1.

1 OVERVIEW OF BANKING INDUSTRY

The banking section will navigate through all the aspects of the Banking System in India. It will discuss upon the matters with the birth of the banking concept in the country to new players adding their names in the industry in coming few years. The banker of all banks, Reserve Bank of India (RBI), the Indian Banks Association (IBA) and top 20 banks like IDBI, HSBC, ICICI, ABN AMRO, etc. has been well defined under three separate heads with one page dedicated to each bank. However, in the introduction part of the entire banking cosmos, the past has been well explained under three different heads namely:

History of Banking in India Nationalization of Banks in India Scheduled Commercial Banks in India

The first deals with the history part since the dawn of banking system in India. Government took major step in the 1969 to put the banking sector into systems and it nationalized 14 private banks in the mentioned year. This has been elaborated in Nationalization Banks in India. The last but not the least explains about the scheduled and unscheduled banks in India. Section 42 (6) (a) of RBI Act 1934 lays down the condition of scheduled commercial banks. The descriptions along with a list of scheduled commercial banks are given on this page.

HISTORY OF BANKING IN INDIA Without a sound and effective banking system in India it cannot have a healthy economy. The banking system of India should not only be hassle free but it should be able to meet new challenges posed by the technology and any other external and internal factors. For the past three decades India's banking system has several outstanding achievements to its credit. The most striking is its extensive reach. It is no longer confined to only metropolitans or cosmopolitans in India. In fact, Indian banking system has reached even to the remote corners of the country. This is one of the main reasons of India's growth process. The government's regular policy for Indian bank since 1969 has paid rich dividends with the nationalization of 14 major private banks of India.

Not long ago, an account holder had to wait for hours at the bank counters for getting a draft or for withdrawing his own money. Today, he has a choice. Gone are days when the most efficient bank transferred money from one branch to other in two days. Now it is simple as instant messaging or dial a pizza. Money have become the order of the day. The first bank in India, though conservative, was established in 1786. From 1786 till today, the journey of Indian Banking System can be segregated into three distinct phases. They are as mentioned below: Early phase from 1786 to 1969 of Indian Banks Nationalization of Indian Banks and up to 1991 prior to Indian banking sector Reforms. New phase of Indian Banking System with the advent of Indian Financial & Banking Sector

Reforms after 1991. To make this write-up more explanatory, I prefix the scenario as Phase I, Phase II and Phase III. Phase I The General Bank of India was set up in the year 1786. Next came Bank of Hindustan and Bengal Bank. The East India Company established Bank of Bengal (1809), Bank of Bombay (1840) and Bank of Madras (1843) as independent units and called it Presidency Banks. These three banks were amalgamated in 1920 and Imperial Bank of India was established which started as private shareholders banks, mostly Europeans shareholders. In 1865 Allahabad Bank was established and first time exclusively by Indians, Punjab National Bank Ltd. was set up in 1894 with headquarters at Lahore. Between 1906 and 1913, Bank of India, Central Bank of India, Bank of Baroda, Canara Bank, Indian Bank, and Bank of Mysore were set up. Reserve Bank of India came in 1935. During the first phase the growth was very slow and banks also experienced periodic failures between 1913 and 1948. There were approximately 1100 banks, mostly small. To streamline the functioning and activities of commercial banks, the Government of India came up with The Banking Companies Act, 1949 which was later changed to Banking Regulation Act 1949 as per amending Act of 1965 (Act No. 23 of 1965). Reserve Bank of India was vested with extensive powers for the supervision of banking in India as the Central Banking Authority. During those days public has lesser confidence in the banks. As an aftermath deposit mobilization was slow. Abreast of it the savings bank facility provided by the Postal department was comparatively safer. Moreover, funds were largely given to traders.

Phase II Government took major steps in this Indian Banking Sector Reform after independence. In 1955, it nationalized Imperial Bank of India with extensive banking facilities on a large scale especially in rural and semi-urban areas. It formed State Bank of India to act as the principal agent of RBI and to handle banking transactions of the Union and State Governments all over the country. Seven banks forming subsidiary of State Bank of India was nationalized in 1960 on 19th July, 1969, major process of nationalization was carried out. It was the effort of the then Prime Minister of India, Mrs. Indira Gandhi. 14 major commercial banks in the country was nationalized. Second phase of nationalization Indian Banking Sector Reform was carried out in 1980 with seven more banks. This step brought 80% of the banking segment in India under Government ownership. The following are the steps taken by the Government of India to Regulate Banking Institutions in the Country: 1949: Enactment of Banking Regulation Act. 1955: Nationalization of State Bank of India. 1959: Nationalization of SBI subsidiaries. 1961: Insurance cover extended to deposits. 1969: Nationalization of 14 major banks. 1971: Creation of credit guarantee corporation. 1975: Creation of regional rural banks. 1980: Nationalization of seven banks with deposits over 200 crore.

After the nationalization of banks, the branches of the public sector bank India rose to approximately 800% in deposits and advances took a huge jump by 11,000%. Banking in the sunshine of Government ownership gave the public implicit faith and immense confidence about the sustainability of these institutions. Phase III This phase has introduced many more products and facilities in the banking sector in its reforms measure. In 1991, under the chairmanship of M Narasimham, a committee was set up by his name which worked for the liberalization of banking practices.

The country is flooded with foreign banks and their ATM stations. Efforts are being put to give a satisfactory service to customers. Phone banking and net banking is introduced. The entire system became more convenient and swift. Time is given more importance than money. The financial system of India has shown a great deal of resilience. It is sheltered from any crisis triggered by any external macroeconomics shock as other East Asian Countries suffered. This is all due to a flexible exchange rate regime, the foreign reserves are high, the capital account is not yet fully convertible, and banks and their customers have limited foreign exchange exposure.

1.2 INDIAN BANKING INDUSTRY

In India the banks are being segregated in different groups. Each group has their own benefits and limitations in operating in India. Each has their own dedicated target market. Few of them only work in rural sector while others in both rural as well as urban. Many even are only catering in cities. Some are of Indian origin and some are foreign players. All these details and many more is discussed over here. The banks and its relation with the customers, their mode of operation, the names of banks under different groups and other such useful informations are talked about. One more section has been taken note of is the upcoming foreign banks in India. The RBI has shown certain interest to involve more of foreign banks than the existing one recently. This step has paved a way for few more foreign banks to start business in India. Major Banks in India Indian Overseas Bank

ABN-AMRO Bank American Express Bank Andhra Bank Allahabad Bank Bank of Baroda Bank of India Bank of Maharastra Bank of Punjab Bank of Rajasthan Bank of Ceylon BNP Paribas Bank Canara Bank Catholic Syrian Bank Central Bank of India Centurion Bank

Abu Dhabi Commercial Bank

IndusInd Bank ING Vysya Bank Jammu & Kashmir Bank JPMorgan Chase Bank Karnataka Bank Karur Vysya Bank Laxmi Vilas Bank Oriental Bank of Commerce Punjab National Bank Punjab & Sind Bank Scotia Bank South Indian Bank Standard Chartered Bank State Bank of India (SBI) State Bank of Bikaner & Jaipur State Bank of Hyderabad State Bank of Indore State Bank of Mysore State Bank of Saurastra State Bank of Travancore
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China Trust Commercial Bank Citi Bank City Union Bank Corporation Bank Dena Bank

Deutsche Bank Development Credit Bank Dhanalakshmi Bank Federal Bank HDFC Bank HSBC ICICI Bank IDBI Bank Indian Bank

Syndicate Bank Taib Bank UCO Bank Union Bank of India United Bank of India United Bank Of India United Western Bank UTI Bank

PUBLIC SECTOR BANKS Among the Public Sector Banks in India, United Bank of India is one of the 14 major banks, which were nationalized on July 19, 1969. Its predecessor, in the Public Sector Banks, the United Bank of India Ltd., was formed in 1950 with the amalgamation of four banks viz. Camilla Banking Corporation Ltd. (1914), Bengal Central Bank Ltd. (1918), Camilla Union Bank Ltd. (1922) and Hooghly Bank Ltd.(1932). Oriental Bank of Commerce (OBC), Government of India Undertaking offers Domestic, NRI and Commercial banking services. OBC is implementing a GRAMEEN PROJECT in Dehradun District (UP) and Hanumangarh District (Rajasthan) disbursing small loans. This Public Sector Bank India has implemented 14 point action plan for strengthening of credit delivery to women and has designated 5 branches as specialized branches for women entrepreneurs. The following are the list of Public Sector Banks in India Allahabad Bank Andhra Bank Bank of Baroda Bank of India Bank of Maharastra Canara Bank Central Bank of India Corporation Bank Dena Bank Indian Bank Indian Overseas Bank
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Oriental Bank of Commerce Punjab & Sind Bank Punjab National Bank Syndicate Bank UCO Bank Union Bank of India United Bank of India Vijaya Bank

PRIVATE SECTOR BANKS: Private banking in India was practiced since the beginning of banking system in India. The first private bank in India to be set up in Private Sector Banks in India was IndusInd Bank. It is one of the fastest growing Private Sector Banks in India. IDBI ranks the tenth largest development bank in the world as Private Banks in India and has promoted world class institutions in India. The first Private Bank in India to receive an in principle approval from the Reserve Bank of India was Housing Development Finance Corporation Limited, to set up a bank in the private sector banks in India as part of the RBI's liberalization of the Indian Banking Industry. It was incorporated in August 1994 as HDFC Bank Limited with registered office in Mumbai and commenced operations as Scheduled Commercial Bank in January 1995. ING Vysya, yet another Private Bank of India was incorporated in the year 1930. Bangalore has a pride of place for having the first branch inception in the year 1934. With successive years of patronage and constantly setting new standards in banking, ING Vysya Bank has many credits to its account. List of Private Banks in India

Bank of Punjab Bank of Rajasthan Catholic Syrian Bank Centurion Bank City Union Bank Dhanalakshmi Bank Development Credit Bank Federal Bank HDFC Bank
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ICICI Bank IDBI Bank IndusInd Bank ING Vysya Bank Jammu & Kashmir Bank Karnataka Bank Karur Vysya Bank Laxmi Vilas Bank South Indian Bank United Western Bank

The Indian banking market is growing at an astonishing rate, with Assets expected to reach US$1 trillion by 2010. An expanding economy, middle class, and technological innovations are all contributing to this growth. The countrys middle class accounts for over 320 million People. In correlation with the growth of the economy, rising income levels, increased standard of living, and affordability of banking products are promising factors for continued expansion. The Indian banking market is growing at an astonishing rate, with Assets expected to reach US$1 trillion by 2010. An expanding economy, middle class, and technological innovations are all contributing to this growth.

The Indian banking Industry is in the middle of an IT revolution, Focusing on the expansion of retail and rural banking. Players are becoming increasingly customer - centric in
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their approach, Banks are

which has resulted in innovative methods of offering new banking products and services.

now realizing mergers

the importance of being a big player and are beginning to focus their attention on

and acquisitions to take advantage of economies of scale and/or comply with Basel II

regulation. Indian banking industry assets are expected to reach US$1 trillion by 2010 and are poised to receive a greater infusion of foreign capital, says Prathima Rajan, analyst in Celent's banking group and author of the report. The banking industry should focus on having a small number of large players that can compete globally rather than having a large number of fragmented players."

1.3 OBJECTIVES
1. To analyze the need of employee engagement. 2. To study the various aspects of employee engagement. 3. To study the employee engagement practices in ICICI banks. 4. To study the factors affecting employee engagement.

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1.4 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problems. I may be understood as a science of how research is done scientifically. We studied the various steps that are generally adopted by a researcher in study his research problem along with the logic behind them. It is necessary for the researcher to know not only the research method or techniques but also research methodology. Research methodology is referring to a search for knowledge. Research is thus an original contribution to the existing stock of knowledge making for its advancement. It is the persuade of truth with the help of study. Types of research: Descriptive Explanatory Exploratory Data collection: Primary data Secondary data Primary data: It involves collecting data from its origin.

Secondary data:
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Using information that have already put together. RESEARCH DESIGN It is used in rigid, which involves specific guidelines to reach the financial result data is collected on specific parameters. ANALYSIS OF DATA Data collected from various sources is, tabulated & analyzed using various tools like ratios & financial analysis. My study is based on secondary data collected from internet, newspaper, article etc. and are exploratory and Descriptive in nature

2.1 HISTORY
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ICICI Bank (formerly Industrial Credit and Investment Corporation of India). ICICI Limited was established in 1955 by the World Bank, the Government of India and the Indian Industry, for the promotion of industrial development in India by giving project and corporate finance to the industries in India. ICICI Bank has grown from a development bank to a financial conglomerate and has become one of the largest public financial institutions in India. ICICI Bank has financed all the major sectors of the economy, covering 6,848 companies and 16,851 projects. As of March 31, 2000, ICICI had disbursed a total of Rs.1,13,070 crores, since inception. ICICI Bank is India's second-largest bank with total assets of about Rs. 2,513.89 bn (US$ 56.3 bn) at March 31, 2006 and profit after tax of Rs. 25.40 bn (US$ 569 mn) for the year ended March 31, 2006 (Rs. 20.05 bn (US$ 449 mn) for the year ended March 31, 2005). ICICI Bank has a network of about 614 branches and extension counters and over 2,200 ATMs. ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. ICICI Bank set up its international banking group in fiscal 2002 to cater to the cross border needs of clients and leverage on its domestic banking strengths to offer products internationally. ICICI Bank (BSE: ICICI) ( Industrial Credit and Investment Corporation of India ) is India's largest private sector bank in market capitalization and second largest overall in terms of assets. Bank has total assets of about USD 100 billion (at the end of March 2008), a network of over 1,491 branches, 22 regional offices and 49 regional processing centers, about 4,485 ATMs (at the end of September 2008), and 24 million customers (at the end of July 2007). ICICI Bank offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and specialized subsidiaries and affiliates in the areas of investment banking, life and non-life insurance, venture capital and asset management. (These data are dynamic.) ICICI Bank is also the largest issuer of credit cards in India. ICICI Bank has got its equity shares listed on the stock exchanges at Kolkata and Vadodara, Mumbai and the National Stock Exchange of India Limited, and its ADRs on the New York Stock Exchange (NYSE). The Bank is expanding in overseas markets and has the largest international balance sheet among Indian banks. ICICI Bank now has wholly-owned subsidiaries, branches and representatives offices in 18 countries, including an offshore unit in Mumbai. This includes wholly owned subsidiaries in Canada, Russia and the UK, offshore banking units in Bahrain and Singapore, an advisory branch in Dubai,
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branches in Belgium, Hong Kong and Sri Lanka, and representative offices in Bangladesh, China, Malaysia, Indonesia, South Africa, Thailand, the United Arab Emirates and USA. Overseas, the Bank is targeting the NRI (Non-Resident Indian) population in particular. ICICI reported a 1.15% rise in net profit to Rs. 1,014.21 crore on a 1.29% increase in total income to Rs. 9,712.31 crore in Q2 September 2008 over Q2 September 2007. The bank's current and savings account (CASA) ratio increased to 30% in 2008 from 25% in 2007. ICICI Bank currently has subsidiaries in the United Kingdom, Russia and Canada, branches in Singapore, Bahrain, Hong Kong, Sri Lanka and Dubai International Finance Center and representative offices in the United States, United Arab Emirates, China, South Africa and Bangladesh. Our UK subsidiary has established a branch in Belgium. ICICI Bank is the most valuable bank in India in terms of market capitalization. ICICI Bank's equity shares are listed in India on the Bombay Stock Exchange and the National Stock Exchange of India Limited and its American Depositary Receipts (ADRs) are listed on the New York Stock Exchange (NYSE). ICICI Bank has formulated a Code of Business Conduct and Ethics for its Directors and employees. At June 5, 2006, ICICI Bank, with free float market capitalization of about Rs. 480.00 billion (US$ 10.8 billion) ranked third amongst all the companies listed on the Indian stock exchanges. ICICI Bank was originally promoted in 1994 by ICICI Limited, an Indian financial Institution, and was its wholly owned subsidiary. ICICI's shareholding in ICICI Bank was reduced to 46% through a public offering of shares in India in fiscal 1998, an equity offering in the form of ADRs listed on the NYSE in fiscal 2000, ICICI Bank's acquisition of Bank of Madura Limited in an all-stock amalgamation in fiscal 2001, and secondary market sales by ICICI to institutional investors in fiscal 2001 and fiscal 2002. ICICI was formed in 1955 at the initiative of The World Bank, the Government of India and representatives of Indian industry. The principal objective was to create a development financial institution for Providing medium-term and long-term project financing to Indian businesses. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial service group offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and
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ICICI Bank in January 2002, by the High Court of Gujarat at Ahmadabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. Consequent to the merger, the ICICI group's financing and banking Operations, both wholesale and retail, have been integrated in a single entity. Free float holding excludes all promoter holdings, strategic investments and Cross holdings among public sector entities.

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2.2 BUSINESS OBJECTIVES

Vision To be the leading provider of financial services in India and a major global bank. Mission We will leverage our people, technology, speed and financial capital to: be the banker of first choice for our customers by delivering high quality, world-class service. Expand the frontiers of our business globally. Play a proactive role in the full realization of Indias potential. Maintain a healthy financial profile and diversify our earnings across businesses and geographies. Maintain high standards of governance and ethics. Contribute positively to the various countries and markets in which we operate. Create value for our stakeholders.

Product and Services Service and banking of ICICI bank categorized in to personal banking, business banking and NRI banking services. Personal banking- Deposit in form of saving, recurring, term deposit, senior citizen deposit and children depository account are there for individual customer can also avail of their housing, automobile, farm equipment, business or personal loan scheme. Personal client can also invest in mutual funds and participate in stock trading through ICICI bank. Business banking Business banking services of ICICI Bank are exhaustive. Project financing, deal assessment, and land evaluation are investment banking services offered to corporate clients. Global trade and cash management transaction services facilitate remittances and receipts across important cities. Capital market and custodial services enable business houses to participate in equity trading and transfer across major stock markets of world.

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2.3 COMPETITOR
The main competitor of is ICICI bank is SBI because this bank is totally taken by government after this bank HDFC bank is the main competitor of ICICI bank .There are different types of segment operation semment, investment and services, demat and NRI services.The competitor from the operation segment are State Bank of India(SBI), Axis, Housing Development and Financial corporation(HDFC) etc.From the investment And service sector HDFC standard life insurance corporation, Bharati Axa life insurance ,Reliance Life Insurance Corporation, Max new work life insurance SBI Life insurance,Life Insurance Corporation of India.In demat section India bull,Anangram,SBI,HDFC,India Infoline are the main competitor of ICICI bank.In the NRI service section the Western Union bank is the main competitor of ICICI bank.There are some other company who also compete with the ICICI bank After the SBI the HDFC bank is the main competitor of ICICI bank. HDFC Bank Ltd. is a commercial bank of India, incorporated in August 1994, after the Reserve Bank of India allowed establishing private sector banks. The Bank was promoted by the Housing Development Finance Corporation, a premier housing finance company (set up in 1977) of India. HDFC Bank has 1,500 branches and over 2,890 ATMs, in 530 cities in India, and all branches of the bank are linked on an online real-time basis. As of September 30, 2008 the bank had total assets of INR 1006.82 billion. State Bank of India is the largest bank in India. It is also, measured by the number of branch offices and employees, the second largest bank in the world.[citation needed] The bank traces its ancestry back through the Imperial Bank of India to the founding in 1806 of the Bank of Calcutta, making it the oldest commercial bank in the Indian Subcontinent. The Government of India nationalised the Imperial Bank of India in 1955, with the Reserve Bank of India taking a 60% stake, and renamed it the State Bank of India. In 2008, the Government took over the stake held by the Reserve Bank of India.SBI provides a range of banking products through its vast network in India and overseas, including products aimed at NRIs. With an asset base of $126 billion and its reach, it is a regional banking behemoth. SBI has laid emphasis on reducing the huge manpower through Golden handshake schemes and computerizing its operations.The State Bank Group, with over 16000 branches , has the largest branch network in India. It has a market share among Indian commercial banks of about 20% in deposits and advances, and SBI accounts for almost one-fifth of the nations loans.There are some other banks which gives challenging some how in the banking and service sectorthey are: Allahabad Bank Andhra Bank Bank of Baroda
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Bank of India Bank of Maharashtra Canara Bank Central Bank of India Corporation Bank Dena Bank IDBI Bank Indian Bank Indian Overseas Bank Oriental Bank of Commerce Punjab & Sind Bank Punjab National Bank Syndicate Bank UCO Bank Union Bank of India United Bank of India Vijaya Bank

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2.4 ENVIRONMENT & TECHNOLOGY

ENVIRONMENT An employer the bank extends a lot of authority along with justified accountability to you. The working culture is very collaborative in nature. It can be owed to the fact that the bank is highly segmented with a lot of overlapping and mostly distinct roles and responsibility.ICICI Bank has established itself as a one stop solution (Universal Bank) for all financial need of individuals and institutions alike. The credit for the same can be attributed to its vast network, probably the largest among private sector banks.This makes the life of an employee a lot easier, especially for those who face the external customers. You do not have to justify your organization, it is only the product that has to be pitched. As far as employee benefits are concerned, ICICI Bank offers a lot of financial benefits ranging from your family health insurance to your kids school donations. The organization is sensitive to the needs of its employees as this quality is one of the building blocks (DNA) of the organizational culture. The organization will be giving you enough flexibility to innovate and come-up with new ideas. It will also exhibit its in terms of well laid systems, processes and infrastructure. It will extend a fast track growth for those with extraordinary talent at the same time offer stability to those who are able to deliver satisfactorily.Overall, I would say its a lifetime experience to work with such a behemoth organization. It might not be the best paymaster but it definitely will impress you with its capability as the head master (Principal) of banking industry.there are huge competition between the eployee to achieve theo goal. TECHNOLOGY ICICI use many type of advance technological software like Pinnacle 7.0 and Pinnacle7.016.Among from this software ICICI bank uses the e-banking, core banking, mobile banking electronic display sy ICICI Bank was using Teradata for its data warehouse. However, due to its proprietary hardware, the cost of procurement, upgrades and administration was soaring. The closed box architecture of Teradata imposed restrictions on scalability. Secondly, querying and loading could not happen simultaneously. Queries could only be run during business hours because the loading of data had to take place during off-business hours. This meant that the refresh rate of EDW was delayed, so queries may not reflect the most current data. ICICI Bank was also dependent on Teradata for support and other activities: The bank was completely tied down to that solution. These issues compelled ICICI Bank to look for more efficient and flexible solutions. The solution would have to address not only current issues, but accommodate future growth expectations and business requirements. ICICI Bank evaluated numerous data warehousing solutions in the pursuit of solving its issues, and developed a shortlist of alternatives for its migration proof-of-concept: Sybase, SAS and
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Netezza. The primary criteria for evaluation was the price-to-performance ratio where Sybase IQ emerged the clear winner. During this rigorous testing, Sybase IQ delivered faster results on independent hardware and operating systems with minimum infrastructure. Commending the improvements achieved, Amit Sethi, Joint General Manager, ICICI bank says, "What impressed us wasthat even with overall lower costs, we could achieve significantly better query performanceafter implementing the Sybase enterprise warehouse solution." ICICI Infotech today launched an enterprise resource planning (ERP) solution for the small and medium enterprises. The ERP package - Orion Advantage - comes bundled with an HP dual processor Xeon server, Oracle 9i database, Windows 2003 server and costs about Rs 9.90 lakh and has a 15-user license. An ERP package helps a manufacturer or any other business implementing it to manage all the important parts in the company such as product planning, parts purchasing, maintaining inventory and interacting with suppliers and customers. ICICI Infotech officials told a press conference here today that Orion Advantage offered a set of business practice solutions for industry segments such as engineering, auto ancillary, pharmaceuticals, chemicals and IT distribution. Besides the cost advantage, the ERP package also came pre-configured. ICICI Infotech had mapped the processes specific to each industry segment into the package. Mr. Manoj Kunkalienkar, Executive Director and President, ICICI Infotech, said that small and medium enterprises (SMEs) offered a good market and ICICI Infotech hoped to become a leading solution provider to this segment. Mr. R.K. Kanthi, Deputy General Manager, ICICI Infotech, said there was no ERP package for the SMEs that bundled the server, database and operating system right now. That was the advantage ICICI Infotech offered to SMEs as Orion Advantage came bundled and pre-configured. Besides the high cost of generic ERP packages, their implementation time as far as SMEs were concerned was also long. Orion Advantage could be installed in 45 days. ICICI Infotech had signed up six customers so far for the package and hoped to garner a 15 per cent market share of the SME segment, whose number in the country was estimated at 2.30 lakh. Mr. K.S. Natarajan, Managing Director, Trident Pneumatics Pvt Ltd of Coimbatore, one of the companies that had installed Orion Advantage, said that the company had tried three other ERP packages, all of which had failed, before settling on Orion Advantage. Mr Kunkalienkar said that ICICI Infotech planned to move the two development centers in Chennai into a single location and double the staff strength from 300 now in the next two years. The Chennai centers were involved in research and development of Orion ERP solutions and Premia, an insurance package.

2.5 S.W.O.T. ANALYSIS OF ICICI BANK

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Introduction to SWOT Analysis. The overall evaluation of the companys Strength, Weakness, Opportunities and Threats is called as SWOT Analysis. The external environment analysis of any business will give you the opportunities and threats facing the business. The external environment consists of two parts: 1) Macro Environment: Demographic, Economic, Technology, Political-legal, Socio-cultural 2) Micro Environment: Customers, Competition, Distributors, Suppliers. The Internal Environment Analysis will give you the strength and weakness of the business. STRENGTH Right strategy for the right products. Superior customer service vs. competitors. Great Brand Image Products have required accreditations. High degree of customer satisfaction. Good place to work Lower response time with efficient and effective service. Dedicated workforce aiming at making a long-term career in the field. OPPORTUNITIES Profit margins will be good. Could extend to overseas broadly. New specialist applications. Could seek better customer deals. industry-wide basis. developing techniques to provide added-value services. THREATS Legislation could impact. Great risk involved. Very high competition prevailing in the industry. competitors constrain investment. High volume/low cost market is intensely competitive. WEAKNESSES Some gaps in range for certain sectors. Customer service staff needs training. Processes and systems, etc Management cover insufficient. Sectoral growth is constrained by low unemployment levels and competition staff for

Fast-track career development opportunities on an Vulnerable to reactive attack by major An applied research centre to create opportunities for Lack of infrastructure in rural areas could

3.1 INTRODUCTION OF EMPLOYEE ENGAGEMENT

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Employee engagement is a relatively new term in HR literature and really started to come to prominence from 2000 onwards. Melcrum Publishing (2005) found that from a global survey of over 1,000 communication and HR practitioners 74% began to formally focus on the issue between 2000 and 2004. Employee Engagement is the extent to which workforce commitment, both emotional and intellectual, exists relative to accomplishing the work, mission, and vision of the organization. Engagement can be seen as a heightened level of ownership where each employee wants to do whatever they can for the benefit of their internal and external customers, and for the success of the organization as a whole. The fast pace of technological advancement, rising complexities of managing businesses, pressures to become world class organizations and relative scarcity of people with Critical skills have resulted in problems of attracting, retaining and utilizing talent in most organizations globally. In the changed business scenario, it is being increasingly realized that organizations can gain and maintain competitive edge through people as creators of assets. It is precisely to that end that employee engagement assumes significance as a way of managing people in organizations because engaged employees are believed to deliver high quality/committed service and they form work teams that produce high quality results. The present study is an attempt to assess the engagement levels of managers as also to find out the factors that influence employee engagement. Employee Engagement is the level of commitment and involvement an employee has toward his organization. It is the positive attitude held by the employees towards the organizations and its values. Kahn (1990) has defined personal engagement as the harnessing of organizations members selves to their work roles; it means to psychologically present when occupying and performing an organizational role. Engagement is all about having a psychological commitment towards the assigned task, which is clearly reflected in his/her dedication towards the work. Human capital can provide a competitive advantage to any organization. In today highly competitive scenario, companies can achieve exemplary levels of performance only when employees exhibit unwavering commitment towards their tasks. Higher productivity, reliability, higher self motivation, confidence to express new ideas, organizational loyalty, employee turnover, lower absenteeism and higher levels of customer approval and service quality are some of the characteristics of a wholly engaged employee. Engagement is a state where an individual is, not only intellectually committed, but also has a great emotional attachment with his/her job that goes above and beyond the call of duty, so as to further the interest of the company .An engaged employee shows a lot of enthusiasm towards his work and is happy about his work and above all cares for the future of the organization. In today highly competitive work environment, such engaged employees as act as valuable assets, which ultimately lead to increase in the business performance and lower staff turnover. Three levels of engagement:
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Engaged employees who work with passion and feel a profound connection to their organization.

They drive innovation and move the organization forward. Not engaged employees who attend and participate at work but are timeserving and put no passion or energy into their work; and. Disengaged employees who are unhappy at work and who act out their Unhappiness at work. According to, these employees undermine the Work of their engaged colleagues on a daily basis. ICICI Bank ICICI Bank Limited (NSE: ICICIBANK,BSE: 532174, NYSE: IBN) is an Indian diversified financial services company headquartered in Mumbai, Maharashtra. It is the second largest bank in India by assets and third largest by market capitalization. It offers a wide range of banking products and financial services to corporate and retail customers through a variety of delivery channels and through its specialized subsidiaries in the areas of investment banking, life and non-life insurance, venture capital and asset management. The Bank has a network of 2,772 branches and 9,364 ATM's in India, and has a presence in 19 countries, including India. The bank has subsidiaries in the United Kingdom, Russia, and Canada; branches in United States, Singapore, Bahrain, Hong Kong, Sri Lanka, Qatar and Dubai International Finance Centre; and representative offices in United Arab Emirates, China, South Africa, Bangladesh, Thailand, Malaysia and Indonesia. The company's UK subsidiary has established branches in Belgium and Germany. ICICI Bank is one of the Big Four banks of India, along with State Bank of India, Punjab National Bank and Canara Bank. Corporate History ICICI Bank was established in 1994 by the Industrial Credit and Investment Corporation of India, an Indian financial institution, as a wholly owned subsidiary. The parent company was formed in 1955 as a joint-venture of the World Bank, India's public-sector banks and public-sector insurance companies to provide project financing to Indian industry. The bank was initially known as the Industrial Credit and Investment Corporation of India Bank, before it changed its name to the abbreviated ICICI Bank. The parent company was later merged into ICICI Bank. ICICI Bank launched internet banking operations in 1998. ICICI's shareholding in ICICI Bank was reduced to 46 percent, through a public offering of shares in India in 1998, followed by an equity offering in the form of American Depositary Receipts on the NYSE in 2000. ICICI Bank acquired the Bank of Madura Limited in an all-stock deal in 2001, and sold additional stakes to institutional investors during 2001-02. In the 1990s, ICICI transformed its business from a development financial institution offering only project finance to a diversified financial services group, offering a wide variety of products and services, both directly and through a number of subsidiaries and affiliates like ICICI Bank. In 1999, ICICI become
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the first Indian company and the first bank or financial institution from non-Japan Asia to be listed on the NYSE. In 2000, ICICI Bank became the first Indian bank to list on the New York Stock Exchange with its five million American depository shares issue generating a demand book 13 times the offer size. In October 2001, the Boards of Directors of ICICI and ICICI Bank approved the merger of ICICI and two of its wholly owned retail finance subsidiaries, ICICI Personal Financial Services Limited and ICICI Capital Services Limited, with ICICI Bank. The merger was approved by shareholders of ICICI and ICICI Bank in January 2002, by the High Court of Gujarat at Ahmedabad in March 2002, and by the High Court of Judicature at Mumbai and the Reserve Bank of India in April 2002. In 2008, following the 2008 financial crisis, customers rushed to ATM's and branches in some locations due to rumors of adverse financial position of ICICI Bank. The Reserve Bank of India issued a clarification on the financial strength of ICICI Bank to dispel the rumors. Code of Conduct ICICI Bank has formulated a Code of Business Conduct and Ethics for its directors and employees. ICICI merge the bank of rajasthan (BOR) in 2010. RBI was critical of BOR's promoters not reducing their holdings in the company. BOR has been merged with ICICI Bank. ICICI paid Rs.3000 Crores for it. Each 118 shares of BOR will be converted into 25 shares of ICICI Bank. MODELLING of EMPLOYEE ENGAGEMENT:

The approach to employee engagement, stresses the importance of feeling valued and involved. as a key driver of engagement. Within this umbrella of feeling valued and involved there are a number of elements
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that have a varying influence on the extent to which the employee will feel valued and involved and hence engaged. This can be a useful pointer to organizations towards those aspects of working life that require serious attention if engagement levels are to be maintained or improved.

Old model was focused on developing tactics and methods by which to inform employees, or create awareness, of company news and objectives. However, the new model is based on engaging employees in the communication process in order to achieve the desired outcomes and thus build the business value. This is achieved by helping employees have a better idea of how what they do impacts upon the organization and by promoting behaviors that help achieve organizational objectives. It reports that the changes to employee communications are beginning to show solid results, with employee alignment and engagement scores improving. Interestingly, the communication budget has actually been reduced at the same time, illustrating that a more focused and thought through strategy can result in better value for money.

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presents a hierarchical model of engagement factors which illustrates the impact each level will have on the attraction, engagement and retention of talent. They propose a model with meaning at work at the apex, which they maintain is borne out by the research carried out into meaning at work. In this context, defines meaning at work as the situation where a job brings fulfillment for the employee, through the employee being valued, appreciated, having a sense of belonging and congruence with the organization and feel like they are making a contribution. In this model, as the hierarchy ascends and the organization successfully meets each of these engagement factors, the organization becomes more attractive to new potential employees and becomes more engaging to its existing staff.

3.2 FACTORS THAT AFFECT EMPLOYEE ENGAGEMENT

There is something to be said for tailoring programs to appeal to various demographics. Offering choices in your company's total rewards package is great. However it is important not to lose track of the workplace basics that cover everyone. There are 5 main factors that affect employee engagement regardless of age or other differences.

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Clear Goals Workers become more motivated and involved when they know where things are going. This is true on both a personal and a companywide level. The overall strategy for your business should be clear to each person from management all the way down to entry level employees. When everyone is on the same page, an atmosphere of teamwork is much easier to maintain. Individual goals should be challenging, but also realistic and flexible. Get your staff involved in setting the agenda for group achievements. This will encourage cooperation. People who feel needed are more likely to fully engage with their jobs. Effective Leadership Promoting the best people to positions of authority is crucial to maintaining morale. Managers and supervisors should know how to relate to employees compassionately while still commanding respect. You can choose those who have natural talent, but dont forget that training is still a necessity. Different departments may require different management styles, so be sure to match each leader and team carefully. Ensure policies are applied even headedly across the company so no group is seen as getting special treatment. People in authority must be held to high standards of integrity. Employees should be able to trust those who are making decisions that directly affect their lives. Honest Communication Excellent communication skills go hand in hand with the leadership qualities mentioned above. Workers cant be expected to fully commit unless they are given accurate information. Executives and HR staff must be on the same page about what announcements need to be shared with employees. In almost all cases, the more knowledgeable your workers are, the better decisions they can make. Presentation matters, so be sure information is distributed in a clear and positive way. Encourage participation in the form of feedback from employees. This exchange of ideas helps workers become more involved.

Compensation and Benefits People who feel their time is being recompensed appropriately are more likely to demonstrate good morale. Fair wages should be combined with benefits that make staying with your company the most attractive option. This is another area where asking your employees what they really want is important. Training and Development Opportunities for self-improvement are not just about promotions and pay raises. Many employees look forward to the chance to excel in a given field. Offering advanced training is one way to make sure
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workers stay interested in their jobs. Motivating people to try new things outside their normal area of expertise is also a great way to uncover latent talents. New approaches are needed to shift employee engagement even a few percentage points, yet the factors that need to be addressed remain the same. They are: Job Importance an employee needs to know how their job is important to the organization. Clarity of what is expected of them an employee needs to be very clear on what their manager expects of them. Career Advancement employees want to know that there is a fair and equitable system for career advancement and that, if they perform, they will be considered for advancement. Improvement and Reward employees want to make improvements to the organization and if they do, would like to be rewarded where possible (remuneration and a thank you). Regular Feedback employees want to know when they, the department and the organization are doing well or not so well. Good Relationship employees want to communicate with their manager. Even if the news is not good. Clear values employees want to know the values and behaviours that will be looked upon favourably, they dont want to be left in a vacuum to guess. Good Communications Tell me what is happening, I dont want to be the last to find out, I want to be included.

3.3 MEASURING EMPLOYMENT ENGAGEMENT

To measure employee engagement, organizations need to get the opinions of the employees in different ways. Employee opinion surveys can then be utilized to derive the Standardized engagement metrics. This is in addition to the official and unofficial meetings, workers focus groups, manager.s interviews and finally the performance measures, instrumental in assessing the employee engagement.

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As a part of measuring employee engagement, Gallup organization came up with questions directed to the employees. Such questions included what the employees expected in their work and whether their opinions at the work place seem to count. By measuring employee engagement, the employer shows his or her employees that he or she needs their feedback and thus they feel more valued and respected. Measuring employee engagement gives the employers the insights into which factors influence employee performance, satisfaction, loyalty and motivation. Engaging employees is crucial to satisfying and understanding the organizations customers. This has a measurable and direct impact on productivity, talent retention, financial results and customer satisfaction. When employees are listened to communication is enhanced and acting on their feedback improves effectiveness. A research conducted by Gallup showed that when employees are engaged in an organization they become, productive, safer, increased customer relationships, and stay longer in the company. Promoting engagement among the employees is done by leveraging the three sources of influence for chance; that is leaders, employees as well as organizational strategies and systems. Organizations must be willing to tap into the workers commitment, passion and their identification with the company. This can also be done through building trust between the employees and open communication. Some of the factors that are employed to engage and retain employees include; a culture of respect, mentoring and feedback, professional and advancement development, appropriate reward, effective leadership, job expectations, tools to finish work responsibilities and finally, motivation.

SIGNIFICANCE OF EMPLOYEE
ENGAGEMENT: Engagement is important for managers to cultivate given that disengagement or alienation is central to the problem of workers. Lack of commitment and motivation. Meaningless work is often associated with apathy and detachment from ones works. In such conditions, individuals are thought to be estranged from their selves. Other Research using a different resource of engagement (involvement and enthusiasm) has linked it to such variables as employee turnover, customer satisfaction loyalty, safety and to a lesser degree, productivity and profitability criteria. An organizations capacity to manage employee engagement is closely related to its ability to achieve high performance levels and superior business results. Some of the advantages of Engaged employees are:

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Engaged employees will stay with the company, be an advocate of the company and its products

and services, and contribute to bottom line business success. They will normally perform better and are more motivated. There is a significant link between employee engagement and profitability. They form an emotional connection with the company. This impacts their attitude towards the It builds passion, commitment and alignment with the organizations strategies and goals . Increases employees. trust in the organization Creates a sense of loyalty in a competitive environment . Provides a high-energy working environment Boosts business growth. Makes the employees effective brand ambassadors for the company. companys clients, and thereby improves customer satisfaction and Service levels.

Highly engaged employee will consistently deliver beyond expectations. In the workplace research on employee engagement have repeatedly asked employees whether they have the opportunity to do what they do best every day. While one in five employees strongly agree with this statement. Those work units scoring higher on this perception have substantially higher performance. Thus employee engagement is critical to any organization that seeks to retain valued employees. The Watson Wyatt consulting companies has been proved that there is an intrinsic link between employee engagement, customer loyalty, and profit-ability. As Organizations globalize and become more dependent on technology in a virtual working Environment, there is a greater need to connect and engage with employees to provide them with an organizational, identity.

EMPLOYEE ENGAGEMENT TRAINING IN ICICI BANK

1. a. b. c. d. 2. a. b. etc. c. d. e. Tie-up with IFMR ( Institute for Financial Management and Research), Chennai E-Learning based Training Functional Modules i.e. Product specific
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. Training is provided in 2 forms . Classroom Training . ICICI Learning Centre . E-Learning Modules . Compulsory Training Mandays to be completed . Classroom Training Conducted by in-house trainers Programs such as Managerial Effectiveness, Presentation Skills, Business Continuity Plan (BCP)

f. g. h. i. j. k. l. m. n. o.

Credit Cards Investment and Services Behavioral Modules Business Etiquettes Manager as a Facilitator Corporate Modules Five S, Six-Sigma etc. Induction Modules Know Your Customers (KYC Norms), Anti-Money Laundering etc Sprints i.e. short and fast product related training

3. Foreign Trips to Managers on meeting their targets within time 4. Yearly off-site for all Groups in India and Abroad e.g. Star Cruise Singapore, Goa etc. 5. Photography Competition 6. Occasional cricket matches organized 7. Holiday Homes 8. Regular discounts schemes at various restaurants, in malls, on goods and accessories e.g. camera, television etc. Movie Screenings Project Parties Hobby Centers Family Involvement Employee engagement builds passion, commitment Attracts more people like existing employees Creates a sense of loyalty Lowers attrition rate Increases productivity and improves morale Provides a high-energy working environment Improves overall organizational effectiveness Makes the employees effective brand ambassadors for the company.

EMPLOYEE ENGAGEMENTS ON THE PERFORMANCE OF EMPLOYEES

EMPLOYEE ENGAGEMENT APPROACHES FOR NEW EMPLOYEES

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Best practice recommends starting right at the selection or recruitment stage with: The right person and giving them a realistic job preview A strong induction and orientation program Rigorous training and development, from technical to soft skills to leadership Development program. Regular technical/soft-skill updates. Certification program to drive people towards excellent performance

Employee Engagement Approaches For All Employees : Beyond initial recruitment and induction, employee engagement activities can be broken into a number of groups. These include: Communications activities Reward schemes Activities to build the culture of the organizational Team building activities Leadership development activities

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3.4 EMPLOYEE ENGAGEMENT PROGRAMS IN ICICI

Organizations are focusing more and more on employee engagement programs and are taking initiatives to make their employees engaged. Employees and Their Families - Family Day Treating employees as a member of the company by giving a day off on their Birthday and universaries Provide play and Meditation courts for the employees to combat the work stress. Star of the Week or Month awards Employees Kids participating in Painting Competition Festival Celebration Diwali Dhamaka Yoga Session Self-Management Workshop Art of Living Create a culture of fun & spark at work Promote & recognize team performance, system adherence, Excellence in execution along with consequence management Evolve an employee friendly & business focused policies, Processes & systems with high degree of automation Strategies for employee engagement at ICICI Employee engagement strategy plays a vital role in motivating the performance levels of the workforce. A motivated employee will seek out ways to accomplish a task. He will look at contributing his best at every new opportunity that comes in his way. Such employees realise the connection between their contribution and the companys needs. Todays dynamic environment signifies that the nature of workforce is changing rapidly. A large number of staff today is young, energetic and tech savvy who are well-connected to their peers, friends and those who matter. Social media platforms with their user-friendly and interactive features that help transcend geographies and cultural boundaries have ensured that this generation stays constantly connected. Communicating with and engaging the tweeting and Facebook driven workforce is the new challenge. Both employer and employee have an active role to play in cultivating engagement. Mutual understanding of context, expectations and innovations is an essential first step even more necessary when there is a generational gap. Engagement has to be equal on both ends i.e the supervisor and employee. It is the key to retention of talent. The ever changing dynamics of the talent market have ensured that employers now compete for the best employees as well. Recent surveys have reported that to attract, recruit, train and

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retain the best talent is possibly the single biggest predictor of corporate success. The key ingredients of employee engagement are: The nature of work - Is it mentally stimulating day-to-day? Support - Does the employee feel supported by his line manager and colleagues? Recognition - Does the employee feel that his efforts are recognised and valued? Loyalty - Does the employee wants to stay with the company and develop their career? Advocacy - Is the employee willing to recommend their company to family and friends? Values - Does the employee feel that managers and colleagues walk the talk in terms of the companys values? Today most organizations are focusing on employee engagement initiatives. Some keep their employees engaged through learning and initiatives, some by practicing innovative HR initiatives and some others by passion. Some of the initiatives commonly undertaken by HR departments towards employee engagement are: On-boarding: When an employee joins the organization he needs to be exposed to the organizations policies and culture. There may be some fresh out of campuses that need to know the basics of communication skills and job related skills. During the induction program itself, they can be given an exposure about these aspects, skills sets and the expectations. The on-boarding event experience itself leaves a mark on the minds of the new recruits about the companys desire to enhance their skills. Learning and development events: The business practices and processes are changing. In this environment, there is an acute necessity for enhancing the skill levels of employees already discharging various functions. How quickly they adapt to the situation and new environment determines how fast the organization can move forward to bring changes. If these skill gaps are not filled, the organization will have to face a time lag which can hurt its business objectives. Some of the commonly used channels are seminars, workshops, short-term training programmes and MDPs. The training programmes should be so designed that the employees learning curve goes up and they should be able to take on new responsibilities or projects with higher competence level can be done through picnics, outward bound learning programmes, adventure activities, employee get-togethers, quiz competitions, annual days and sports events. For some of the events, family members may be invited. When family members see that the organization treats employees well and is keen to share good times, there is an automatic sense of bonding. It is important for an organization to know what drives its employees as they are the ones that own the companys success. While a company may invest all its energy and resources in making it the best place
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to work, employee values and passion must be connected and aligned towards company goals to achieve organizational success. The key to achieving excellence lies in ensuring that every employee has a passion to excel. Researchers have found that around 12 factors out of 35 different motivators influence employee work passion. These twelve factors including meaningful work, collaborations, autonomy, growth, task variety, performance expectations, feedback, workload balance, distributive fairness, procedural fairness, connectedness with leaders, and connectedness with colleagues drive work passion. These cognitions and feelings lead to a sense of either positive or negative well being that in turn leads to purpose to act. This intent to act is measured in five areas viz work commitment, organization commitment, willingness to put extra effort, employee retention, willingness to recommend the organization and its leaders to others. Engagement levels. The organizations which believe in increasing employee engagement levels concentrate on the following levels: Culture: It consists of a foundation of leadership, vision, values, effective communication, a strategic plan and HR policies that are focussed on the employee. Commitment - It is the foundation of engagement. Employees with high level of organizational commitment are willing to exert considerable effort for the organization and make discretionary contributions. Cooperation - It encompasses positive relationship among employees within a group. It is the inherent willingness of individuals working in a team to pull in the same direction and achieve organizational goals. Taking responsibility - Taking initiative and responsibility to become a part of the solutions is an important ingredient of engagement. For an employee to display loyalty towards his organization, the first thing he needs to do is to take responsibility. Taking responsibility refer to feeling empowered. Employees who feel empowered have a sense of belonging and excitement about their jobs, they feel engaged at an emotional level and are willing to give their best all the time. Advantages of engaged employees Employee engagement levels have a direct impact on an employees performance and consequently on the companys bottom-line. Engaged employees use their talent and strengths effectively at work every day to deliver high levels of performance consistently. At the same time, employees who are not engaged, not only erode the bottom-line with their lack of productivity, they also foster negativity at every opportunity, thus impacting team performance. Advantages: There is clear evidence that high level of employee engagement keenly correlates to individual, group and corporate performance in areas such as retention, turnover, productivity, customer service and loyalty. Some of the distinct advantages of engaged employees are:35

There is a significant link between employee engagement and profitability Engaged employees will stay with the company, be an advocate of the company and its products

and services, and contribute to bottom line business success. Creates a sense of loyalty in a competitive environment. Provides a high energy working environment. Engaged employees serve as a brand ambassador of the organization. They will perform better and are more motivated

Measuring employee engagement since the last few years, employee engagement and its measurement is in vogue. In fact there is a definite correlation between employee engagement and desired business results whether it is customer service, retaining talent, individual performance, business productivity or even company level financial performance. Employee engagement is displayed in many ways like change in attrition rate, growth in productivity and business and employee referrals. There are different methods used for measuring employee engagement like interviewing individuals or groups in person, by telephone or through webinar conferencing, to get data relevant to employee engagement. Some companies use focus groups to get perception, suggestions or feelings about employee engagement as the information gathered is qualitative and discussions are focussed. Some utilise surveys containing a series of specially designed questions intended to collect appropriate data from a particular group. Methods are in their place, however, some are of the view that engagement surveys do not measure engagement, their results only show outcomes of engagement and action plans only target satisfaction and happiness. However, measuring employee engagement is essential and is recommended to be performed at regular intervals to track the engagement contribution to a companys success. Effective ways suggested by ICICI to enhance Employee Engagement: The team leader should understand his members well. Do not assign anything which the employee would not find interesting. Effective communication enhances employee engagement. Make sure there is transparency in communication at all levels and everyone is aware of what is happening around him. The management must constantly motivate his employees. Cash prizes, trophies, gift vouchers, certificates are an effective way to motivate the employees and keep them engaged in their work. Give them a target and ask them to achieve that within a particular time frame to earn handsome incentives or lucrative prizes. This way, the employees would not waste their time and spend their maximum time working and aiming for the rewards.
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The team leader or the manager must be in constant dialogue with his team members. He should know what his team members are up to. Performance monitoring is important. The team members should be answerable to their immediate bosses. Be friendly with your team. Dont ask them to stay back late unnecessarily. They are likely to commit more mistakes and eventually lose interest in work. Let them go back home on time and enjoy their personal lives as well. Rejuvenation is essential for an individual to remain happy and stress free. More than a strict boss, be a mentor to them and stand by them always. Encourage your team members to think out of the box. Ask them do their work in a little different way than they normally do. The employees must put on their thinking caps at workplace and accomplish the task in the most innovative way. 25 Ways used by ICICI to Boost Employee Engagement 1. Invite successful teams to show off to upper management. 2. Ask peers to nominate and vote for employees of the month. 3. Start a staff appreciation program. Award points for positive traits. Points may be redeemed for small prizes or special privileges. 4. Plan a surprise achievement celebration for a staff member or team. 5. Pass on the praise. If you hear a positive remark about a person, repeat it to that person as soon as possible--perhaps via email. Copy managers and supervisors on such comments. 6. Publish a "kudos" column in your newsletter. Ask staff to submit kudos for their peers. 7. Call an employee to your office to thank them. 8. Set up a suggestion program. This can be as simple as setting up a suggestions box or as thorough as completing company-wide questionnaires 9. Express interest in your staff members' professional development. 10. Post and follow a large Celebration Calendar to celebrate employees' birthdays and employment anniversaries. 11. Hone your communication skills. Refer to employees by their first name. Listen actively and carefully to their thoughts. Even non-verbal communication can provide encouragement and recognition; when was the last time that an honest smile or strong handshake brightened your day? 12. Establish relationships between staff and upper management. One idea: send employees out to lunch with the company president. 13. Ask staff members to invent and vote on employee awards. 14. Mail thank you notes to employees who work long hours.

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15. Allow employees to select their next assignments. If you can allow employees to choose their work, they will be more engaged and dedicated. 16. Designate successful teams and employees as office consultants. 17. Include an employee in a "special meeting" they wouldn't otherwise attend 18. Recognize your employees' personal accomplishments. Did Joanne just finish running a marathon? Or has Jose donated gallons of blood to the Red Cross? Acknowledge them at the beginning of your next staff meeting. 19. Give employees an extra long lunch break on occasion. 20. Make your praise personal and creative. Give the rock-climbing fanatic a book on the world's top peaks with an inscription of your thanks. 21. Include Management. Without manager involvement, workplace celebrations can come off as cold lip service. Managers should personally deliver recognition gifts. 22. Ask for employees' ideas on retreats, meetings, and other "fun time." Employees enjoy having a say in how their work will be rewarded. 23. Write a formal letter. Explain in detail why a certain employee deserves praise. Deliver a copy to the employee and their manager(s). Place a copy in the employee's file. 24. Establish a Rock Solid Award to recognize employees who consistently do their job well. Encourage consistency by recognizing employees who complete their duties on time, every time. 25. Support employees by providing space for their fliers. Support employees' personal.

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Q1. Do you know what is expected from you at work?

OPTION YES NO

% OF RESPONDENT 56 44

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Interpretation: The above chart shows that 56% say yes about the expectation form them at work whereas 44% of employees say no regarding this.

Q2. Do you feel respected at work?

OPTION % OF YES NO RESPONDENT 73 27

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Interpretation: The above pie chart shows that 73% say yes that they feel respected while working whereas 27% of employees say no regarding this.

Q3. Do you have the material that you need to do any job? OPTION YES NO % OF RESPONDENT 65 35

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Interpretation: The above pie chart shows that 65% say yes that they have the material which is needed to do a job whereas 35% of employees say no regarding this.

Q4. When you feel problem at work, do you able to solve it with the helps of others?

OPTION YES NO

% OF RESPONDENT 45 55

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Interpretation: The above chart show that 45% say yes that they are able to solve the problem with the help of others whereas 55% of employees say no regarding this.

Q5. Do you have a close friend at work with whom you share your problems?

OPTION YES NO

% OF RESPONDENT 71 29

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Interpretation: The above chart shows that 71% say yes that they do have a close friend at work whereas 29% of employees say no that they dont have any close friends at work.

Q6.At work does your opinion seem to be count?

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OPTION YES NO

% OF RESPONDENT 28 72

Interpretation: The above chart shows that 28% say yes that their opinion seems to be counted at work whereas 72% of employees say no regarding this.
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Q7. Do you have enough opportunities at your job to grow and develop?

OPTION YES NO

% OF RESPONDENT 51 49

Interpretation: The above chart show that 51% say yes that they got enough opportunities at work to grow and develop whereas 49% of employees say no regarding this.

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5.1 FINDINGS
The management must constantly motivate his employees. Cash prizes, trophies, gift vouchers, certificates are an effective way to motivate the employees and keep them engaged in their work.. Followings are the findings: Some employees agree that ICICI work is important, but some of the employees disagree with this. In Employee Engagement, employees know that what expectations are made from them. While working in the organization employee must get respect. They must get the material which is needed to do a job. If an employee finds any problem at work, then other must help them to overcome. Employee must make friends to share their problem at work. Opinion of employees must be respected. Different opportunities must be provided to them to grow.

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5.2 CONCLUSION
Organizations have to give their employees the freedom to make their work exciting and an environment having an engaged work life .With increase in responsibilities at home and a desire to excel in their careers, employees often get distracted from their work which needs to be taken care of .Employees are the assets of the organization and if they are not given a space whereby they can make a perfect blend of both work, fun, optimum performance from them may be difficult. Employee engagement emphasis the importance of employee communication on the success of a business. An organization should realize the importance of employees, more than any other variable, as the most powerful contributor to an organizations competitive position .Organizations and employees share a symbiotic relation, where both are dependent on each other to satisfy their needs and goal. Therefore; employee engagement should not be a one time exercise, but a continuous process of learning, improvement and action. Eventually, measuring employee engagement does not enhance engagement or customer response. It is an initiative coined to identify employee engagement with work and trust in the company leading to action plans for forming a truly engaged workforce that creates internal value, promises organizations of employment stability and in effect, positions organizations for nonstop development and success. Thus, organizations today are actively looking forward to intently with and proceed on behalf of their employees` expectations and performances.

6.1 RECOMMENDATIONS
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Following are the recommendations: Some focuses only on job satisfaction, which unfortunately can reflect just a transactional relationship. To create aligned and performance driven organization it is important to equate Employee Engagement with both Emotional as well as Transactional relationship with the organization. Only when an employee is aligned with both the dimensions he will be strongly motivated to give best performance / contribution. Employee engagement helps to achieve desired goals. It is also ready to be a spokesperson for creating a positive image for the company.

6.2 LIMITATIONS
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Following are the Limitations : The process of project takes lots of time and energy.

The project study is limited to India alone.

The respondents may be biased. Thus, rational analysis may not be possible.

Scope of the project is limited to only Employee Engagement by ICICI in an organization..

It took a lot of time to analyze the data and to make interpretation.

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