Perception of Employee Towards The Management in SMHFC

SUMMER INTERNSHIP PROGRAMME
ON
“Perception Of Employee Towards the Management In
SMHFC”
SUBMITTED TO
Faculty of Management
In partial fulfilment of the requirement of the award for the
degree of Integrated
Master of Business Administration
GLS University
UNDER THE GUIDANCE OF

Faculty Guide
Prof. Tanay Shah
SUBMITTED BY
Komal Singh - 201900510010351
IMBA Semester VIII [Batch: 2019-2024]
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COMPANY CERTIFICATE
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INSTITUTE’S CERTIFICATE
“It is to certify that this Summer Internship Report Titled

“Perception Of Employee Towards The Management In SMHFC” is the
Bonafede work of KOMAL SINGH (Enrolment No 201900510010351),
who carried out the research under my supervision.
______________________
__________________________
Faculty Name Dr. Hitesh Ruparel
Faculty Guide Faculty Dean

Management
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DECLARATION
I, KOMAL SINGH, hereby declare that the SIP report titled “Perception
of Employee Towards the Management In SMHFC” is a result of my own
work and my/our indebtedness to other work publications, references, if
any, have been duly acknowledged.
Place: Ahmedabad Date:
Name: Komal Singh
Signature: _____________
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PREFACE
As a part of Integrated MBA Curriculum and in order to gain practical

knowledge in the field of Management, a report has been prepared on
“Perception Of Employee Towards The Management In SMHFC.”
The Integrated MBA program is a well-structured and integrated course of
business management at GLS University. The main objective of preparing
the Summer Internship Programme Report at IMBA level is to develop
skills in students by providing them an opportunity to relate practical
experience with the theoretical concepts and principles of business
management.
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ACKNOWLEDGEMENT
Summer Internship Programme has provided me with an opportunity to

gain information of the role of. It was an experience of applying the
concepts as well as the knowledge Perception of Employee Towards the
Management in SMHFC learned during classrooms in real life practical
situations.
Every Project Report is a culmination of a student's endeavour to gain
optimum experience during a short valuable tenure. This Project is
dedicated to all the people to whom I met, talked, took guidance and
learnt many things from them.
I take immense pleasure in taking this as an opportunity to express my
deepest gratitude to all those people whose guidance and support has
made it possible for me to complete this project successfully.
First and foremost, I would like to convey my heartiest thanks to GLS
University for providing me with the huge platform for doing this SIP.
I am thankful to our Dean, Faculty of Management, Dr. Hitesh Ruparel
for providing me constant support from the institute. My deepest
gratitude to my project guide Prof. Tanay Shah.
I am thankful to the faculty guides who in spite of their busy schedules
provided me with their invaluable guidance, suggestions and directions,
which enabled me during all stages of this project.
Finally, I would like to convey my deepest regard to everyone who have
directly or indirectly helped me in accomplishing this project.
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Serial Content Page no.
Number
Chapter 1 Research Methodology 10
1.1 Literature Review 11
1.2 Objective of Study 18
1.3 Scope of study 18
1.4 Research design 18
1.5 Sampling Design 18
1.6 Data Collection Sources 19
1.7 Beneficiaries of Study 19
1.8 Limitation of study 19
Chapter 2 Introduction to the Finance Industry 20
2.1 Meaning of Finance Industry 20
2.2 Introduction to Micro Housing Finance 23
2.3 Pestle Analysis 25
2.4 Porters Five Force Model 29
2.5 Market leader in Finance Industry 31
Chapter 3 Introduction to Svatantra Micro Housing Finance 36

Ltd
3.1 Introduction to Svatantra Micro Housing Finance Ltd 37
3.2 Company Values 39
3.3 Work culture 39
3.4 Products and services 41
3.5 SWOT Analysis 42
Chapter 4 Introduction to Topic 45
4.1 Perception Of Employee Towards The Management In SMHFC 45
Chapter 5 Data Analysis 47
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5.1 Annova Test 60
Chapter 6 Findings 75
Chapter 7 Recommendation 77
Chapter 8 Conclusion 79
Chapter 9 Annexure 81
Chapter 10 Bibliography 85
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Chapter: 1
Research Methodology
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1.1 LITERATURE REVIEW:
1. Shanmugam Priya. S (2016), in his study, the employees of public sector banking
opined that the state banks had a sea turn in their success in analysing determinants
of job satisfaction. Moreover, the economic and financial market reforms have
begun. Various factors have made India one of the world's fastest-growing
economies, including opening the global markets, reforming the banking system,
rising investment levels, the proactive regulatory landscape, and its demographic
profile. There is no question, for a functioning financial environment, a safe
banking sector is important. Indian banks have good human capital and operating
technologies oriented, being the largest and most profitable domestic and global
scenarios.
2. Singh & Jain (2013), Employee happiness and its impact on results were
highlighted. The behaviour of workers represents the company's morality. The
satisfied staff has a significant role in customer care and sales because they
communicate regularly with the customer. The office is the gateway to employee
fulfilment. Good labour practices and good working conditions also improve
workers' efficiency, profitability, satisfaction, and retention.
3. Kumari and Pandey (2011) State that for any country, both the public and private
sector are equally important and these two are fundamental criteria for every
nation to thrive and expand. Here, the level of workplace satisfaction has been
checked for work ambivalence (the state of having mixed feelings or contradictory
ideas about something). The manager received a higher output ranking if the
ambivalence of the workers was lower and vice versa. Jobs happiness and success
have little connection if the ambivalence to the work rises. Organizations should
also concentrate on clarifying their jobs to the workers in order to properly
appreciate the task.
4. Nir (2012) studies the importance of teachers perceived organizational support on

Job Satisfaction. There are two aspects to satisfaction, mainly intrinsic and
extrinsic. Earned status and respect are extrinsic factors that play an important role
in employee satisfaction. Self-efficacy, as an intrinsic factor, helps as it promotes
individual self-fulfilment. When an organization value its employee's contribution
and cares about their well-being, employees are intrinsically and extrinsically
satisfied
5. Ramayah (2011) evaluates whether mentoring results in work satisfaction within

the Malaysian context. His results suggest that career mentoring is connected to
every aspect of work satisfaction. The aspects of job satisfaction analysed were:
jobs themselves, employees, managers, and promotion. At a higher education
level, mentors often play an important role and deliver meaningful job results
directly. But psychological mentoring has no essential connection to the three
variables that fulfil the job (co-workers, the job itself, and promotion). The study
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also suggests that since therapeutic mentoring contributes to non-monetary
happiness, workers would not appreciate it in the longest possible term
6. Omey (2007) Discusses the connection between education and work satisfaction.
Although there is a relationship, he claims there is no relationship, too. In contrast
with the lower-skilled employees, higher-education workers are often happy, as
they receive a better-quality job. He continues that under-trained employees can
also be better pleased with the "good job psychological advantages. Employee
quality varies with the educational level and results in various levels of work
fulfilment. Job features play a major role, and you have the chance to use your
skills. The author thus argues that organizations should concentrate more on
standards of work than education
7. Ismail (2011) in his investigation Compensation is an imperative capacity of the

activity of HRM. It involves compensation, compensation, compensations, reward
and pay framework. Pay and compensation are terms frequently utilized
conversely having a similar importance in associations. At the point when the
impressions of representatives were that compensation was satisfactory, it
prompted a larger amount of occupation fulfilment in associations examined
8. BALASUBRAMANIAN, P (2011), in this paper on, “Job Satisfaction among

Librarians in Tirunelveli District; SRELS” concluded that where the happy
employees towards their work are more successful in the organization. Where the y
meet their expectations with the reality. MATHEW, J E, (1991), in this research
“A Cross Level Non-Recursive Model of the Antecedents of Organisational
Commitment and satisfaction” observed that satisfaction on commitment and
commitment on satisfaction are related in reciprocally with each other
9. Rahul Sachidhanand (2013), the data to schedule the shifts for employee’s daily
routine especially the lot of women employees working in the business processing
outsources sector. WORK FROM HOME is innovative encouragement to women
employees in BPO sector. Nowadays, women are interested to join in the BPO
sector, as well the company providing more security to the women employees.
Knowledge is most important and also the BPO sectors create opportunity will
change the developments
10. Garg and Kumar (2012) We can clearly see a close relationship between
employee satisfaction and engagement, having as a consequence, the apparent
adoption of this relationship by many theorists. (Maylett and Riboldi, 2008), for
instance, claim that job satisfaction is a key component of employee engagement,
whereas Garg and Kumar (2012) underline the meaning of work satisfaction as an
important driver of engagement, as their research was focused on certain aspects
of working issues such as pay and benefits, customer service values, employee
opportunities for advancement, and satisfactory working environments, in terms
of the relations between workers and supervisors, internal communication
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effectiveness and reasonable workload. Their findings led them to the conclusion
that job satisfaction is a key driver of employee engagement within an
organization.
11. (Dr. S. Fabiyola kavitha, R. R. 2017) A STUDY ON EMPLOYEES
PERCEPTION TOWARDS JOB SATISFACTION under HR practices and
perception. Stratified random sampling Employees perception is formed by
organizational roles, styles of leadership, styles of communication at the
workplace etc. and so it is very important that the organization be able to form the
correct perception in the minds of its employees. The survey depicts that 38%of
the employees felt that there is good work culture in their organization and 12%
of the employees felt that they have excellent Work culture in the organization.
12. (Iqbal, s. 2016) EMPLOYEES’ PERCEPTION REGARDING THE ROLE OF

SPECIFIC HRM PRACTICES IN KNOWLEDGE INTENSIVE FIRMS.
Questionnaires of this study were distributed by the gatekeepers and completed
questionnaires were received by the contact persons at a time convenient to the
respondents. The results of the study revealed that employees perceive that in this
dynamic business environment organisational recruitment practices should be on
priority. Fair recruitment and selection processes may boost employees’ confident
to collaborate and share their skills and with colleagues. This may help to create
new knowledge that can eventually improve organization’s knowledge capability.
This study suggests future research to confirm the results regarding employees’
knowledge sharing behaviour by using relatively large sample across different
business sector and countries.
13. (kosiorek, D. 2016) Relationships between organisational culture and human

resource management The objective of this article is to present connections
between organisational culture and human resource management (HRM), taking
into account differences resulting from the existence of numerous typologies of
such cultures. organisational culture and practices adopted by an organisation
within the scope of particular personnel functions. Level characteristic for
homogeneous and strong organisational cultures organisational effectiveness is
connected, among other things, with labour costs, which are influenced by both
an organisation’s remuneration system and its employees’ level of competence.
Thirdly, organisational culture is a source and foundation for work methods and
behaviours, and thus it constitutes a factor supporting the managing personnel in
the pursuit of an organisation’s goals.
14. (RAHMAN, M. M. 2012) The Role of Human Resource Management practices

on Job Satisfaction and Organizational Commitment This study aims at exploring
the impact of HRM practices on job satisfaction and organizational commitme nt
the influencing factors relating to HRM practices on job satisfaction and
organizational commitment are job security, reward, training and development,
equity, attitude of the top management and work autonomy, etc. A survey has been
conducted among 1000 employees a structured questionnaire and analysed the m
objectively. To quantify those factors a five-point rating “Likert scale” has been
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used in this paper. After tabulating the primary data the researchers conducted
various tests such as Chi- square test, ANOVA test and identified a number of key
findings as to the effect of HRM practices on Job satisfaction and Organizational
commitment at banking sector.
15. (Riet, S. v. 2016) Focusing on employees’ perception of HRM; HRM satisfaction

and distinctiveness considered HR distinctiveness is measured as a process
variable. Organizational outcomes as affective commitment and innovative
behaviour are the content variables which are being measured. The data used in
this study is collected through questionnaires. employees also make attributions
due to personal factors, such as uncertainty avoidance, which can positively
influence de relationship between HR satisfaction and innovative behaviour.
16. (Soni, S. 2019) Engagement of employees is considered as a robust indicator of

outcomes that are highly valued by any business in any sector of the industry.
Therefore, employee engagement and effectiveness could prove to be an excellent
parameter to assess the health of the organization as such with regards to
satisfaction, innovation, commitment, retention and productivity. This study was
outlined on the basis of the structural approach theory and adopted a secondary
research methodology where the data for the study was gathered through
secondary sources derived from researches conducted by researchers in the past
and available from scholarly sites. The findings of this research indicated that the
culture of the organization had a largely positive and significant impact on
engagement and effectiveness of employees.
17. (tejeji, m. e. 2013) EMPLOYEES’ PERCEPTION OF THE PROBLEMS AND

PRACTICES OF EMPLOYEE PERFORMANCE EVALUATION the study has
the objective to assess the perception of employees towards the problems and
practices of performance evaluation. On the basis of data collected through
questionnaires and interview which are founded on the theoretical assessment of
related literatures; the researcher has tried to unearth some of the real problems of
appraisals based on the opinion of the rates in that particular organization. The
questionnaire was distributed to 200 employees. the appraisal system to be
effective, at least the forms that measures jobs having similar characteristics need
to be customized and tailor made.
18. (Barabbas, a. 2014) Perception of organizational culture, commitment and

loyalty of corporation employees The article is of empirical nature. It presents the
results of research dedicated to identification of the organizational culture and the
commitment of the employees. The main aim of the research was to identify the
types of the organizational culture and to define the level of commitment of
employees and loyalty, taking into account factors like branch location and
nationality of the surveyed people. An analysis of responses to the questionnaire
shows that the trends observed in the majority of global companies are also present
in the company X; for example, the higher the position held, the greater the
tendency to award more points to the clan culture and rate the adhocracy culture
as the least relevant
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19. (Bhavana Raina, d. a. 2019) A Study of Employee’s Perception Of Human
Resource Practices And Work Engagement. Questionnaires were given to
employees working in hotels in-front of the house and at - back of the house at
different levels in different hotels. 425 responses have been obtained after sending
600 questionnaires with a response rate of 71%. After data cleaning, 418 useful
samples have been used for data analysis purpose different levels in different
departments was taken. As we were looking at the relationships between Human
Resource Practices and Work Engagement, two sets of questionnaires were given.
20. (Boonen, i. 2018) the effects of employees’ perceptions regarding the

effectiveness of HR practices have been under researched. This study examines to
what extent the use of HR practices (i.e., employee development, career
opportunities, performance management, job design, communication and
information sharing, participation, work-life balance, job security and rewards)
influences employee performance and to what extent this relationship is mediated
by the perceived HR effectiveness and moderated by the perceived organizational
support. e. A cross-sectional study was conducted among 464 employees from
different Dutch organizations in various sectors. Results support the positive
relationship between use of HR practices and HR effectiveness ratings.
Furthermore, the results support the positive relationship between use of HR
practices and employee performance except for the HR practices employee
development and rewards
21. (Dd, s. 2018) The culture and working climate has a significant impact on the
performance of its employees. The component “Adaptability” followed by
“Mission” and “Involvement” were more dominant in the organizational culture.
A majority of the employees perceived that they were treated humanities free to
express then opinion/feelings and clear on how to do their task/work. There was a
positive and significant correlation of respondents’ job satisfaction and their
commitment with organizational culture and climate indicating that the employees
who were satisfied with their job had favourable perceptions towards
organizational culture and working climate. The study conducted on a random
sample of 80 employees
22. Shweta Rajput, d. v. (2018) There is a growing need for the integration of
environmental management into Human Resource Management (HRM) – Green
HRM – research practice. This paper summarizes the findings of the first phase of
a longitudinal study. It is limited at this stage by a relatively small data sample,
given that there are only a limited number of Green Star-rated buildings that have
been in operation for more than 12 months at this stage of data collection. The
descriptive statistics of the items. Result of exploratory factor analysis showed
that there are four factors extracted out of 15 questions of employee perception of
green initiatives which explained 68 percent of total variations in the scores
23. (Kannan, d. v. 2014) To study the perception of the employees towards human
resource management policies and practices of the select co-operative sugar mills
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in Tamil Nadu. For this reason, 513 employees were selected from 4 co-operative
sugar mills. Male respondents, respondents in the age group above 55 years,
respondents having PG and above qualifications, respondents belonging to
monthly salary of above Rs.35000, officers, respondents belonging to length of
experience above 30 years, permanent employees. The objectives of the present
study are as follows to study the perception of the employees towards human
resource management policies and practices of the select co-operative sugar mills.
The primary data were collected from 513 employees with the help of
questionnaire. Pre-testing of questionnaire was done.
24. (Dereje mesfin, m. w. 2020) The concept of Organizational Culture (OC) which
refers to the pattern of values, norms, beliefs, attitudes and assumptions may not
be articulated through verbal language. However, it shapes the way people behave
and the way things get done in an organization. Paired t-test and multiple linear
regression analysis were used to assess the relationship between organizational
culture and job satisfaction and the results were presented using tables and charts.
while acknowledging all limitation of observational study we reached to the
conclusion that an employees of the respective primary hospitals would prefer to
work in environment characterized by innovative and clan culture and their
satisfaction level is medium so that the managers should undertake major cultural
transformation and must work to improve the job satisfaction level of health
workers within their respective hospitals
25. (MADANAT, H. G. 2018) LEVEL OF EFFECTIVENESS OF HUMAN

RESOURCE MANAGEMENT PRACTICES AND ITS IMPACT ON
EMPLOYEES’ SATISFACTION A questionnaire was developed and
administered to 540 employees in the banking sector of Jordan out of which 406
were returned to test research hypotheses. The findings revealed a high level of
effectiveness of all HRM practices combined and for four individual practices (HR
planning, staffing, training & development and performance appraisal); while, a
medium level of compensation effectiveness was yielded. It has been found that
employees’ satisfaction level was medium. A strong positive relationship has been
identified between the effectiveness of HRM and employees’ satisfaction. The
study recommended improving financial compensation system of banks, which
would positively increase the level of employees’ satisfaction.
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1.2. OBJECTIVES OF THE STUDY:
• To study the perception of employee towards management.
• To study the factors influencing job satisfaction of employee in SMHFC.
• To study the factors that employee consider for working in any organisation.
1.3. SCOPE OF THE STUDY:

The scope of the study is people residing in Gujarat, Rajasthan & Maharashtra and
people of the age group 21 to >55. The research will give a deep insight of what is the
perception of employee towards management in SMHFC.
1.4. RESEARCH DESIGN:

Descriptive research design was used to study this. It enabled obtaining information
to systematically describe the concern phenomenon or the study title i.e., ‘Perception
Of Employee Towards The Management In SMHFC’.
1.5. SAMPLING:
• Population: Research was conducted on respondents residing in Gujarat, Rajasthan
& Maharashtra.
• Sampling Unit: Employee of SMHFC.
• Sample size: 110 respondents
• Sampling Method: Non-Probability Convenience Sampling method was used.

• Research Instrument: Questionnaire was used as the research instrument for the
study.
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1.6. DATA COLLECTION SOURCES:
• Primary data is collected through questionnaire.
• Secondary data is collected from previous research papers, journals and magazines.
1.7. BENEFICIARIES OF STUDY:

• First beneficiary will be us as we have done this research. It will help us to get
practical insight about the topic and may help for publishing somewhere.
• Second is the candidate who are willing to join Svatantra Micro Housing Finance
Corp. Ltd.
• Other beneficiaries are the students, research organizations, publishers, etc.
1.8. LIMITATIONS OF THE STUDY:

• The research will be limited to only 110 employees at SMHFC Gujarat, Rajasthan &
Maharashtra. Hence, the results may not be applicable nationally or globally.
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Chapter: 2
INTRODUCTION OF FINANCE
INDUSTRY
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2.1.1 MEANING OF FINANCE INDUSTRY
The financial sector plays a significantly important role in the economy by providing
intermediary financial services, managing, allocating, and transferring financial
capital. As a result, the government offers instant support to the sector in a recession
or financial crisis. In addition, it works as a bridge between savers and borrowers. In
other words, it takes funds from savers (via bank deposits and investments) and lends
them to borrowers (individuals, households, businesses, or governments).
The sector covers various industries which ultimately contribute to the business and
the economy of a country. It represents people’s income, revenue, and expenditure of
firms and retail businesses. The stock market or stock exchanges worldwide can be
thought of as a mirror that reflects the sector’s growth or decline in part.
Banking and insurance are the two major cornerstones of the sector. Banks are not
only important in people’s lives, but they are also an important aspect of any
country’s economy.
As a result, every government implements financial sector reforms to regulate,
stabilize, and build the economy. Likewise, the insurance industry protects people’s
health, lives, and businesses. In a nutshell, the sector issues loans, mortgages, and
insurance policy.
2.1.2ABOUT FINANACE INDUSTRY
The financial sector is a segment of the economy composed of companies and

institutions that provide commercial and retail customers with financial services. A
large portion of this sector produces mortgage and loan income, which increases
the value as interest rates decline.
The economy's health is mainly dependent upon the efficiency of its financial sector.
The better the economy is, the safer it is for the country. A weak financial sector
typically means a declining economy.
The financial sector is equated with Dalal Street by many people and the exchanges that
operate on it. However, the financial sector is one of the essential components of many
developed economies. It's made up of brokers, financial institutions, and money
markets—all of which provide the necessary services to help keep the Main Street going
every day.
For an economy to remain stable, a healthy financial sector is required. This sector is
advancing loans for businesses so they can expand, grant homeowners mortgages,
and issue insurance policies to protect individuals, businesses, and their assets. It also
helps to build up retirement savings, which supports millions of people.
The financial sector generates a good portion of its lending and mortgage income in a
setting where interest rates go down. When the rates are low, the economic conditions
open the doors for more spending and capital projects. If that happens, the financial
sector gains, which means more economic growth.
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2.1.3 Classification of Financial Sector
The financial sector consists of many different industries ranging from
banks, investment houses, insurance firms, real estate brokers, consumer finance firms,
mortgage lenders, and real estate investment trusts (REITs).
Primarily, the financial sector includes financial institutions, banks, and non-banking
financial institutions. Financial institutions provide members and clients with financial
services. It is also called financial intermediaries since they act as intermediaries
between savers and borrowers. Banks are financial intermediaries who provide lenders
with capital to generate revenue and accept deposits. They are strictly regulated as they
provide market stability and consumer protection. Banks include:
• Public banks Commercial banks

• Central banks
• Cooperative banks
• State-managed cooperative banks
• State-managed land development banks
Non-banking financial institutions are financial institutions, not banks, that facilitate
financial services, such as investment, risk pooling, and market brokering. They
generally don't have full banking licenses.
• Finance and loan companies

• Insurance companies
• Mutual fund
• Commodity traders
2.1.4 Insight into the Financial Sector in India

India has a variegated financial sector which is experiencing rapid expansion, both in
terms of the healthy growth of existing financial services firms and new market entry
entities. The industry comprises commercial banks, insurance companies, financial
non-banks, cooperatives, pension funds, mutual funds, and other smaller financial
institutions.
However, India's financial sector is predominantly a banking sector with commercial

banks accounting for over 64 per cent of the financial system's total assets. India's
government has introduced several reforms to liberalize, regulate, and enhance that
industry.
2.1.5 Challenges and Trends:

The finance industry faces various challenges and is subject to constant change due to
factors such as technological advancements, regulatory reforms, market volatility, and
evolving customer expectations. Key trends in the finance industry include the rise of
digital banking and mobile payments, the integration of artificial intelligence and
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machine learning in financial services, the emergence of crypto currencies and block
chain technology, and the focus on sustainable and socially responsible investing.
Overall, the finance industry is a complex and dynamic sector that plays a pivotal role
in the global economy. It provides essential financial products and services, supports
economic activities, and shapes the financial landscape for individuals, businesses,
and governments.
2.2 Introduction on Micro Housing Finance
Micro housing finance refers to financial services and solutions specifically tailored to
meet the housing needs of low-income and economically disadvantaged individuals or
families. It addresses the challenge of affordable housing by providing access to credit
and financing options that are suitable for small-scale housing units or incremental
housing construction.
1. The Need for Micro Housing Finance:
Affordable housing remains a pressing issue worldwide, particularly for low-
income individuals who often struggle to access formal financing due to
limited income, lack of collateral, or informal employment. Micro housing
finance recognizes this need and aims to bridge the gap by offering financial
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products and services that cater to the unique circumstances of low-income
households.
2. Financial Inclusion and Empowerment:
Micro housing finance plays a crucial role in promoting financial inclusion by
extending credit and financing options to individuals who are typically
excluded from mainstream financial services. By providing access to
affordable and customized financing solutions, it empowers low-income
households to improve their living conditions, invest in housing, and build
assets over time.
3. Tailored Financing Solutions:
Micro housing finance institutions often design innovative and flexible
financing products to accommodate the specific requirements and constraints
of low-income borrowers. These solutions may include microloans, micro
mortgages, or incremental construction financing, allowing borrowers to build
or upgrade their homes in stages as their financial situation permits. Such
tailored financing options help individuals overcome the financial barriers to
housing construction or improvement.
4. Capacity Building and Financial Literacy:
Micro housing finance providers often complement their financial services
with capacity-building initiatives and financial literacy programs. These
programs aim to enhance the financial knowledge and skills of borrowers,
enabling them to make informed decisions, manage their finances effectively,
and utilize the housing finance provided to their advantage. Capacity building
efforts also focus on improving construction practices, promoting sustainable
housing solutions, and fostering responsible borrowing and repayment
behaviour.
5. Social and Economic Impact:
Micro housing finance not only addresses the immediate housing needs of low-income
households but also generates broader social and economic impacts. Access to
affordable housing improves living conditions, promotes stability, and enhances overall
well-being. Additionally, the construction and improvement of housing units create
employment opportunities and stimulate local economy.
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2.3 PESTEL ANALYSIS
A PESTEL analysis is a strategic framework commonly used to evaluate the business

environment in which a firm operates. Traditionally, the framework was referred to as
a PESTEL analysis, which was an acronym for Political, Economic, Social,
and Technological; in more recent history, the framework was extended to
include Environmental and Legal factors as well .
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Political Factors
Broadly speaking, political factors are those driven by government actions and policies.
They include, but are not limited to, considerations like:
• Corporate taxation
• Other fiscal policy initiatives
• Free trade disputes
• Antitrust and other anti-competition issues
It’s worth noting that even the overhang of potential trade disputes or antitrust issues
can present material risks and opportunities for management teams. Divergent stances
on key platform issues between parties on the left and the right can also make run-ups
to elections particularly challenging for a firm’s management team, as the range of
possible outcomes can vary considerably depending on election results.
Political factor example: A multinational company closes several facilities in a higher

tax jurisdiction in order to relocate operations somewhere with lower tax rates and/or
greater state funding and grant opportunities.
Economic Factors
Economic factors relate to the broader economy and tend to be expressly financial in
nature. They include:
• Interest rates
• Employment rates
• Inflation
• Exchange rates
Many analysts in the financial services sector tend to overweight economic factors in
their analysis since they’re more easily quantified and modelled than some of the other
factors in this framework (which are somewhat qualitative in nature).
Economic factor example: Based on where we are in the economic cycle and what
Treasury yields are doing, an equity research analyst may adjust the discount rate in
their model assumptions; it can have a material impact on the valuations of the
companies they cover.
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Social Factors
Social factors tend to be more difficult to quantify than economic ones. They refer to
shifts or evolutions in the ways that stakeholders approach life and leisure, which in
turn can impact commercial activity. Examples of social factors include:
• Demographic considerations
• Lifestyle trends
• Consumer beliefs
• Attitudes around working conditions
Social factors may seem like a small consideration, relative to more tangible things
like interest rates or corporate taxation. Still, they can have a shockingly outsized
impact on entire industries as we know them. Consider how trends towards healthier
and more active lifestyles have ushered in the evolution of connected fitness
technologies, as well as many changes to the nature of food products we consume and
how these food products are packaged and marketed.
Social factor example: post-pandemic, management at a technology firm has had to

seriously revaluate hiring, onboarding, and training practices after an overwhelming
number of employees indicated a preference for a hybrid, work-from-home
(WFH) model.
Technological Factors
In today’s business landscape, technology is everywhere — and it’s changing rapidly.

Management teams and analysts alike must understand how technological factors may
impact an organization or an industry. They include, but are not limited to:
• Automation
• How research and development (R&D) may impact both costs and competitive
advantage
• Technology infrastructure (like 5G, IoT, etc.)
• Cyber security
The speed and scale of technological disruption in the present business environment
are unprecedented, and it has had a devastating impact on many traditional businesses
and sectors — think Uber upending the transportation industry or the advent of
eCommerce revolutionizing retail trade as we know it.
Technological factor example: A management team must weigh the practical and
the financial implications of transitioning from on-site physical servers to a cloud-
based data storage solution
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Environmental Factors
Environmental factors emerged as a sensible addition to the original PEST framework

as the business community began to recognize that changes to our physical
environment can present material risks and opportunities for organizations. Examples
of environmental considerations are:
• Carbon footprint
• Climate change impacts, including physical and transition risks
• Increased incidences of extreme weather events
• Stewardship of natural resources (like fresh water)
Environmental factors in a PESTEL analysis will overlap considerably with those

typically identified in an ESG (Environmental, Social, and Governance) analysis. In
fact, it’s widely believed that the addition of environmental factors to the PESTEL
framework evolved from the growing popularity of movements such as CSR
(Corporate Social Responsibility) and ESG.
Environmental factor example: Management at a publicly traded firm must

revaluate internal record keeping and reporting tools in order to track greenhouse gas
emissions after the stock exchange announced mandatory climate and ESG disclosure
for all listed companies .
Legal Factors
Legal factors are those that emerge from changes to the regulatory environment, which
may affect the broader economy, certain industries, or even individual businesses
within a specific sector. They include, but are not limited to:
• Industry regulation
• Licenses and permits required to operate
• Employment and consumer protection laws
• Protection of IP (intellectual property)
Regulation can serve as a headwind or a tailwind for operators. An example headwind

might be increased capital requirements for financial institutions; an example tailwind
is if regulation is so heavy in a particular industry (let’s say food production) that it may
serve as a protective moat for established operators, creating an additional barrier
preventing potential new entrants.
Legal factor example: A rating agency is assessing the creditworthiness of a

technology firm that has considerable growth prospects in emerging markets. The
analyst must weigh this growth trajectory against the inherent risk of IP theft in some
jurisdictions where legal infrastructure is weak. IP theft can severely undermine a firm’s
competitive advantage.
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2.4 Porters Five Force Model:
Porter's Five Forces model is a framework used to analyse the competitive dynamics
and attractiveness of an industry. Here's an application of Porter's Five Forces model
to the finance industry:
1. Threat of New Entrants: The finance industry often faces barriers to entry
due to high regulatory requirements, substantial capital requirements, and
established customer relationships. This deters new entrants, particularly in
highly regulated segments like banking. However, fintech companies have
been able to disrupt traditional finance by leveraging technology and
innovation, reducing barriers to entry to some extent.
2. Bargaining Power of Buyers: Buyers in the finance industry, such as
individual customers and corporate clients, have varying degrees of bargaining
power. In more commoditized financial products and services, buyers often
have higher bargaining power as they can compare offerings and switch
providers easily. However, in specialized areas or for large corporate clients,
financial institutions may have more negotiating power.
3. Bargaining Power of Suppliers: Suppliers in the finance industry refer to
entities that provide inputs like technology platforms, data providers, or
regulatory compliance services. The bargaining power of suppliers can vary
depending on the uniqueness of their offerings and the availability of
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alternatives. Financial institutions often have leverage in negotiating
favourable terms, but dependence on certain suppliers can limit their
bargaining power.
4. Threat of Substitute Products or Services: Substitutes in the finance
industry refer to alternative ways of meeting customers' financial needs. For
example, fintech companies have introduced digital payment platforms that
compete with traditional banking services. The threat of substitutes can be
significant, especially as technology continues to advance and create new
avenues for financial transactions and services.
5. Intensity of Competitive Rivalry: The finance industry is highly competitive,
with numerous institutions vying for market share. Intense competition exists
within segments like banking, asset management, insurance, and investment
services. Factors that contribute to the intensity of rivalry include price
competition, product differentiation, customer switching costs, and regulatory
requirements. Large institutions often have advantages in terms of scale, brand
recognition, and access to resources, but smaller, niche players can compete
effectively in specialized areas.
It's important to note that the dynamics and intensity of Porter's Five Forces can vary
within different segments of the finance industry and across regions. Additionally,
regulatory factors play a significant role in shaping the competitive landscape of the
finance industry.
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2.5 Market Leaders in Finance Industry:
1. State Bank of India (SBI):

SBI is the largest public sector bank in India and holds a significant market
share in the banking industry. It offers a wide range of financial products and
services, including retail and corporate banking, investment banking,
insurance, and asset management. SBI has a vast network of branches and
ATMs throughout the country, making it accessible to a large customer base.
2. ICICI Bank:
ICICI Bank is one of the leading private sector banks in India. It provides a
comprehensive suite of financial services, including retail and corporate
banking, wealth management, insurance, and investment banking. ICICI Bank
is known for its innovative digital banking solutions and has a strong presence
in urban and semi-urban areas.
3. HDFC Bank:
HDFC Bank is another prominent private sector bank in India. It offers a wide
range of banking and financial services, including retail banking, wholesale
banking, treasury operations, and credit cards. HDFC Bank is known for its
customer-centric approach and has been recognized for its digital initiatives
and customer service.
4. Life Insurance Corporation of India (LIC):
LIC is the largest state-owned life insurance company in India and commands
a significant market share in the insurance industry. It offers various life
insurance products and investment options to individuals and has a wide
distribution network across the country. LIC is known for its trustworthiness
and long-standing presence in the market.
5. Tata Consultancy Services (TCS):
TCS is a leading IT services and consulting company that provides a range of
financial technology solutions to banks and financial institutions. It offers
services such as core banking solutions, wealth management systems, risk and
compliance solutions, and payment processing platforms. TCS has a strong
presence in the Indian finance industry and serves both domestic and
international clients.
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6. Bajaj Finance Limited:
Bajaj Finance is one of the largest NBFCs in India and offers a diverse range
of financial products and services. It specializes in consumer finance, SME
lending, and commercial lending. Bajaj Finance has a wide distribution
network and focuses on providing quick and convenient financing options to
its customers.
7. Axis Bank:
Axis Bank is a private sector bank that provides a wide range of banking and
financial services to individuals and corporates. It offers retail banking,
corporate banking, treasury operations, and investment banking services. Axis
Bank has been recognized for its customer-centric approach and has a growing
presence in the Indian finance industry.
8. Kotak Mahindra Bank:

Kotak Mahindra Bank is a private sector bank that offers a wide range of
financial services, including retail banking, corporate banking, wealth
management, and investment banking. It has a strong presence in urban areas
and is known for its focus on technology and innovation.
9. Aditya Birla Capital:
Aditya Birla Capital is a conglomerate that operates in various sectors,
including financial services. It offers a diverse range of financial products and
services such as asset management, life insurance, health insurance, housing
finance, and wealth management. Aditya Birla Capital has a strong presence in
the financial industry and serves both retail and institutional customers.
10. HDFC Life Insurance:
HDFC Life Insurance is one of the leading private life insurance companies in
India. It offers a range of life insurance products, including term insurance,
savings plans, retirement plans, and health insurance. HDFC Life has a strong
distribution network and is known for its customer-centric approach and
product innovation.
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11. India bulls Housing Finance Limited:
India bulls Housing Finance is one of the largest housing finance companies in
India. It provides home loans, loan against property, and other mortgage-
backed lending products. India bulls Housing Finance has a pan-India
presence and focuses on catering to the housing finance needs of individuals
and corporates.
12. SBI Life Insurance:
SBI Life Insurance is a joint venture between the State Bank of India and BNP
Paribas Cardiff. It offers a wide range of life insurance products, including
term insurance, savings plans, unit-linked insurance plans (ULIPs), and
pension plans. SBI Life Insurance has a strong distribution network and
benefits from the brand reputation and customer base of the State Bank of
India.
13. Axis Asset Management Company:
Axis Asset Management Company is a subsidiary of Axis Bank and is one of
the leading asset management companies in India. It offers a diverse range of
mutual funds and portfolio management services to retail and institutional
investors. Axis Asset Management Company has a strong track record in fund
management and focuses on delivering consistent returns to its investors.
14. IIFL Finance Limited:
IIFL Finance, formerly known as India Infoline Finance Limited, is a leading
non-banking financial company (NBFC) in India. It provides various financial
services, including home loans, gold loans, business loans, and wealth
management solutions. IIFL Finance has a wide presence across the country
and caters to the financing needs of individuals and businesses.
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2.6 Market Leaders in Housing Finance:
1. Aadhar Housing Finance:

Aadhar Housing Finance is a leading player in micro housing finance in India.
It focuses on providing home loans and housing finance solutions to low-
income individuals and families in the informal sector. Aadhar Housing
Finance has a strong presence in rural and semi-urban areas and aims to
promote affordable housing among underserved communities.
2. Swarna Pragati Housing Microfinance:
Swarna Pragati Housing Microfinance is dedicated to catering to the housing
finance needs of economically weaker sections (EWS) and low-income groups
(LIG). It offers micro home loans for incremental housing, construction, and
home improvements. Swarna Pragati Housing Microfinance operates primarily
in rural and semi-urban areas and focuses on financial inclusion.
3. Grameen Financial Services:
Grameen Financial Services, inspired by the microfinance model pioneered by
Nobel laureate Muhammad Yunus, extends its services to micro housing
finance. It provides micro home loans for the construction and purchase of
affordable houses in rural and underserved areas. Grameen Financial Services
focuses on promoting financial inclusion and uplifting the living standards of
economically disadvantaged individuals.
4. Sonata Finance Private Limited:
Sonata Finance is a microfinance institution that also offers micro housing
finance solutions. It provides loans for housing and construction to low-
income individuals and families. Sonata Finance operates in rural and semi-
urban areas, aiming to bridge the housing finance gap for underserved
communities.
5. Ujjivan Small Finance Bank:
Ujjain Small Finance Bank, while primarily known for its microfinance
operations, also offers micro housing finance to its customers. It provides
home loans and housing finance solutions tailored to the needs of low-income
individuals and families. Ujjivan Small Finance Bank operates in both rural
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and urban areas, focusing on financial inclusion and improving access to
housing finance.
6. Muthoot Housing Finance Company Limited:
Muthoot Housing Finance is a subsidiary of Muthoot Fincorp Limited and
specializes in providing micro housing finance solutions. It offers home loans
and home improvement loans to low-income individuals and families.
Muthoot Housing Finance has a wide presence across India and focuses on
catering to the affordable housing needs of underserved communities.
7. Micro Housing Finance Corporation Limited (MHFC):
MHFC is dedicated to providing micro housing finance to economically
weaker sections (EWS) and low-income groups (LIG) in urban areas. It offers
home loans for incremental housing, repairs, and construction. MHFC focuses
on promoting affordable housing and sustainable livelihoods among the urban
poor.
8. Satin Housing Finance Limited:
Satin Housing Finance is a subsidiary of Satin Credit Care Network Limited
and offers micro housing finance services. It provides home loans and loans
for housing-related purposes to low-income individuals and families. Satin
Housing Finance operates in both rural and urban areas, targeting underserved
segments of the population.
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CHAPTER-3
Introduction to Svatantra Micro Housing
Finance Corporation Ltd
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3.1 Introduction to Svatantra Micro Housing Finance
Corporation Ltd.
Svatantra Micro Housing Finance Corporation Ltd. is a microfinance institution that

specializes in providing housing finance solutions to low-income and economically
disadvantaged individuals in India. The company focuses on enabling affordable
housing for those who have limited access to formal financing options.
1. Mission and Purpose:
Svatantra Micro Housing Finance Corporation is driven by a mission to
facilitate financial inclusion and empower underserved communities by
offering customized and accessible housing finance solutions. The company
aims to bridge the gap in affordable housing and contribute to socio-economic
development by enabling individuals to build, improve, or purchase homes.
2. Target Market:
The company primarily targets low-income individuals, particularly those in
rural and semi-urban areas of India. It recognizes the housing needs of
individuals who often face challenges in accessing formal housing finance due
to limited income, lack of collateral, or informal employment. Svatantra Micro
Housing Finance Corporation aims to address this gap by offering tailored
financial products and services.
3. Housing Finance Solutions:
Svatantra Micro Housing Finance Corporation provides a range of housing
finance products and services to its customers. This includes microloans for
incremental housing construction, home improvement loans, loans for
purchasing residential properties, and loans for acquiring or developing land.
The company's offerings are designed to cater to the unique circumstances and
requirements of low-income borrowers.
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4. Customer-Centric Approach:
The company adopts a customer-centric approach by conducting detailed
financial assessments and understanding the specific needs and preferences of
its customers. Svatantra Micro Housing Finance Corporation aims to create
long-term relationships with its borrowers and provide them with personalized
financial solutions, building trust and ensuring customer satisfaction.
5. Technology and Digitization:
Svatantra Micro Housing Finance Corporation leverages technology and
digitization to enhance its operations and deliver efficient services. The
company utilizes digital platforms for loan application processing, document
verification, and disbursement, thereby reducing turnaround times and
increasing convenience for its customers.
6. Social Impact:
Svatantra Micro Housing Finance Corporation is committed to creating a
positive social impact through its activities. By enabling access to housing
finance, the company contributes to improved living conditions, enhances the
dignity of individuals and families, and supports the economic development of
communities. The provision of affordable housing finance helps individuals
build assets and secure their future.
In summary, Svatantra Micro Housing Finance Corporation Ltd. is a
microfinance institution in India that specializes in providing housing finance
solutions to low-income individuals. Through its customer-centric approach,
tailored products, and commitment to social impact, the company aims to
empower underserved communities by facilitating affordable housing
opportunities.
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3.2 Company Values:
• Integrity
• Passion
• Team Work
• Innovation
• Trust
• Customer Centricity
3.3 Work Culture:
1. Inclusivity and Empowerment:

Svatantra fosters an inclusive work environment that values diversity and
empowers its employees. The company believes in providing equal
opportunities and treating employees with respect and fairness, irrespective of
their backgrounds or roles within the organization.
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2. Customer-Centric Focus:
The company places a strong emphasis on serving its customers and meeting
their unique needs. This customer-centric approach permeates the work
culture, with employees encouraged to understand customer perspectives,
actively engage with borrowers, and find innovative solutions to address their
housing finance requirements.
3. Teamwork and Collaboration:
Svatantra promotes a collaborative work environment where employees are
encouraged to work together, share ideas, and support one another.
Collaboration is seen as essential for delivering the best possible outcomes for
customers and driving the company's growth.
4. Learning and Development:
The company recognizes the importance of continuous learning and
development. Svatantra provides opportunities for employees to enhance their
skills and knowledge through training programs, workshops, and learning
initiatives. Employees are encouraged to grow both professionally and
personally, contributing to their long-term career development.
5. Social Impact and Values-Driven Approach:
Svatantra Micro Housing Finance Corporation is driven by a strong social
mission to make a positive impact on society. The work culture reflects this
mission, with employees aligned with the company's values and passionate
about the social purpose of providing affordable housing finance to
underserved communities.
6. Work-Life Balance:
The company recognizes the importance of maintaining a healthy work-life
balance. Svatantra encourages employees to prioritize their well-being,
ensuring they have the flexibility and support needed to maintain a
harmonious integration of work and personal life.
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3.4 Products and Services:
• HOUSING LOAN:
➢ Home Purchase
➢ Self-Construction
➢ Home Extension
➢ Balance Transfer
➢ Plot Purchase Loan
➢ Home Renovation
• NON-HOUSING LOAN:
➢ Loan Against Property (LAP-Residential)
➢ Top-Up Loan
➢ Commercial Property Loan
➢ Loan Against Property (LAP-Commercial)
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3.5 Swot Analysis:
Strengths:
1. Focus on Financial Inclusion:

Svatantra Micro Housing Finance Corporation is dedicated to providing
housing finance solutions to low-income individuals who have limited access
to formal financing options. This focus on financial inclusion gives the
company a unique position in addressing the housing needs of underserved
communities.
2. Customer-Centric Approach:
The company emphasizes a customer-centric approach, understanding the
specific needs and preferences of its borrowers. This enables Svatantra to
provide tailored financial solutions, build trust with customers, and enhance
customer satisfaction.
3. Technology Adoption:
Svatantra Micro Housing Finance Corporation leverages technology and
digitization to streamline its operations and improve efficiency. Utilizing
digital platforms for loan processing and disbursement helps reduce
turnaround times and enhance the overall customer experience.
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Weaknesses:
1. Limited Geographical Presence:

Svatantra Micro Housing Finance Corporation's operations are primarily
focused on specific regions in India. This limited geographical presence might
restrict its market reach and potential growth opportunities in other parts of the
country.
2. Reliance on External Factors:
The company's performance is influenced by external factors such as
economic conditions, government policies, and regulatory changes.
Fluctuations in these factors could impact the company's growth and
profitability.
Opportunities:
1. Growing Demand for Affordable Housing:
The increasing demand for affordable housing in India presents a significant
opportunity for Svatantra Micro Housing Finance Corporation. The company
can capitalize on this market demand by expanding its customer base and
product offerings.
2. Expansion into Untapped Markets:
Svatantra can explore opportunities to expand its operations into underserved
or untapped markets within India. This could involve targeting specific regions
or exploring partnerships with local organizations to reach a wider customer
base.
Threats:
1. Competitive Landscape:
The finance industry, including the microfinance sector, is highly competitive.
Svatantra Micro Housing Finance Corporation faces competition from other
housing finance providers, microfinance institutions, and traditional banks.
Intense competition could potentially affect the company's market share and
profitability.
2. Regulatory Environment:
The financial industry in India is subject to stringent regulations and
compliance requirements. Changes in regulations or the introduction of new
42 | P a g e
policies may pose challenges and impact the company's operations and ability
to offer competitive financial products and services .
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4.Perception Of Employee Towards The Management
In SMHFC
The phrase "employees' perception towards management" refers to how employees

perceive and interpret their interactions, experiences, and overall relationship with their
managers or organizational leaders. It encompasses their beliefs, attitudes, opinions,
and feelings about management practices, decisions, communication, support, and
effectiveness.
Employees' perception towards management can be influenced by various factors, such
as:
Leadership style: Employees may perceive management as authoritative, democratic,
supportive, or controlling based on the behaviour and approach of their managers.
Communication: The clarity, frequency, and effectiveness of communication from
management can shape employees' perception. Open and transparent communication
fosters trust and positive perception, while lack of communication or unclear messages
may lead to confusion or negative perceptions.
Decision-making: How management involves employees in decision-making
processes can impact their perception. Inclusion and employee participation can foster
a sense of ownership and positive perception, while autocratic decision-making may
lead to feelings of disengagement or lack of value.
Support and recognition: Employees' perception towards management is influenced
by the level of support and recognition they receive. Managers who provide guidance,
resources, and appreciation for employees' efforts tend to foster positive perceptions.
Fairness and transparency: Employees' perception of fairness in policies, procedures,
and treatment by management can significantly influence their overall perception.
Consistent and transparent practices promote positive perception, while perceived
favouritism or inconsistent treatment can lead to negative perceptions.
Performance feedback: The way managers provide feedback and evaluate employee
performance affects their perception. Constructive feedback and fair evaluations
contribute to positive perception, while inconsistent or biased feedback may result in
negative perceptions.
Trust and empowerment: Management's ability to build trust, empower employees,
and delegate authority can impact employees' perception. Trustworthy and empowering
managers tend to create positive perceptions, while micromanagement or lack of trust
can lead to negative perceptions.It is essential for organizations to understand and
manage employees' perception towards management as can significantly impact
employee morale, engagement, productivity, and overall organizational success.
The perception of employees towards management in any organisation
The perception of employees towards management in any organization can vary widely
and is influenced by several factors. Here are some common perceptions that employees
may have:
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Trust and confidence: Employees may perceive management as trustworthy and
competent, leading to a positive perception. Trust is built through consistent actions,
open communication, and fair treatment.
Communication: Effective and transparent communication from management can
foster positive perception. When employees feel well-informed about organizational
changes, goals, and decisions, it contributes to a positive perception of management.
Leadership style: The leadership style employed by managers can shape employees'
perception. Managers who are approachable, supportive, and collaborative tend to have
a positive perception, while those who are autocratic or distant may be perceived
negatively.
Recognition and appreciation: Employees appreciate recognition and appreciation for
their efforts and contributions. When management acknowledges and rewards
employees' achievements, it can lead to a positive perception.
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Chapter 5 Analysis & Interpretation
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5.1 Data Analysis
Frequency Percent Cumulative Percent

Valid Sales 31 28.2 28.2
QC 2 1.8 30
Credit 30 27.3 29.1
Legal 4 3.6 30.9
Technical 9 8.2 11.8
Operations 11 10 18.2
Collections 13 11.8 21.820.8
HR 10 9 20.8
Customer Support 0 0 100
110 100
Interpretation: From the above chart, it can be interpreted that, 28.2% of

respondent are from Sales, 1.8% are from QC, 27.3% are from Credit,3.6% are from
Legal, 8.2% are from Technical, 10% are from Operation,11.8% are from Collection,9%
are from HR and 0% are from customer support.
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Valid Male 83 75.5 75.5
Female 27 24.5 100
100
Total 110
Interpretation: From the above bar chart, it can be interpreted that out of 110
responses 27%
were female and 83 % were male.
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Valid 21-25 44 40 40
26-35 53 48.2 88.2
36-45 13 11.8 60
45-55 0
Above 55 0 100
110 100
Interpretation: From the above chart, it can be interpreted that 40% of respondents
were from age group of 21-25, 48.2% of respondents were from age group 26-35, and
11.8%of respondents were from age group of 36-45, and none of the respondents
were from the age of 45-55 and above.
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Valid HSC 8 7.3 7.3
Graduate 55 50 57.3
Post-Graduate 47 42.7 100
Total 110 100
Interpretation: From the above chart, it can be interpreted that7.3 % of respondents

have complete HSC, 50% of respondents have bachelor’s degree, 42.7% of respondent
have master’s degree.
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Valid Less than 1 year 25 22.7 22.7
1-3 years 39 35.5 58.2
4-8 years 30 30.9 66.4
9-12 years 9 8.2 39.1

More than 12
years 3 2.7 100
110 100
Interpretation: From above chart we can see 22.7% respondent have less than
1 years of experience in finance industry, 35.5% of respondents have 1-3 years
of professional work experience.6.6% of respondents have 6-10 years of
experience in finance industry, 30.9% of respondents have 4-8years of
experience in finance industry, 8.2% of respondents have 9-12 years of
experience in finance industry and 2.7% of respondents have more than 12
years of experience in finance industry.
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Less than 1
Valid years 46 41.8 41.8
1-5 years 52 47.3 89.1
6-10 years 9 8.2 55.5
More than 10
years 3 2.7 100
Total 110 100
Interpretation: From above chart we can see 41.8% respondent are working
here from less than 1 year, 47.3% of respondents are working here from 1-5
years, 8.2% of respondents are working here from 6-10 years and 2.7% of
respondents are working here from more than 10 years.
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Interpretation : Majority of respondents agree that they got good T&D, Work life
balance, Reward and Recognition, Employee engagement ,Appraisal.
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Interpretation : Majority of respondents are respondent are Strongly Satisfied with
the above mention factors.
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Interpretation : Majority of respondent are Very Interested with the mention factor
to join any organisation.
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Valid YES 97 88.2 88.2
NO 2 1.8 90
MAYBE 11 10 100
Total 110 100
Interpretation: From the above bar chart, it can be interpreted that out of 110
responses 88.2% Says Yes, 1.8% says No and 10% says Maybe.
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Valid 1 2 1.8 53.6
2 6 5.5 100
3 10 9.1
4 60 54.5
5 32 29.1
Total 110 110
Interpretation: From the above bar chart, it can be interpreted that 1.8% respondents
are not satisfied and 19.1% respondent are highly satisfied.
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Hypothesis Testing
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5.2 ANOVA Test:
1. Please indicate the extent to which you Agree with respect to importance of
below mentioned aspects in your organization:
1. Ho: There is no significant relationship between year of experience in finance

industry and Training and Development.
H1: There is a significant relationship between year of experience in finance

industry and Training and Development.
Sum of Squares df Mean Square F Sig.
Between Groups 1.602 4 .401 1.366 .251

Within Groups 30.798 105 .293
Total 32.400 109
Interpretation: Since, the significance value 0.251 is greater than 0.05, the null hypothesis
is accepted and it is interpreted that there is no significant association between year of
experience in finance industry and Training &Development.
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2. Ho: There is no significant relationship between year of experience in finance industry
and the Work Life Balance.
H1: There is a significant relationship between year of experience in finance industry

and the Work Life Balance.
.
ANOVA
WORK LIFE BALANCE
Between Groups .608 1 .608 1.535 .218

Total 43.355 109
is accepted and it is interpreted that there is no significant association between the gender
and Work Life Balance in the present company.
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and Reward and Recognition.

and Reward and Recognition.
Reward and Recognition
Between Groups 2.601 4 .650 1.491 .210

Total 48.400 109
and Reward and Recognition in the present company
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and EMPLOYEE ENGAGEMENT

and EMPLOYEE ENGAGEMENT
Employee Engagement
Between Groups 1.551 4 .388 .900 .467

Total 46.764 109
and Employee Engagement in the present company.
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and APPRAISAL.

and APPRAISAL.
Appraisal
Between Groups .868 4 .217 .379 .823

Total 60.918 109
and Appraisal in the present company.
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2. How Satisfied are you with the following aspects of your job?
1. Ho: There is no significant relationship between Age and Work Environment.
H1: There is a significant relationship between Age and Work Environment.
ANOVA
WORK ENVIRONMENT
Between Groups .023 2 .012 .038 .963

Total 32.764 109
is accepted and it is interpreted that there is no significant association between the Age and
Work Environment in the present company.
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2. Ho: There is no significant relationship between Age and SALARY/ INCENTIVES.
H1: There is a significant relationship between Age and SALARY/ INCENTIVES.
ANOVA
SALARY/ INCENTIVES
Between Groups .467 2 .234 .402 .670

Total 62.691 109
SALARY/ INCENTIVES in the present company.
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3. Ho: There is no significant relationship between Age and GROWTH OPPORTUNITY.
H1: There is a significant relationship between Age and GROWTH OPPORTUNITY.
ANOVA
GROWTH OPPORTUNITY
Between Groups .003 2 .001 .003 .997

Total 56.191 109
GROWTH OPPORTUNITY in the present company.
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4. Ho: There is no significant relationship between Age and EMPLOYEE BENEFITS.
H1: There is a significant relationship between Age and EMPLOYEE BENEFITS.
ANOVA
EMPLOYEE BENEFITS
Between Groups .333 2 .166 .412 .663

Total 43.491 109
EMPLOYEE BENEFITS in the present company.
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5. Ho: There is no significant relationship between Age and SENIOR LEADERSHIP.
H1: There is a significant relationship between Age and SENIOR LEADERSHIP.
ANOVA
SENIOR LEADERSHIP
Between Groups .217 2 .109 .175 .840

Total 66.764 109
SENIOR LEADERSHIP in the present company.
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3. Please indicate the extent to which you are interested in working for any
organization with respect to below factors:
1. Ho: There is no significant relationship between Age and COMPANY CULTURE.
H1: There is a significant relationship between Age and COMPANY CULTURE.
ANOVA
COMPANY CULTURE
Between Groups .215 2 .108 .634 .533

Total 18.373 109
COMPANY CULTURE in the present company.
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2. Ho: There is no significant relationship between Age and COMPENSATION.
H1: There is a significant relationship between Age and COMPENSATION.
ANOVA
COMPENSATION
Between Groups .378 2 .189 .470 .626

Total 43.355 109
Interpretation: Since, the significance value 0.626 is greater than 0.05, the null
hypothesis is accepted and it is interpreted that there is no significant association between
the Age and COMPENSATION in the present company.
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3. Ho: There is no significant relationship between Age and JOB SECURITY.
H1: There is a significant relationship between Age and JOB SECURITY.
ANOVA
JOB SECURITY
Between Groups .570 2 .285 .817 .444

Total 37.864 109
the Age and JOB SECURITY in the present company.
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4. Ho: There is no significant relationship between Age and DESIGNATION.
H1: There is a significant relationship between Age and DESIGNATION.
ANOVA
DESIGNATION
Between Groups .023 2 .012 .022 .978

Total 56.400 109
the Age and DESIGNATION in the present company.
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5. Ho: There is no significant relationship between Age and RESPONSIBILITY
H1: There is a significant relationship between Age and RESPONSIBILITY
ANOVA
RESPONSIBILITY
Between Groups .201 2 .101 .325 .723

Total 33.355 109
the Age and RESPONSIBILITY in the present company.
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5.3 Chi-Square
Ho: There is no association between Department and engaged and motivated in

current role.
H1: There is association between Department and engaged and motivated in current
role.
Engaged and motivated in your current role * Department Crosstabulation

Count
Department Tot
Sales QC Credit Legal Technical Operations Collection HR al
Yes 27 2 30 4 8 8 9 9 97
Engaged and motivated No 1 0 0 0 0 0 1 0 2

in your current role May
3 0 0 0 1 3 3 1 11
be
11
Total 31 2 30 4 9 11 13 10
0
Chi-Square Tests
Value df Asymp. Sig. (2-

sided)
Pearson Chi-Square 14.530a 14 .411

Likelihood Ratio 16.527 14 .282
Linear-by-Linear Association 2.743 1 .098
N of Valid Cases 110
a. 18 cells (75.0%) have expected count less than 5. The minimum

expected count is .04.
Interpretation: From the above chart, it can be interpreted that, based on the
provided data and the chi-square test results, there is no indication of a potential
association between Department and engaged and motivated in current role.
74 | P a g e
Chapter: 6
Findings
75 | P a g e
• It is concluded that most of the respondents are from sales (28.2) and credit
department (27.3%).
• It is concluded that most of the respondents are male (75.5%) and very few are
females.
• It is interpreted that more than 48.2% respondents fall in the age group in 26-
35.
• It is interpreted that 50% of the SMHFC employees have only completed their
education till graduation.
• It is concluded that most of the respondents have work experience in finance
industry of 1-3 years.
• It is concluded that most of the respondents are working in SMHFC for 1-5
years.
• It is interpreted that 88.2% of the SMHFC employees feels they are engage d
and motivated in their current role.
• It is concluded that most of the respondents are overall satisfied.
• Majority of respondents agree that they got good T&D, Work life balance,
Reward and Recognition, Employee engagement, Appraisal.
• Majority of respondents are respondent are Strongly Satisfied with the mention
factors.
• Majority of respondent are Very Interested with the mention factor to join any
organisation.
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Chapter: 7
Recommendations
77 | P a g e
Employee expectation and satisfaction are important parts of an employee’s lifecycle and a
motivation to remain loyal to and employed with an organization. So, it becomes a primary
responsibility of the organizations to ascertain that employees’ expectations are met and they
are ultimately satisfied with their job. To improve employees' perception of management,
organizations should focus on fostering a culture of open communication, transparency, and
employee involvement. Providing training and development opportunities for managers to
enhance their leadership skills can also contribute to more positive perceptions. Additionally,
implementing feedback mechanisms and actively listening to employees' concerns and
suggestions can help address any underlying issues and improve the overall perception of
management. Overall, understanding and addressing employees' perceptions of management
is crucial for building a positive and productive work environment. By actively engaging with
employees, fostering open communication, and demonstrating effective leadership,
organizations can cultivate a culture where employees feel valued, motivated, and supported,
leading to improved performance and organizational success.
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Chapter: 8
Conclusion
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This study was concerned with understanding the perception of the employees in
SMHFC. It was seen that when an employee joins an organization, the expectations set
by the employers has a significant effect on how the employee set his/her goals.
Indicators considered were company culture, compensation, job security, career &
growth opportunities, senior leadership, designation and the team, which could show
what is the actual expectation of SMHFC employee and the study for the same showed
that most of the SMHFC employees of Gujarat, Rajasthan & Maharashtra have major
expectation of ‘Career & Growth Opportunities’ as well as ‘Good Company Culture’.
Also, perks and benefits are one of the important expectations of the employees. Hence,
their topmost priority is better opportunities followed by work culture and salary &
benefits. This study also showed that most of the employees are satisfied with their
respective position, moreover, they are very happy with the recognition and
appreciation that they get for their good work in the organization.
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Chapter: 9
Annexure
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10.Bibliography
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ismail bakan, t. b. (n.d.). effects of job satisafaction on job performance and occupational
commitment. turkey.
kumar, a. g. (2012). a study on employee engagement in pharmaceutal sector.
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pandey, g. k. (2011). job satisfaction in public sector and private sector: a comparison.
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SUMMER INTERNSHIP PROGRAMME

UNDER THE GUIDANCE OF

“It is to certify that this Summer Internship Report Titled

Faculty Name Dr. Hitesh Ruparel

Faculty Guide Faculty Dean

Place: Ahmedabad Date:

Name: Komal Singh

As a part of Integrated MBA Curriculum and in order to gain practical

Summer Internship Programme has provided me with an opportunity to

1.2 Objective of Study 18

1.3 Scope of study 18

1.4 Research design 18

1.5 Sampling Design 18

1.6 Data Collection Sources 19

1.7 Beneficiaries of Study 19

1.8 Limitation of study 19

Chapter 2 Introduction to the Finance Industry 20

2.1 Meaning of Finance Industry 20

2.2 Introduction to Micro Housing Finance 23

2.3 Pestle Analysis 25

2.4 Porters Five Force Model 29

2.5 Market leader in Finance Industry 31

Chapter 3 Introduction to Svatantra Micro Housing Finance 36

3.2 Company Values 39

3.3 Work culture 39

3.4 Products and services 41

3.5 SWOT Analysis 42

Chapter 4 Introduction to Topic 45

4.1 Perception Of Employee Towards The Management In SMHFC 45

Chapter 5 Data Analysis 47

4. Nir (2012) studies the importance of teachers perceived organizational support on

5. Ramayah (2011) evaluates whether mentoring results in work satisfaction within

7. Ismail (2011) in his investigation Compensation is an imperative capacity of the

8. BALASUBRAMANIAN, P (2011), in this paper on, “Job Satisfaction among

12. (Iqbal, s. 2016) EMPLOYEES’ PERCEPTION REGARDING THE ROLE OF

13. (kosiorek, D. 2016) Relationships between organisational culture and human

14. (RAHMAN, M. M. 2012) The Role of Human Resource Management practices

15. (Riet, S. v. 2016) Focusing on employees’ perception of HRM; HRM satisfaction

16. (Soni, S. 2019) Engagement of employees is considered as a robust indicator of

17. (tejeji, m. e. 2013) EMPLOYEES’ PERCEPTION OF THE PROBLEMS AND

18. (Barabbas, a. 2014) Perception of organizational culture, commitment and

20. (Boonen, i. 2018) the effects of employees’ perceptions regarding the

25. (MADANAT, H. G. 2018) LEVEL OF EFFECTIVENESS OF HUMAN

• To study the factors influencing job satisfaction of employee in SMHFC.

1.3. SCOPE OF THE STUDY:

1.4. RESEARCH DESIGN:

• Sampling Unit: Employee of SMHFC.

• Sample size: 110 respondents

• Sampling Method: Non-Probability Convenience Sampling method was used.

1.7. BENEFICIARIES OF STUDY:

• Other beneficiaries are the students, research organizations, publishers, etc.

1.8. LIMITATIONS OF THE STUDY:

2.1.2ABOUT FINANACE INDUSTRY

The financial sector is a segment of the economy composed of companies and

• Public banks Commercial banks

• Finance and loan companies

2.1.4 Insight into the Financial Sector in India

However, India's financial sector is predominantly a banking sector with commercial

2.1.5 Challenges and Trends: