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

33

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.

34

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.

36

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.

52

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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