy, and feedback (Hackman & Oldham, 1975 & 1976). Conceivably, the
practice of job rotation contributes at least to skill variety and task identity. In addition,
employees see job rotation as a way of acquiring the skills needed for promotions and as an
investment by the employer in their development. Therefore, rotating employees to different
positions is an excellent way to motivate employees, give them a sense of belonging, reduce
boredom and fight off a lack of commitment (Campion et al., 1994). Accordingly, the
following hypothesis is proposed:
Hypothesis 1: Employees who perceive their companies as practicing job rotation will have
higher job satisfaction than those who don’t.
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Job Rotation and Training Evaluation
Training is giving new or present employees the skills they need to perform their jobs. On-
the-job training (OJT) involves having a person learn a job by actually performing it on the
job. In many companies, OJT is the only type of training available to employees (Dessler,
1994). One important form of OJT is job rotation in which the employee moves from job to
job at planned intervals.
The advantages of job rotation have been long recognized by organizational theorists. As
summarized in Sargent (1952): a job rotation plan provides well-rounded training and a
background of experience for the individuals; it streamlines the organization through
periodic introduction of new managerial viewpoints; it stimulates the development of the
individual because of the element of competition introduced; it eliminates the assumption by
an individual of any “vested right” in a particular job; it tests the individual; it minimize
friction caused by personality clashes or personal feuds; and it widens the trainee’s circle of
acquaintances among organization executives.
In sum, the trainee in the job rotation learns by doing. In each assignment, the employee is
given responsibility and expected to fit in as a regular member. Hence, a training by job
rotation is not perfectly substitutable by other kinds of training method. The following
hypothesis can be proposed:
Hypothesis 2: Employees who perceive their companies as practicing job rotation will
evaluate the companies’ training effectiveness more positively than those who don’t.
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Job rotation alone does not change the ergonomic risk factors in a facility. It only distributes
the risk factors more evenly across a larger group of employees. When workers rotate
between two jobs, the risk exposure may drop to a safe level. However, if the two jobs have
similar risks, the benefits are lost.
Dan MacLeod, an ergonomics consultant based in Milford, Pa., says employers can create a
successful job rotation program using the following guidelines:
* Get employee input. This is key, says MacLeod. He suggests employers first hold an
employee meeting to determine if there is any interest in a job rotation program. During this
meeting, show a short presentation on ergonomics and job rotation. MacLeod says this will
help build upon previous ergonomics training and introduce the job rotation concept.
Anyone should be allowed to suggest job rotations, including supervisors, managers,
production employees and union officials, he says. However, an ergonomics committee and
the employees who will be affected by the changes should approve rotations.
* Make a list. Generate a generic list of all acceptable rotations for each department to allow
flexibility in making job assignments without violating organisation ergonomic policies.
* Verify rotation efforts with each affected department. A common-sense review of logistics
and compatibility will ensure that proposed rotations are suitable and reasonable. In addition,
review the proposed rotations with all employees who will be affected by the changes.
Employee concerns should be taken into account and changes made, if necessary.
* Provide training. Employees need to understand how new tasks will be performed or
unfamiliar equipment should be handled. The same training requirements and documentation
for new hires should be applied to experienced line employees going into new jobs.
* Phase it in. Provide employees with adequate break-in time to ensure they are fully
qualified and physically conditioned to perform their new tasks.
* Monitor the rotation. This can ensure flexibility for individuals who are having difficulty
performing new tasks. Assess if further training or accommodations can be made for these
individuals. To determine if the results of job rotation changes meet the goals of the
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program, a system of tracking should be in place. The system should let you compare the
number of cumulative trauma disorders, restricted duty days and lost hours.
* Evaluate changes. Hold follow-up meetings with employees to evaluate the job rotation.
Survey workers using a job rotation questionnaire. Compare the results to the initial survey
and reactions. If results indicate a problem, decide if corrective action is needed or if the
rotation should be discontinued.
* Measure effectiveness. Track data such as injury rates, turnover, employee satisfaction and
workers' compensation costs to determine the effects of the job rotation.
The Occupational Safety and Health Administration has guidelines for implementing job
rotation. However, Dan Macleod warns job rotation should be used with caution and only as
a preventive measure, rather than as a response to symptoms.
When job rotation is used, Dan Macleod says, a job analyses must be reviewed by a
qualified individual to ensure the worker is not using the same muscle-tendon group in both
jobs. Otherwise, the employee will not be able to rest the specific muscle-tendon group,
making the job rotation pointless.
According to Dan Macleod, a qualified individual should have sufficient training and
experience to identify ergonomic hazards in the workplace and recommend an effective
means for correction. For example, a plant engineer who has been fully trained in
ergonomics would be fully qualified.
In analyzing jobs for rotation, Dan Macleod says, the qualified individual must have
sufficient expertise to identify the ergonomic stressors each job presents and which muscles
and tendons are used.
Dan Macleod says job rotation can include two or more different tasks performed during
different parts of the day--for example, switching between jobs at two- or four-hour
intervals. The key is ensuring that the different tasks do not present the same ergonomic
stressors to the same parts of the body.
There is no single work-rest regimen recommended by Dan Macleod. That must be
determined by the nature of the task, the agency notes.
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Job Enlargement vs. Job Enrichment: 3 Tips for Success
As the economy picks up, more job opportunities are becoming available. We’ve already started to see many companies like Cisco and Intel open jobs that were absent through much of 2009. Internal opportunities are surfacing as well with many employees looking to make a change within their current company. Unfortunately for many, the change they seek may not be in the form of a promotion with new challenges; rather the new role is merely a piling on of additional duties to an existing job.
Job Enlargement
Job enlargement increases an employee’s scope (and workload) to accommodate a business need. That need can mean increasing competences against a new customer or industry demand, or to offset lack of resources brought about from lack of hiring or turnover. The employee on the receiving end may interpret the added duties as positive at first, but often the change is not accompanied with any reward or removal of other tasks The employee gains more responsibility but remains largely in the same role.
Job Enrichment
Job enrichment takes a different stance. Rather than simply adding duties, an employee’s talents are leveraged to address various business challenges. Meaningful tasks are assigned to an employee based on their interests and performance history. This could include researching trends, project managing a new program, doing a job rotation – basically anything that aligns what the employee wants to do, and is good at, against a business deliverable. Enrichment is the true win-win for a company and its employees.
Why the Disconnect?
After a year of little movement or change, the level of employee engagement is suffering. Surveys from Gallup and the Conference Board, show employee motivation, morale, and high performance output, is at an all time low. Even with merit budgets slightly de-thawed, this latest round of increases has not perked people up to pre-recessionary production levels. Workers are still interested in having a job of course, but they want more. They crave challenges that show off their abilities and yield real rewards. Companies are beginning to see the effects as people seek outside employment rather than be assigned more duties disguised as a benefit.
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Finding the Balance
It’s not an exact science finding the intersection of job enrichment versus enlargement. Many factors are at play including employee’s perceptions of what constitutes tasks that they feel utilize their talents well versus help the company’s interests only. As with most workforce planning and career development programs, open communication and aligned needs and interests becomes key. Here are three tips management and HR can do to strike a balance:
1. Have a talent matrix
Many problems around job duty changes, task re-direction, and career growth stem from a missing talent management plan. A talent matrix is an organization’s accounting for the skills that exist – both in skills that aren’t immediately used in the business and those that are critical. All of the skills are captured from individual growth plans, resume data, and conversations with employees. A good matrix shows who is good at what, and what people want to do. With this data it’s easier for managers to know who to assign to what when the opportunity arises.
2. Conduct career development discussions
People processes are as important to maintain engagement and connection as being a solid task master. Under stressful conditions, like the survival mode many companies have faced in the last several months, paying attention to employee growth needs takes a back seat. This is a mistake. A regularly planned discussion with employees demonstrates a commitment to talent regardless of the business conditions.
Most people are not entitles – they can see conditions are poor and don’t count on promotions or enrichment offers. What they do care about is communication. When managers ignore or abandon a career development discussion, that’s when employee’s think they’re not cared for or feel valuable. It’s important to set-up regular quarterly check-ins to make sure employees know what the conditions are and that they are heard in terms of what they want to do and where they want to go.
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3. Tie practices to strategic value
Just having data about your talent and talking about career development isn’t enough. A corporate philosophy has to surround these practices because it benefits the company. This concept seems simple enough but many companies insert “be happy you have a job” as a measure to job enlargement or enrichment. In other words, it doesn’t matter whether you’re doing exactly what you should be doing in your job duties – we’re paying you to work and that should be enough.
It may not be communicated in this overt style, but behaviorally from management, the subtly is there in the form of no commutation or action. That’s why management and HR have to show the value of these programs. The data has to connect with competitive advantage that also leads to increased productivity and job satisfaction.
Building business-relevant connections with employee talent and interests will continue to be a vital tool for company’s to survive the economy and maintain competitive advantage. Creating the right motivational foundation through carefully planned job enrichment and enlargement practices will mean the difference between dealing with retention issues due to turnover versus an engaged workforce.
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RESEARCH METHODOLOGY
Area of study:
This study was conducted in State Bank of Mysore.
Sample size:
The researcher has proposed to interview branch staff who
are working in Kuvempunagar ‘M’ branch of State Bank of Mysore, and
they were selected as the sample for the study.
Sources of data:
The study is based on both primary and secondary data.
Primary data:
The primary data were collected through structured
questionnaire.
Secondary data:
The required secondary was collected from interviews, books, magazines and web-sites.
Sampling techniques:
The methodology followed for collecting data, selection of
sample, and analysis of data is as follows:
Data collection technique:
The questionnaire has been designed and supplied to the
Respondents for collecting primary data.
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Tools for analysis:
The following statistical tool is used in the study for the purpose of analysis.
Pie - chart analysis
A pie chart (or a circle graph) is a circular chart divided into sectors, illustrating proportion.
In a pie chart, the arc length of each sector (and consequently its central angle and area), is
proportional to the quantity it represents. When angles are measured with 1 turn as unit then
a number of percent is identified with the same number of centiturns. Together, the sectors
create a full disk. It refers to a special kind of ratio; sectors are used to compare between two
or more series of data and also to describe the relation. Since the sectors reduced everything
to a base and there by allow meaningful comparison to be made.
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QUESTIONNAIRES
1. Job Rotation & Enlargement Questionnaire To Branch Manager
The following must occur for each job rotation & enlargement set-up at your branch.
Jobs proposed to be rotated & enlarged are:
___________________________________
___________________________________
___________________________________
___________________________________
__ Has an employee meeting been held to determine interest and gain involvement and
input?
__ Has each task involved in the proposed rotation & enlargement been reviewed with the
Physical Job Analysis checklist to determine precise requirements and has a Job Rotation
Worksheet been generated?
__ Has scientific method been used in evaluating job rotation & enlargement possibilities?
__ Have all employees involved in the rotation schedule been trained to do all tasks?
__ Have all employees been provided an adequate break-in priod to insure they are:
Fully qualified to do all tasks?
Physically conditioned and accustomed to do the job?
__ Have flexibility and consideration been given for individuals in the rotation schedule?
__Are there any employees who would have difficulty in performing all the tasks?
Can accommodations be made for these individuals?
__ Have formal follow-up evaluations been conducted?
__ Are benefits or problems being tracked (increased or decreased injury rates, turnover,
employee satisfaction, workers compensation costs, efficiency, quality, etc.)?
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2.Base Line Job Rotation & Enlargement Questionnaire
Name: ___________________________ Date: ___________________
Department: _____________________________
Job Title: ____________________________
1. Are you currently rotating or enlarging jobs?............................ Yes No
If no, go to the next question.
If yes:
a. Do you like it?........................................ Yes No
b. If no, why not?
_________________________________________
c. To what jobs do you rotate or enlarge?
_______________________________________
___________________________________
___________________________________
d. How often do you rotate or enlarge? ____________
e. Have you received appropriate training for the jobs that you rotate or enlarge to? Yes No
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2. If you answered no to question 1:
a. Would you like to rotate or enlarge?........................... Yes No
b. If no, why not?
________________________________________
c. If yes, to what jobs would you like to rotate or enlarge?
___________________________________
___________________________________
3. Please point out the Discomfort areas, if any?
4. If you indicated on the form that you were having discomfort, how have you managed?
5. Are there any other comments that you would like to make?
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FINDINGS OF THE STUDY
Table showing designations of the respond ants
JOB TITLE
MANAGER
SINGLE WINDOW OPERATOR
COMPUTER OPERATOR
HEAD CASHIER
PROBATIONARY OFFICER
HELP DESK
Jobs proposed to be rotation and enlargement
Mainly counter jobs such as opening accounts, deposits, withdrawals, enquiry,
FAQs etc.,
Communication of job rotation and enlargement activities
The SBI formulates the job rotation & enlargement policy, SBM head office receiving it
communicates to their branches and the branch managers percolate orally to the branch
employees or otherwise the job profile of the employees is implied to be rotative &
enlarging in nature.
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Pie chart showing job rotation intensity in branch
PRESENCE10%
ABSENT90%
JOB ROTATION INTENSITY
Pie chart showing job enlargement intensity in branch
PRESENCE90%
ABSENT10%
JOB ENLARGEMENT INTENSITY
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Pie chart showing comparison between job - rotation & enlargement in branch
JOB ROTATION10%
JOB ENLARGEMENT90%
COMPARISION
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INFERENCE & OUTCOMES OF STUDY
Introduction of core banking system has shifted prominence of job rotation to job
enlargement.
As this system is still new, employees found themselves little uncomfortable adapting in
the changed job profile as every counter demands multi-tasking capacity, giving rise to
larger horizon for job enlargement, rather than job rotation.
No feedback, correction or follow-up has been conducted to address the issue, neither it
has been one as training is provided to perform all banking jobs, rather structuring of the
job profile systematically can be of concern to specify the areas of job rotation & job
enlargement, if any.
Compared to previous years, there was scope for job rotation and a clear picture was
possible regarding the job profile of each employee, as everything was manual and the
depth of each job required more time. Now, in the evolved scenario more jobs are to be
done with in less time, even though computer device is there for assistance, the human
mind capacity has been in use at common intensity leading to job enlargement.
The larger involvement of an employee in the technology used for providing banking
services may lead to misuse, though a possibility which cannot be ignored can occur as a
rare case scenario, which will be the lack of job rotation, in other words due to greater
level of job enlargement.
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PROSPECTS OF JOB ROTATION & JOB ENLARGEMENT
Past
Clerical sections were rotating jobs over a period of six months.
Job enlargement had less scope as banking services were fixed.
Present
Due to the advent of core banking system, branches have been computerized resulting in
reduction of job rotation and job enlargement have increased as most of each and every
service of banking is provided to customer at a single counter itself.
Future
Branches may become showrooms of financial services with only 3 personnel –
A single window operator,
A relationship manager &
A branch manager.
The backend offices will be signifying as manufacturing units.
Then, branches give scope to job enlargement and backend offices will be needed a
policy of job rotation.
With customer interaction minimized due to complete computerization of banking, job
rotation will become extinct in branches and again as the saying goes “history repeats”,
for the sake of ‘human touch’, job rotation may raise back from the ashes like a phoenix
as there will be large number of employees at branches again.
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CONCLUSION & SUGGESTIONS
Better customer service will be achieved because of the future prospects which in the goal
of a banking institution.
“Selling what bank has got is not a big thing, but reading and meeting the expectation of
customer, i.e., customer delight is the core objective of SBM, nothing but value
addition”- says S.S.Parshwanath, Chief Manager, STC, Mysore.
These above words inherit the qualities of job enlargement gaining more scope, and why
not because any value addition to a common service for customer by the employee is job
enlarged.
As a note to end are the words of R.Srinivas Rao, Branch manager,’M’ block
Kuvempunagar, Mysore –
“With the introduction of core banking system, the job definition has undergone lot of
changes. Unlike in the past, the counter work demands knowledge of computer, speed
and also multitask capacities. The designation also has changed to make the people at the
counter to be friendlier with the customers and also enable them to complete all his work
at one counter itself. There is no demarcation of cashier and clerks. Nowadays cashier has
to do/ perform clerical jobs and clerks have to do cashier job.
In the changed scenario, since there is enlargement in the duties they perform, the concept
of job rotation is losing its importance”.
The study proposes the following suggestions:
Continuance of SBI norms regarding job rotation & enlargement.
Corrective structuring of jobs for rotation & enlargement systematically and
scientifically.
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BIBLIOGRAPHY
BOOKS:
ORGANIZATIONAL BEHAVIOR - STEPHEN P ROBBINS
HUMAN RESOURCE MANAGEMENT - L.M. PRASAD
STATISTICAL METHODS - S.P. GUPTA
WEB-SITE:
www.sbi.com
www.statebankofmysore.co.in
www.indianmba.com
www.google.com
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