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A MARKET SURVEY REPORT

ON

A STUDY OF WORK LIFE BALANCE OF FEMALEEMPLOYEE WITH REFRENCE TO HDFC BANK AT

MORADABAD

Submitted To:

COLLEGE MANAGEMENT AND COMPUTER APPLICATION,

MORADABAD

In Partial Fulfillment of the Requirement of the Degree of

Bachelor of Business Administration (BBA)

SESSION: 2009-2012

Department of Management

TEERTHANKER MAHAVEER UNIVERSITYDELHI ROAD, MORADABAD

Project Guide:

Ms. Roma KhannaProject Incharge:

Mr. Abhinav Srivastava

&

Mr. Avinash Raj Kumar

(Course-coordinater, B.B.A)Submitted By:

Anam TajB.B.A. V Semester

Roll No. R0912011027


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CERTIFICATE

This is to certify that Ms./Mr.................................................................................... is pursuing

three year full time Bachelor of Business Administration (BBA) Course from Teerthanker

Mahaveer University, Moradabad as regular student, in session (2009-2012).

In compliance with the provision/guidelines of Teerthanker Mahaveer University, Moradabad,

He/she has been assigned a market survey project. The project work has been genuinely carried

out by the student for the during specified by the university.

She has made sincere efforts in the completion of the project work.

Project Guide

MS. ROMA KHANNA


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STUDENT DECLARATION

I Anam Taj hereby declare that the research work presented in this project report entitled

A Study of work life balance of female employee with refrence to HDFC bank at

moradabad. for the fulfillment of the award of Bachelor of Business Administration from

Teerthanker Mahaveer University; Moradabad. The project embodies the result of original

work and studies carried out by me and the contents of the project do not form the basis for

the award of any other degree to me or to anybody else.

Anam Taj

BBA 5th Sem


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ACKNOWLEDGEMENT

It gives me immense pleasure and privilege to acknowledge my deepest sense of gratitude

towards all those who helped me in the successful execution of this project.

I would like to thanks Chancellor Sir, Shri Suresh Jain, Group Vice Chairman

Mr. Manish Jain, additional directorDr.vipin Jain for their able guidance. I also extend

my gratitude towards the H.O.D. Dr. M.P. Singh and my course co-ordinatorMr. Abhinav

Srivastava & Mr. Avinash Raj Kumar who entrusted me for the completion of this

project. I am highly indebted to my project guide, Ms. Roma khanna whose constructive

counselling and able guidance helped me immensely in bringing out this project in the

present form. And lastly the entire faculty member and Mr. Sanjeev Singh (Librarian) &

the entire Lab staff for providing me this opportunity and expose me to industrial culture.

The acknowledgement would be incomplete without thanking my family and friend who

were a big support throughout.

Anam Taj

BBA 5th SEM


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TABLE OF CONTENT

1. INTRODUCTION

2. COMPANY PROFILE

3. SCOPE OF THE STUDY

4. OBJECTIVES OF THE STUDY

5. ASSUMPTION

6. RESEARCH METHODOLOGY

7. DATA ANALYSIS & INTERPRETATION

8. FINDINGS

9. SUGGESTIONS

10. LIMITATIONS

11. CONCLUSION

BIBLIOGRAPHY

ANNEXTURE


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INTRODUCTION

Work-Life Balance does not mean an equal balance.

Times have changed. From the time the husband earned, and the wife stayed at home. To the time

now when the husband earns and the wife earns too. But the wife still cooks and washes and runs

the house. So, how does she balance her work with life at home?

Although, over the years women in India have struggled to establish an identity & create a mark

in the social as well as in the organizational platforms, but with educational institutions training

more and more women to enter professional careers, have drastically changed the scenario.

Infect, between 1991 and 2001 female employment in India on the whole, have increased by 3.6%

per annum. Within the professional world, which reflects India's small but growing middle class

more than the country as a whole, the phenomenon of Indian women "breaking through the glass

ceiling" is perhaps more muted. Even, despite legal provisions made by acts like those of the

Equal Remuneration Act of 1976 (which promulgates equal payment for equal work, regardless of

gender & prohibits gender discrimination in hiring practices), the so-called "glass ceiling" is

perhaps still very prevalent within organizations.

Let's first define what work-life balance is not. Work-Life Balance does not mean an equal

balance. Trying to schedule an equal number of hours for each of your various work and personal

activities is usually unrewarding and unrealistic. Life is and should be more fluid than that. Your

best individual work-life balance will vary over time, often on a daily basis. The right balance for

you today will probably be different for you tomorrow. The right balances for you when you are

single will be different when you marry, or if you have children; when you start a new career

versus when you are nearing retirement. There is no perfect, one-size fits all, balance you should

be striving for. The best work- life balance is different for each of us because we all have different


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priorities and different lives. However, at the core of an effective work-life balance definition are

two key everyday concepts that are relevant to each of us. They are daily Achievement and

Enjoyment, ideas almost deceptive in their simplicity. Engraining a fuller meaning of these two

concepts takes us most of the way to defining a positive Work-Life Balance.

The change in the pattern of work and the concept of the workplace after the industrial revolution

in the second half of the 18th century gave a new dimension to the concept of WLB. As time

progressed, nuclear families increased. A later change was the fading away of the "ideal home" in

which the earning member's spouse took care of the home.

With improved education and employment opportunities today, most homes are ones in which

both parents work, because of necessity and the desire to augment incomes.

The need to create congenial conditions in which employees can balance work with their personal

needs and desires became a factor that companies had to take note of both to retain them as well

as to improve productivity. It was a compulsion that they couldn't afford to ignore. Having

realized that, companies started introducing schemes to attract and retain employees and improve

their productivity.

Why Work Life Balance is Important to Women? Today's career women are continually

challenged by the demands of full-time work and when the day is done at the office, they carry

more of the responsibilities and commitments to home. The majority of women are working 40-45

hours per week and 53% are struggling to achieve work/life balance. Women reported that their

lives were a juggling act that included multiple responsibilities at work, heavy meeting schedules,

business trips, on top of managing the daily routine responsibilities of life and home.

"Successfully achieving work/life balance will ultimately create a more satisfied workforce that

contributes to productivity and success in the workplace."


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Employers can facilitate WLB with many schemes that can attract women employees and satisfy

their needs.

Some of these are

* Facilities for child care

* Financial planning services for employees who need them

* Flexi-timings

* Work sharing

* Part time employment

* Leave plans - both paid and unpaid - to suit employee's needs

* Subsidized food plans

* Insurance plans

* Counseling services for problems like managing work and the home

* Rest rooms, food preparation services

* Jobs with autonomy and flexibility

* Realistic work loads

* Review of work processes to see if the burden on employees can be lightened Maintaining

dialogue with the employees and considering their suggestions on a continuous basis


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The above picture shows that women can be both sharers and careers . Often, working women

drop out of the work force when they are doing well, simply because they wanted to stay at home

with their children, or care for an ageing parent.

A survey in the UK revealed that a majority of men want a 50/50 partnership with their wives

both at work and home. They no longer see themselves as macho men. They want to spend more

time with their children. Has the Indian man kept pace with the times? Can women achieve a

work-life balance? The changing Equations of New Era The Changing Equations The Machine

Age The Industrial Age The Networked Age Stress High Higher Highest Work- Life balance You

went to work-life started only when you go home Not only are people working at work, but also at

home 24-hour workdays split into compartments dedicated for 'life' Women and Work The men

worked and women tended the house Both men and women worked, and women still tended the

house Both men and women work and tend to the house.


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Framework for successful Work-Life Balance in organizations

Identify the key need or reason for introducing Work-Life Balance policies

Build the commitment to Work-Life Balance Policies into the organization ' s vision or

value statement

Set up a Work-Life Balance Task Force Examine current practices in the organization

Hold joint discussions with employees to evolve policies, while also identifying

possible barriers

Communicate policies through handbooks, newsletters, Intranet and other forms of

communication

Hold workshops to help Managers implement and manage policies

Begin with a few "quick win" policies

Monitor implementation and put feedback systems into place In India, there is a starting point in

that organizations have recognized the need for and value of Work-Life Balance policies. An

integral part of our lives is our profession. Just as there is responsibility and opportunity in life,

our careers are also guided by opportunities and responsibilities. We must ensure that these two

factors don't work at cross purposes. Quality of life is something we all covet, every profession

affects life in general and every profession has a duty towards life.

Top Five Strategies to Strike a Balance

1. One should balance their timeboth in and out of the office - Schedule your time efficiently

at work. Put yourself on your calendar and take some time for you and your family /

friends. Leave work on time at least three days per week - There are times when working

late just can't be helped, but schedule your time to leave on time three days per week.


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2. Control interruptions and distractions - Stay focused while in the office, and budget your

time effectively. Try to schedule a block of time during the day without meetings when

you can focus on your tasks with minimal interruptions.

3. Explore the availability of flex-time - Research flex-time options within our organization.

If available, it may be a helpful solution.

4. Seize the weekend one should balance their timeoff as one plan our work week.

5. Schedule activities with family and friends, a weekend trip, or just something fun. Make

your time away from work count!

WORK - LIFE IS A CYCLE


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Human factor & style of working contribute to happy work life.

PHYSIOLOGICAL PSYCHOLOGICAL

FITNESS OF INDIVIDUAL

OXYGEN IN TAKE CAPACITY

SEX

BODY BUILD

AGE

MASCULAR WORK

POSTURE

CLOTHING

FOOD HABITS

HYGIENIC HABITS

WORK ENVIRONMENT

OCCUPATIONAL WORK LOAD

ATTITUDE

APTITUDE

FRUSTRATION

CONFLICT

MORALE

INDIVIDUAL DIFFERENCES

MOTIVATION

SKILL AND TRAINING NEEDS

JOB SATISFACTION

FATIGUE

BOREDOM

MONOTONY

Work-life balance is about creating and maintaining supportive and healthy work environments,

which will enable employees to have balance between work and personal responsibilities and thus

strengthen employee loyalty and productivity.


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Of all the job factors that influence work-life conflict, the amount of time spent at work is the

strongest and most consistent predictor. The higher levels of work-to-family conflict reported by

managers or professionals often are a function of their longer work hours. Other reasons include:

job security, support from ones supervisor, support from co-workers, work demands or overload,

work-role conflict, work-role ambiguity, job dissatisfaction, and extensive use of communication

technology that blurs the boundaries between home and work.

Todays workers have many competing responsibilities such as work, children, housework,

volunteering, spouse and elderly parent care and this places stress on individuals, families and the

communities in which they reside. Work-life conflict is a serious problem that impacts workers,

their employers and communities.

It seems that this problem is increasing over time due to high female labour force participation

rates, increasing numbers of single parent families, the predominance of the dual-earner family

and emerging trends such as elder care. It is further exasperated with globalization, an aging

population, and historically low unemployment. The Negative Effects of Work Life Conflict

Long work hours and highly stressful jobs not only hamper employees ability to harmonize work

and family life but also are associated with health risks, such as increased smoking and alcohol

consumption, weight gain and depression. Work life conflict has been associated with numerous

physical and mental health implications.

According to a 2007 study by Duxbury and Higgins, women are more likely than men to report

high levels of role overload and caregiver strain. This is because women devote more hours per

week than men to non-work activities such as childcare, elder care and are more likely to have


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primary responsibility for unpaid labor such as domestic work. Furthermore, other studies show

that women also experience less spousal support for their careers than their male counterparts.

Although women report higher levels of work-family conflict than do men, the numbers of work-

life conflict reported by men is increasing.

Work-life conflict has negative implications on family life. According to the 2007 study by

Duxbury and Higgins, 1 in 4 Canadians report that their work responsibilities interfere with their

ability to fulfill their responsibilities at home.

Employees, especially the younger generation who are faced with long hours, the expectations of

24/7 connection and increasing pressure of globalization are beginning to demand changes from

their employers. Also, people in the elderly employee segment are working longer now than in the

past and are demanding different work arrangements to accommodate their life style needs.

Current Practices

Employers are becoming increasingly aware of the cost implications associated with over-worked

employees such as: operating and productivity costs, absenteeism, punctuality, commitment and

performance. There are five main reasons why companies participate in work life balance

programs: high return on investment, recruitment and retention of employees, legislation, costs

and union regulations.

There are a wide variety of practices currently being used to help employees achieve work-life

balance. It is important to note that some work-life balance programs help employees handle

stress and otherwise cope more effectively while other programs help to reduce the absolute stress

levels by rebalancing work life.
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A growing number of employers have implemented wellness programs or pay for their

employees gym membership as part of a benefits package. Some companies invite fitness trainers

or yoga instructors into the office to hold lunchtime sessions.

Some companies undertake initiatives to improve employees healthy eating habits. Others offer

stress management programs which include stretching, yoga, counseling, as well as bringing in

Registered Massage Therapists to work.

Many employers are offering longer vacation times than the mandatory 2 weeks per year imposed

by Canadian legislation. Additionally, some companies will offer flex days. Interestingly, sick

days tend to go down once some is entitled to three weeks or more a year of holidays.

Human resources policies that can be used to increase work-life balance include implementing

time off in lieu of overtime pay arrangements, providing a limited number of days of paid leave

per year for child care, elder care or personal problems, or having policies around weekend and

evening use of laptops and Blackberries.

There are some issues that arise when employees have flexible work hours such as lack of face-

time with other staff and not being as available to clients; these issues can be solved by ensuring

employees discuss scheduling with supervisor and let clients and other employees know their

hours of availability.

Sometimes in order to accommodate workers need for work life balance, firms may need to

reduce the amount of work given to each employee. To accomplish this, employers can hire new

people, reduce time spent in job-related travel, allow for job sharing, or reevaluate the work itself

and how it is structured and organized with work process improvements and/orreengineering of

work.
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According to a study by Mesmer in 2006, flexible scheduling is the benefit valued most by

employees. However, increased flexibility, if implemented without conditions and used to

facilitate business ends without provision for worker consent, could compromise instead of

enhance work life balance.


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COMPANY

PROFILE


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COMPANY PROFILE

FORMATION OF THE COMPANY

The Housing Development Finance Corporation Limited (HDFC) was amongst the first to

receive an 'in principle' approval from the Reserve Bank of India (RBI) to set up a bank

in the private sector, as part of the RBI's liberalization of the Indian Banking Industry in

1994. The bank was incorporated in August 1994 in the name of 'HDFC Bank Limited',

with its registered office in Mumbai, India. HDFC Bank commenced operations as a

Scheduled Commercial Bank in January 1995.

PROMOTER

HDFC is India's premier housing finance company and enjoys an impeccable track record in India

as well as in international markets. Since its inception in 1977, the Corporation has maintained a

consistent and healthy growth in its operations to remain the market leader in mortgages. Its

outstanding loan portfolio covers well over a million dwelling units. HDFC has developed

significant expertise in retail mortgage loans to different market segments and also has a large


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corporate client base for its housing related credit facilities. With its experience in the financial

markets, a strong market reputation, large shareholder base and unique consumer franchise,

HDFC was ideally positioned to promote a bank in the Indian environment.

BUSINESS FOCUS

HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound

customer franchises across distinct businesses so as to be the preferred provider of banking

services for target retail and wholesale customer segments, and to achieve healthy growth in

profitability, consistent with the bank's risk appetite. The bank is committed to maintain the

highest level of ethical standards, professional integrity, corporate governance and regulatory

compliance. HDFC Bank's business philosophy is based on four core values - Operational

Excellence, Customer Focus, Product Leadership and People.

CAPITAL STRUCTURE

The authorized capital of HDFC Bank is Rs550 crore (Rs5.5 billion). The paid-up capital is

Rs424.6 crore (Rs.4.2 billion). The HDFC Group holds 19.4% of the bank's equity and about

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

Shares (ADS) Issue). Roughly 28% of the equity is held by Foreign Institutional Investors (FIIs)

and the bank has about 570,000 shareholders. The shares are listed on the Stock Exchange,

Mumbai and the National Stock Exchange. The bank's American Depository Shares are listed on

the New York Stock Exchange (NYSE) under the symbol 'HDB'.

TIMES BANK AMALGAMATION


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In a milestone transaction in the Indian banking industry, Times Bank Limited (another new

private sector bank promoted by Bennett, Coleman & Co./Times Group) was merged with HDFC

Bank Ltd., effective February 26, 2000. As per the scheme of amalgamation approved by the

shareholders of both banks and the Reserve Bank of India, shareholders of Times Bank received 1

share of HDFC Bank for every 5.75 shares of Times Bank. The acquisition added significant

value to HDFC Bank in terms of increased branch network, expanded geographic reach, enhanced

customer base, skilled manpower and the opportunity to cross-sell and leverage alternative

delivery channels.

DISTRIBUTION NETWORK

HDFC Bank is headquartered in Mumbai. The Bank at present has an enviable network of over

1229 branches spread over 444 cities across India. All branches are linked on an online real-time

basis. Customers in over 120 locations are also serviced through Telephone Banking. The Bank's

expansion plans take into account the need to have a presence in all major industrial and

commercial centers where its corporate customers are located as well as the need to build a strong

retail customer base for both deposits and loan products. Being a clearing/settlement bank to

various leading stock exchanges, the Bank has branches in the centers where the NSE/BSE has a

strong and active member base.

The Bank also has a network of about over 2526 networked ATMs across these cities. Moreover,

HDFC Bank's ATM network can be accessed by all domestic and international Visa/MasterCard,

Visa Electron/Maestro, Plus/Cirrus and American Express Credit/Charge cardholders.

MANAGEMENT


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Mr. Jagdish kapoor took over as the bank's Chairman in July 2001. Prior to this, Mr. kapoor was a

Deputy Governor of the Reserve Bank of India.

The Managing Director, Mr. Aditya Puri, has been a professional banker for over 25 years and

before joining HDFC Bank in 1994 was heading Citibank's operations in Malaysia.

The Bank's Board of Directors is composed of eminent individuals with a wealth of experience in

public policy, administration, industry and commercial banking. Senior executives representing

HDFC are also on the Board.

Senior banking professionals with substantial experience in India and abroad head various

businesses and functions and report to the Managing Director. Given the professional expertise of

the management team and the overall focus on recruiting and retaining the best talent in the

industry, the bank believes that its people are a significant competitive strength.

TECHNOLOGY

HDFC Bank operates in a highly automated environment in terms of information technology and

communication systems. All the bank's branches have online connectivity, which enables the bank

to offer speedy funds transfer facilities to its customers. Multi-branch access is also provided to

retail customers through the branch network and Automated Teller Machines (ATMs).

The Bank has made substantial efforts and investments in acquiring the best technology available

internationally, to build the infrastructure for a world class bank. The Bank's business is supported

by scalable and robust systems which ensure that our clients always get the finest services we

offer.

The Bank has prioritized its engagement in technology and the internet as one of its key goals and

has already made significant progress in web-enabling its core businesses. In each of its

businesses, the Bank has succeeded in leveraging its market position, expertise and technology to

create a competitive advantage and build market share.


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BUSINESS FOCUS

HDFC Bank's mission is to be a World-Class Indian Bank. The objective is to build sound

customer franchises across distinct businesses so as to be the preferred provider of banking

services for target retail and wholesale customer segments, and to achieve healthy growth in

profitability, consistent with the bank's risk appetite. The bank is committed to maintain the

highest level of ethical standards, professional integrity, corporate governance and regulatory

compliance. HDFC Bank's business philosophy is based on four core values - Operational

Excellence, Customer Focus, Product Leadership and People.

RATING

I. Credit Rating

The Bank has its deposit programs rated by two rating agencies - Credit Analysis & Research

Limited (CARE) and Fitch Ratings India Private Limited. The Bank's Fixed Deposit programme

has been rated 'CARE AAA (FD)' [Triple A] by CARE, which represents instruments considered

to be "of the best quality, carrying negligible investment risk". CARE has also rated the bank's

Certificate of Deposit (CD) programme "PR 1+" which represents "superior capacity for

repayment of short term promissory obligations". Fitch Ratings India Pvt. Ltd. (100% subsidiary

of Fitch Inc.) has assigned the "tAAA ( ind )" rating to the Bank's deposit programme, with the

outlook on the rating as "stable". This rating indicates "highest credit quality" where "protection

factors are very high".

The Bank also has its long term unsecured, subordinated (Tier II) Bonds rated by CARE and Fitch

Ratings India Private Limited and its Tier I perpetual Bonds and Upper Tier II Bonds rated by


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CARE and CRISIL Ltd. CARE has assigned the rating of "CARE AAA" for the subordinated Tier

II Bonds while Fitch Ratings India Pvt. Ltd. has assigned the rating "AAA (ind)" with the outlook

on the rating as "stable". CARE has also assigned "CARE AAA [Triple A]" for the Banks

Perpetual bond and Upper Tier II bond issues. CRISIL has assigned the rating "AAA / Stable" for

the Bank's Perpetual Debt programme and Upper Tier II Bond issue. In each of the cases referred

to above, the ratings awarded were the highest assigned by the rating agency for those

instruments.

II. Corporate Governance Rating

The bank was one of the first four companies, which subjected itself to a Corporate Governance

and Value Creation (GVC) rating by the rating agency, The Credit Rating Information Services of

India Limited (CRISIL). The rating provides an independent assessment of an entity's current

performance and an expectation on its "balanced value creation and corporate governance

practices" in future. The bank has been assigned a 'CRISIL GVC Level 1' rating which indicates

that the bank's capability with respect to wealth creation for all its stakeholders while adopting

sound corporate governance practices is the highest.

PRODUCT SCOPE:

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

company cares for both, individuals as well as corporate and small and medium enterprises.

For individuals, the company has a range accounts, investment, and pension scheme,

different types of loans and cards that assist the customers. The customers can choose the suitable

one from a range of products which will suit their life-stage and needs.

Fororganizations the company has a host of customized solutions that range from Funded

services, Non-funded services, Value addition services, Mutual fund etc. These affordable plans
http://www.hdfcinsurance.com/products/individual.asphttp://www.hdfcinsurance.com/products/group.asphttp://www.hdfcinsurance.com/products/individual.asphttp://www.hdfcinsurance.com/products/group.asp


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apart from providing long term value to the employees help in enhancing goodwill of the

company.

The products of the company are categorized into various sections which are as follows:

Accounts and deposits.

Loans.

Investments and Insurance.

Forex and payment services.

Cards.

PRODUCTS AND SERVICES AT A GLANCE

1. PERSONAL BANKING

A. Accounts & Deposits

- Regular Savings Account

- Savings Plus Account

- SavingsMax Account

- Senior Citizens Account

- No Frills Account

- Institutional Savings Account

- Payroll Salary Account

- Classic Salary Account


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- Regular Salary Account

- Premium Salary Account

- Defence Salary Account

- Kid's Advantage Account

- Pension Saving Bank Account

- Family Savings Account

- Kisan No Frills Savings Account

- Kisan Club Savings Account

- Plus Current Account

- Trade Current Account

- Premium Current Account

- Regular Current Account

- Apex Current Account

- Max Current Account -

Reimbursement Current Account

- RFC - Domestic Account

- Regular Fixed Deposit

- Super Saver Account

- Sweep-in Account

- HDFC Bank Preferred

- Private Banking

B. Loans

- Personal Loans

- Home Loans


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- Two Wheeler Loans

- New Car Loans

- Used Car Loans

- Overdraft against Car

- Express Loans

- Loan against Securities

- Loan against Property

- Commercial Vehicle Finance

- Working Capital Finance

- Construction Equipment Finance

- Offers & Deals

- Customer Center

C. Investments & Insurance

- Mutual Funds

- Insurance

- Bonds

- Financial Planning

- Knowledge Centre

- Equities & Derivatives

- Mudra Gold Bar

D. Forex Services

- Trade Finance

- Travelers Cheques


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- Foreign Currency Cash

- Foreign Currency Drafts

- Foreign Currency Cheque Deposits

- Foreign Currency Remittances

- Cash To Master

- ForexPlus Card

E. Payment Services

- Net Safe

- Prepaid Refill

- Bill Pay

- Direct Pay

- Visa Money Transfer

- E-Monies Electronic Funds Transfer

- Excise & Service Tax Payment

F. Access Your Bank

- One View

- Insta Alerts

- Mobile Banking

- ATM

- Phone Banking

- Branch Network

G. Cards


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- Silver Credit Card

- Gold Credit Card

- Woman's Gold Credit Card

- Platinum plus Credit Card

- Titanium Credit Card

- Value plus Credit Card

- Health plus Credit Card

- HDFC Bank Idea Silver Card

- HDFC Bank Idea Gold Card

- Compare Cards

- Transfer & Safe

- Track your Credit Card

H. Get More from Your Card

- Offers & Savings

- My Rewards

- Insta Wonderz

- Add-On Cards

- Credit Card Usage Guide

- Easy EMI

- Net safe

- Smart Pay

- Secure Plus

- My City Benefit Card

- Debit Cards


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- Easy Shop International Debit Card

- Easy Shop Gold Debit Card

- Easy Shop International Business Debit Card

- Easy Shop Woman's Advantage Debit Card

- Prepaid Cards

- Forex Plus Card

- Kisan Card

I.Customer Centre

- Offers & Deals

- Winners of Contests & Promotions

2. Wholesale Banking

A. Corporate

Funded Services

Non Funded Services

Value Added Services

Internet Banking

B. Small & Medium Enterprises

Funded Services

Non-Funded Services

Specialized Services

Internet Banking


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C. Financial Institutions & Trusts

Banks

Financial Institutions

Mutual Funds

Stock Brokers

MILESTONES IN THE HISTORY

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

Bank". They realized that only a single-minded focus on product quality and service excellence

would help us get there. Today, they are proud to say that they are well on our way towards that

goal.

It is extremely gratifying that their efforts towards providing customer convenience have been

appreciated both nationally and internationally.

2007

Business Today-Monitor Group survey One of India's "Most Innovative

Companies".

Financial Express-Ernst & Young Award Best Bank Award in the Private Sector

category.

Global HR Excellence Awards - Asia Pacific

HRM Congress:

Employer Brand of the Year 2007-2008-

Award- First Runner-up.

Business Today Best Bank Award.

Dun & Bradstreet American Express

Corporate Best Bank Award 2007

Corporate Best Bank-Award.

The Bombay Stock Exchange and Nasscom

Foundation's Business for Social

Responsibility Awards 2007

Best Corporate Social Responsibility

Practice Award.

Outlook Money & NDTV Profit Best Bank Award in the Private sector


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category.

The Asian Banker Excellence in Retail

Financial Services Awards

Best Retail Bank in India.

Asian Banker Managing Director Aditya Puri won the

Leadership achievement Award for India.

2006

Business Today Best Bank in India.

Forbes Magazine One of Asia Pacific's Best 50 companies.

Business world Best listed Bank of India.

The Asset Magazine's Triple A Country

Awards

Best Domestic Bank.

Asiamoney Awards Best Local Cash Management Bank in

Large and Medium segments.

Euromoney Awards "Best Bank" in India.

2005

Asiamoney Awards Best Domestic Commercial Bank

Asiamoney Awards Best Cash Management Bank - India .

The Asian Banker Excellence Retail Banking Risk Management Award in

India.

Hong Kong-based Finance Asia magazine Best Bank in India

Economic Times Awards "Company of the Year" Award for

Corporate Excellence.

The Asset Triple A Country Awards Best Domestic Bank in India Region 2005The Business Today-KPMG Survey Best Local Cash Management Bank in India

US$11-100m 2005

The Business Today-KPMG Survey "Best Bank in India" for the third

consecutive year in 2005.

Economic Times - Avaya Global Connect

Customer Responsiveness Awards

"Most Customer Responsive Company -

Banking and Financial Services 2005

2004


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Asiamoney Awards Best Local Cash Management Bank in India

US$11-100m

Asiamoney Awards Best Local Cash Management Bank in India

>US$501mAsiamoney Awards Best Local Cash Management Bank in India

1989-2004 (poll of polls)

Asiamoney Awards Best Overall Domestic Trade Finance

Services in India 2004

Asiamoney Awards Most Improved company for Best

Management Practices in India 2004

Business World One of India's Most Respected Companies

2004

Forbes Global Best Under a Billion, 100 Best Smaller Size

Enterprises in Asia/Pacific and Europe

2004

Asian Banker Awards Operational Excellence in Retail Financial

Services 2004

The Asset Triple A Country Awards Best Domestic Bank in India 2004

2003

Forbes Global Best Under a Billion, 200 Best Small

Companies 2003

The Asset Triple A Country Awards Best Domestic Bank in India -2003

BusinessWorld - The Business World Most

Respected Company Awards

One of India's Most Respected Companies

The Asset magazine Best Cash Management Bank

The Asset magazine Best Trade Finance Bank

FE-Ernst & Young Best Banks Survey Best New Private Sector Bank 2003

Outlook Money Best Bank in the Private Sector 2003

Business Today Best Bank in India -2003

NASSCOM & economictimes.com - IT Users

Awards

Best IT User in Banking -2003


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2002

Hong Kong-based Finance Asia magazine Best Local Bank India

Hong Kong-based Finance Asia magazine "Best Local Bank - India"

Euromoney magazine "Best Bank in IndiaAsiamoney magazine Commercial Bank in India 2002

2001

Hong Kong-based Finance Asia magazine Best Domestic Commercial Bank India

Hong Kong-based Finance Asia magazine "Best Domestic Commercial Bank India

Euromoney magazine "Best Bank in India

Forbes Global Named in The 300 Best Small Companies

one of the "20 for 2001" best FE-E&Y Best

Banks small companies

The Economic Times Awards for Corporate Excellence as the

Emerging Company of the Year

2000

Hong Kong-based Finance Asia magazine Best Domestic Commercial Bank India

Hong Kong-based Finance Asia magazine "Best Domestic Commercial Bank India

Euromoney magazine Best Domestic Bank

Business India " India 's Best Bank"

Forbes Global Named in The 300 Best Small Companies

one of the "20 for 2001" best FE-E&Y Best

Banks small companies

MERGER

HDFC Bank and Centurion Bank of Punjab merger at share swap ratio of 1:29

The Boards of HDFC Bank and Centurion Bank of Punjab met on 25 February, 2008 and

approved, subject to due diligence, the share swap ratio for the proposed merger of Centurion


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Bank of Punjab with HDFC Bank. The Scheme of Amalgamation envisages a share exchange

ratio of one share of HDFC Bank for twenty nine shares of Centurion Bank of Punjab.

The combined entity would have a nationwide network of 1,148 branches (the largest amongst

private sector Banks) a strong deposit base of around Rs. 1,200 billion and net advances of around

Rs. 850billion. The balance sheet size of the combined entity would be over Rs. 1,500 billion.

Commenting on the proposed merger, Mr. Deepak Parekh, Chairman, HDFC said, We were

amongst the first to get a banking license, the first to do a merger in the private sector with Times

Bank in 1999, and now if this deal happens, it would be the largest merger in the private sector

banking space in India. HDFC Bank was looking for an appropriate merger opportunity that

would add scale, geography and experienced staff to its franchise. This opportunity arose and we

thought it is an attractive route to supplement HDFC Banks organic growth. We believe that

Centurion Bank of Punjab would be the right fit in terms of culture, strategic intent and approach

to business.

Mr. Aditya Puri, Managing Director, HDFC Banksaid, These are exciting times for the

Indian banking industry. The proposed merger will position the combined entity to significantly

exploit opportunities in a market globally recognized as one of the fastest growing. Im

particularly bullish about the potential of business synergies and cultural fit between the two

organizations. The combined entity will be an even greater force in the market.

Mr. Rana Talwar, Chairman, Centurion Bank of Punjab stated, Over the last few years,

Centurion Bank of Punjab has set benchmarks for growth. The bank today has a large nationwide

network, an extremely valuable franchise, 7,500 talented employees, and strong leadership


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positions in the market place. I believe that the merger with HDFC Bank will create a world class

bank in quality and scale and will set the stage to compete with banks both locally as well on a

global level.

Mr. Shailendra Bhandari, Managing Director and CEO, Centurion Bank of Punjab said,

We are extremely pleased to receive the go ahead from our board to pursue this opportunity. A

merger between the banks provides significant synergies to the combined entity. The proposed

merger would further improve the franchise and customer proposition offered by the individual

banks.

QUALITY POLICY

SECURITY: The bank provides long term financial security to their policy. The bank

does this by offering life insurance and pension products.

TRUST: The bank appreciates the trust placed by their policy holders in the bank. Hence,

it will aim to manage their investments very carefully and live up to this trust.

INNOVATION: Recognizing the different needs of our customers, the bank offers a

range of innovative products to meet these needs.


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SCOPE

OF

THE STUDY


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SCOPE OF THE STUDY

The scope of my market survey report is:

WLB is Important to Women as today's career women are continually challenged by the

demands of full-time work and when the day is done at the office, they carry more of the

responsibilities and commitments to home.

If the work life balance is effective then the whole family support for the upliftment of

women.

Through this study one can know the effectiveness of HDFC bank to balance work - life

among female employees.

The practices followed by HDFC bank which enables female employees to balance work and

personal life.

If the WLB is effective, it will help in retainment of employees which will be beneficial for

the organisations productivity.

This study will be helpful to the new researchers who will further research on the same.


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OBJECTIVES

OF

THE STUDY


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OBJECTIVES OF THE STUDY

To identify the practices followed by HDFC bank which enables female employees

to balance work and personal life?

To know the effectiveness of HDFC bank to balance work life among female

employees.


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ASSUMPTION


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ASSUMPTION

The assumption of my study is that the HDFC bank effectively follows the practices to balance work

life of female employees.


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RESEARCH

METHODOLOGY


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RESEARCH METHODOLOGY

DEFINITION OF RESEARCH

Research is defined as human activity based on intellectual application in the investigation of

matter. The primary purpose for applied research is discovering, interpreting, and the development

of methods and systems for the advancement of human knowledge on a wide variety of scientific

matters of our world and the universe. Research can use the scientific method, but need not do so.

The term research is also used to describe an entire collection ofinformation about a particular

subject.

Sampling design:

Population:

Section: Employees of HDFC Bank, Moradabad

Extent: Moradabad

Sampling unit:

The sampling unit is Employees of HDFC Bank.

Sample size:

The sample size of the report is 20 employees.
http://en.wikipedia.org/wiki/Humanhttp://en.wikipedia.org/wiki/Intellectualhttp://en.wikipedia.org/wiki/Matterhttp://en.wikipedia.org/wiki/Discovery_(observation)http://en.wikipedia.org/wiki/Interpretation_(logic)http://en.wikipedia.org/wiki/Developmenthttp://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Scientific_methodhttp://en.wikipedia.org/wiki/Informationhttp://en.wikipedia.org/wiki/Humanhttp://en.wikipedia.org/wiki/Intellectualhttp://en.wikipedia.org/wiki/Matterhttp://en.wikipedia.org/wiki/Discovery_(observation)http://en.wikipedia.org/wiki/Interpretation_(logic)http://en.wikipedia.org/wiki/Developmenthttp://en.wikipedia.org/wiki/Knowledgehttp://en.wikipedia.org/wiki/Scientific_methodhttp://en.wikipedia.org/wiki/Information


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Sampling method In this report non probability convenience sampling is used to conduct a

research.

Non probability sampling:

Non probability sampling is non-random and subjective i.e. each member does not have a known

non zero chance of being included. Among non probability convenience sampling method is used.

Data collection method:

Primary data:

The primary data are those which are collected afresh and for the first time, and thus happened to

be original in character. There are several methods of collecting primary data particularly in

surveys.

For the study: Questionnaires is used for collecting the data while conducting the research.

II. Secondary data:

The secondary data are those which have already been collected by someone and which have

already been passed through the statistical process. Secondary data may either be published data

or un published data.

For the study: Internet, books are used for collecting secondary data while conducting the

research.


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SAMPLING PLAN :

Data sources : Primary, Secondary.

Data approaches : Questionnaire.

Sampling unit : Employees of HDFC Bank..

Sample size :20 only.

Sample procedure : Non Probability Convenience sampling.

Contact method : Direct.


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DATA ANALYSIS

AND

INTERPRETATIONS


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DATA ANALYSIS AND INTERPRETATIONS

1. Do you generally feel you are able to balance work-life?

OPTIONS NUMBER OF EMPLOYEE EMPLOYEES IN PERCE-NT

YES 15 80%

NO 5 20%

80%

20%

YES

NO

INTERPRETATION

The above pie chat depicts that 60% employees said that they are able to balance work life, while40% said they are not able to balance work life.

2. Do you suffer from any stress related diseases?


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OPTIONS NO OF EMPLOYEES EMPLOYEES IN

PERCENT

HYPERTENSION 10 50%

DIABETES 1 5%

HEADACHE 9 45%

OTHER 0 0%

INTERPRETATION

The above pie chart depicts that 50% employees suffer from the hypertension while 5%

employees suffer from diabetes and 45% suffer from the headache.


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3. Do you find yourself thinking about work instead of focusing on home/pleasure activities?

OPTIONS NO OF

EMPLOYEES

EMPLOYEES IN

PERCENT

YES 12 60%

NO 8 40%

60%

40%

YES

NO

INTERPRETATION

The above pie chart depicts that 60% employees said yes they think of work instead of focusing

on home/pleasure activities while 40% said no they dont think of work instead of focusing on

home/pleasure activites.


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4. What does your organization do, to manage work life balance ?

OPTIONS NO OF EMPLOYEES EMPLOYEE IN

PERCENT

FLEXIBLE HOURS 12 60%

LESS PRESSURE ON

WORK

3 15%

EQUAL DIVISION OF

WORK

5 25%

INTERPRETATION

The above pie chart depicts that 60% employees said that organization manage work life balance

by providing flexible hours, while 15% gives respond to less pressure on work and 25% gives

respond to equal division of work .


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Do you get enough time to sleep, exercise ?


PERCENTAGE

YES 12 60%

NO 8 40%

60%

40%

YES

NO

INTERPRETATION

The above pie chart depicts that 60% employees said yes they get enough time to sleep, exercise,

while 40% said no that they dont get enough time to sleep , exercise.


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5. Are you satisfied with the practices of work life balance followed by hdfc bank?


PERCENT

YES 15 80%

NO 5 20%

80%

20%

YES

NO

INTERPRETATION

The above pie chart depicts that 80% employees said yes they are satisfied with the practices of

work life balance followed by HDFC bank, while 20% said no that they are not satisfied with thepractices of work life balance followed by HDFC bank.


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6. Do you feel tired or depressed because of work ?

OPTIONS NO OF EMPLOYEES EMPLOYEE IN

PERCENT

RARELY 1 5%

MOSTLY 14 70%

SOMETIMES 5 25%

5%

70%

25%

RARELY

MOSTLY

SOMETIMES

INTERPRETATION

The above pie chart depicts that 5% employees rarely feel tired or depressed because of work 70%

mostly feel tired or depressed because of work and 25% sometimes feel tired or depressed

because of work.


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7. Do you frustrate after working hours?


PERCENT

YES 16 80%

NO 4 20%

80%

20%

YES

NO

INTERPRETATION

The above pie chart depicts that 80% employees said yes they feel frustrate after working hours

while 20% said no they dont feel frustration at all.


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8. How do you manage stress arising from your work?

OPTIONS NO OF

EMPLOYEES

EMPLOYEES IN

PERCENT

YOGA 9 45%

DANCE 1 5%

MUSIC 10 50%

45%

5%

50% YOGA

DANCE

MUSIC

INTERPRETATION

The above pie chart depicts that 45% employees manage stress arising from their work from

yoga,5% manage stress from dance while 50% manage stress from music.


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9. Do you ever miss out any special occasion with your family or friends because of pressure

of work?


PERCENT

NEVER 1 5%

OFTEN 11 45%

SOMETIMES 10 50%

ALWAYS 0 0%

5%

45%50%

NEVER

OFTEN

SOMETIMES

INTERPRETATION

The above pie chart depicts that 5% employees said that they never miss any special occasion with

their family and friends because of pressure of work while 45% employees often miss out the

special occasion with their family and friends because of pressure of work and 50% employees

sometime miss out any special occasion with their family and friends because of pressure work.


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FINDINGS


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FINDINGS

Maximum number of employees balances their work life balance.

Maximum number of the employees suffers from hypertension

Maximum number of employees focus on home/pleasure activities.

Most of the respondents said that organization manage work life balance by providing

flexible hours.

Maximum number of employees get enough time to sleep, exercise.

Maximum number of employees are satisfied with the practices of work life balance

followed by HDFC bank.

Maximum number of employees feel depressed or tired because of work.

Maximum number of employees said that they get frustrate after working hours.

Maximum number of employees manage stress from music.

Maximum number of employees said that they sometimes miss their special occasion

with their family.


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SUGGESTIONS


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SUGGESTIONS

An organization should have controlled interruptions and distractions minimal interrupt.

An organisation should seize the weekend.

Their should be flexibility in leaves in an organisation.

An organisation shouldnt pressurize the employees.

An organisation must provide healthy working atmosphere so that women do not feel

stressed.


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LIMITATIONS


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LIMITATIONS

1. The findings of the study are subjected to bias and prejudice of the respondents.

2. Area of the study is confined to the employees in Moradabad only.

3. Time factor can be considered as a main limitation.

4. The findings of the study are solely based on the information provided by the respondents.

5. The accuracy of findings is limited by the accuracy of statistical tools used for analysis.


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CONCLUSION


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CONCLUSION

Work-life balance is a broad concept including proper balance between workcareerand ambition

on the one hand and "life" Health,pleasure, leisure, family and spiritual development on the other.

Related, though broader, terms include "lifestyle balance" and "life balance. Work life balance is

about the challenges that face individual when they are trying to hold paid work and home in

domestic life in balance

This market survey of report reveals that the HDFC bank provides control interruptions and

distractions, employees get enough time to sleep, they get proper incentives. I concluded that the

assumption taken in the report proved to be effective as the HDFC bank follows the practices to

balance work life of female employees.

After the study I concluded that maximum no. of employees feel depressed, manage stress from

music, frustrated after working hours, not get enough time to sleep & exercise that means an

organization provide various methods to balance work life.
http://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Ambitionhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Pleasurehttp://en.wikipedia.org/wiki/Leisurehttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Spiritualityhttp://en.wikipedia.org/wiki/Careerhttp://en.wikipedia.org/wiki/Ambitionhttp://en.wikipedia.org/wiki/Healthhttp://en.wikipedia.org/wiki/Pleasurehttp://en.wikipedia.org/wiki/Leisurehttp://en.wikipedia.org/wiki/Familyhttp://en.wikipedia.org/wiki/Spirituality


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BIBLIOGRAPHY


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BIBLIOGRAPHY

BOOKS:

Kothari C.R., Research Methodology- Methods and techniques, new age international

publishers, 2007, 2nd edition, pp. 26, 95, 111.

K Aswathappa,Human Resource Management, TMH Publication, New Delhi, Edition

5th, 2000.

WEBLIOGRAPHY

http://en.wikipedia.org/wiki/Work%E2%80%93life_balance

http://www.worklifebalance.com/worklifebalancedefined.html

http://business.salary.com/most-female-employees-are-work-life-balanced/

www.hdfcbank.com
http://en.wikipedia.org/wiki/Work%E2%80%93life_balancehttp://www.worklifebalance.com/worklifebalancedefined.htmlhttp://business.salary.com/most-female-employees-are-work-life-balanced/http://en.wikipedia.org/wiki/Work%E2%80%93life_balancehttp://www.worklifebalance.com/worklifebalancedefined.htmlhttp://business.salary.com/most-female-employees-are-work-life-balanced/


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ANNEXURE


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ANNEXURE

Dear respondent,

I am the student of TMU (Moradabad) conducting a survey on A STUDY OF

WORK LIFE BALANCE OF FEMALE EMPLOYEE WITH REFRENCE TO HDFC BANK AT

MORADABAD. Kindly spare few minutes to fill up this questionnaire. Any information

provided by you will be used for academic purpose only.

Name:

Age:

Gender

Occupation

Location

Contact No.

1. Do you generally feel you are able to balance work-life?

a. YES

b. NO

2. Do you suffer from any stress related diseases?

a. HYPERTENSION

b. DIABETES

c. HEADACHE

d. OTHERS


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3. Do you find yourself thinking about work instead of focusing on home/pleasure activities?

a. Yes

b. No

4. What does your organization do to manage work life balance?

a. Flexible hours

b. Less pressure on work

c. Equal division of work

5. Do you get enough time to sleep, exercise?

a. Yes

b. No

6. Are you satisfied with the practices of work life balance followed by HDFC bank?

a. Yes

b. No

7. Do you feel tired or depressed because of work?

a. RARELY

b. MOSTLY

c. SOMETIMES

8. Do you frustrate after working hours?

a. Yes

b. No


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9. How do you manage stress arising from your work?

a. YOGA

b. DANCE

c. MUSIC

10. Do you ever miss out any special occasion with your family or friends because of pressure

of work?

a. NEVER

b. OFTEN

c. SOMETIMES

d. ALWAYS


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THE END

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