CHAPTER 5 DATA ANALYSIS, INTERPRETATION AND DISCUSSION...

Data Analysis, Interpretation and Discussion of Employees’ Data

92 Ph. D. Thesis

CHAPTER 5

DATA ANALYSIS, INTERPRETATION AND DISCUSSION OF

EMPLOYEES’ DATA

5.1 INTRODUCTION

The objectives of this study are: 1) to study the satisfaction level of clients/customers of the

banks, 2) to study the work culture of the employees of the banks, 3) to delineate the

satisfaction level of the employees of the banks, 4) to study the impact of work culture on

employee satisfaction and 5) to study the relationship between employee satisfaction and

client satisfaction in banks. Chapter 4 was devoted to the first objective and this chapter

delineates the next three objectives of the study.

This chapter has been divided into four sections. The first section describes the demographic

characteristics of the respondents and certain bank variables. The second section aims to

identify the attributes of work culture and the variables affecting employee satisfaction in

banks. This section also discusses the dimensions of work culture and employee satisfaction

extracted by factor analysis. The third section details out the comparisons of the work culture

dimensions and employee satisfaction dimensions between two groups based on

characteristics of employee respondents and bank characteristics. Comparisons of these

dimensions across various demographic characteristics of employee respondents (more than

two groups) have also been dealt with in the same section. Last section deals with correlates

and determinants of employees’ satisfaction with respect to work culture dimensions and

demographic characteristics of the respondents.

5.2 SECTION 1

5.2.1 Personal Profile of the respondents

The first section of the instrument gathered information about the personal profile of the

respondents and a few bank variables which included gender, age, marital status,

qualifications, income, experience, bank type and location of branch. Age, income and

experience had three groups each and gender, marital status, qualification and location of

branch had two categories each. The characteristics are shown in Table5.1.

Chapter 5

Ph. D. Thesis 93

Table 5.1: Profile of the employee respondents by type of bank

The total number of employee respondents in this research is 661. Of them, 331 (50.01

percent) are employees of public sector banks, and 330 (49.09 percent) are from private sector

banks. Profile of employees according to each background variables has been explained as

follows:

Gender: The respondents are not equally distributed in the category of gender. The

percentage of male and female employees in public sector banks is 80.4 percent and 19.6

percent respectively whereas in private sector banks, it is 67.6 percent and 32.4 percent

respectively. As is clear from Figure 1, the male employees supersede female clients in

number in both the public and private sector banks.

Figure 5.1: Employees’ profile: Gender

Profile of employees

Public Sector Banks

(N=331)

Private Sector Banks

(N=330)

Total

(N=661) Number

percentage Number

percentage Number

percentage Gender Female

Male 65 19.6 266 80.4

107 32.4 223 67.6

172 26.0 489 74.0

Age less than 31yrs. 31-44yrs. more than 44yrs.

15 4.5 163 49.2 153 46.2

140 42.4 150 45.5 40 12.1

155 23.4 313 47.4 193 29.2

Marital Unmarried Married

7 2.1 324 97.9

58 17.6 272 82.4

65 9.8 596 90.2

Qualification Graduate Postgraduate

152 5.9 179 54.1

99 30.0 231 70.0

251 38.0 410 62.0

Income

Less than ` 35000 a month `35000-44000a month More than `44000a month

46 13.9 159 48.0 126 38.1

190 57.6 88 26.7 52 15.8

236 35.7 247 37.4 178 26.9

Experience More than 20 years 20 years 10 years

159 48.0 141 42.6 31 9.4

34 10.3 45 13.6 251 76.1

193 29.2 186 28.1 282 42.7

Location of Branch

Delhi NCR

269 81.3 62 18.7

257 77.9 73 22.1

526 79.6 135 20.4


94 Ph. D. Thesis

Age: The employees of public and private sector banks are divided into three groups

according to their age and these three groups are of less than 31 years of age (Age 1), 31-44

years (Age2) and more than 44 years of age (Age3). Of all the employees, 4.5 percent

employees of public sector banks are in 1st group, 49.2 percent in 2nd group and 46.2 percent

in 3rd group whereas they are 42.4 percent, 45.4 percent and 12.1 percent respectively in

private sector banks. The strength of younger generation (less than 31 years) is only 4.5

percent in public sector banks whereas it is 42.4 percent in private sector banks as shown in

Figure 5.2. It might be because of the fact that for more than the last 10 years, there has been

no recruitment in the public sector banks in India. Even the replacements against the retired

employees in these banks have not been brought in. Private sector banks, on the other hand,

are expanding very fast and have been major source of the employment in the banking

industry during last 15 years.

Figure 5.2: Employees’ profile: Age

Marital Status: According to their marital status, public sector banks have 97.9 percent

married employees and 2.1 percent unmarried employees whereas private sector banks have

82.4 percent married and 17.6 percent unmarried employees. The married employees

outnumber the unmarried ones as shown in Figure 5.3.

Figure 5.3: Employees’ profile: Marital status

Chapter 5

Ph. D. Thesis 95

Educational Qualifications: Of all the sampled employees, 45.9 percent employees of public

sector banks are graduates and 54.1 percent postgraduates whereas in private sector banks,

they are 30 percent and 70 percent respectively as shown in Figure 5.4.

Figure 5.4: Employees’ profile: Qualification

Experience: According to experience, the employees of the banks are divided into three

groups. The employees of first group (E1) have the experience of more than 20 years, second

group employees (E2) have 20 years’ experience and the third group employees (E3) have 10

years’ experience. Figure 5.5 shows that 48.04 percent employees of public sector banks are

in 1st group, 42.6 percent in 2nd group and only 9.4 percent in 3rd group whereas they are 10.3

percent, 13.6 percent and 76.1 percent in private sector banks respectively. As is clear from

the figure, the number of employees is increasing with the increase in experience in the public

sector banks whereas it is decreasing in the private sector banks.

Employees' profile by experience

48.4

10.3

29.242.6

13.628.1

9.4

76.1

42.7

0.0

20.0

40.0

60.0

80.0

Public Private Total

E1

E2

E3

Figure 5.5: Employees’ profile: Experience

It might be because of the reason that the maximum age of the private banks in India is not

more than 15 years; they do not have the experienced staff. On the other hand, there is no

recruitment in public sector banks for the last 10 years and they have relatively quite senior

staff.


96 Ph. D. Thesis

Income: As per income, the employees are also divided into three groups. First group (I1)

has employees whose income is less than`35000 a month, 2nd group (I2) earning between

`35000-44000 and 3rd group (I3) earning more than `44000 a month. The employees of public

sector banks falling into these three groups are 13.9 percent, 48 percent and 38.1percent

respectively whereas those in private sector banks are 57.6 percent, 26.7 percent and 15.8

percent respectively. The scenario is in sharp contrast in both the banks as is clear from Graph

5.6. The number of employees drawing lowest salary in public sector banks is minimum (only

13.9 percent) whereas this number is maximum (57.6 percent) in private sector banks as is

clear from Figure 5.6.

Figure 5.6: Employees’ profile: Income

The reason can be that the number of senior employees in public sector banks is more and

they are drawing more salary than the younger ones whereas the number of younger

employees in private sector banks is more than the other age groups and they are drawing less

salary than the senior ones.

Location of Branch

The survey of the branches in Delhi and NCR revealed that 81.3 percent respondents are from

Delhi banks and 18.7 are from NCR in public sector banks whereas they are 77.9 percent and

21.1 percent in the private sector banks respectively as is clear from Figure 5.7.

Chapter 5

Ph. D. Thesis 97

Employees' profile by location of branch

81.3 77.9 79.6

18.7 22.1 20.4

0.0

20.0

40.0

60.0

80.0

100.0

Public Private Total

Delhi

OtherNCR

Figure 5.7: Employees’ profile: Branch location

5.3 SECTION 2

5.3.1 Identification of factors of Work Culture in banks

In order to identify the items of work culture in banks, exhaustive literature survey was done

and focus group discussion was conducted. On the basis of literature survey and pre testing of

the questionnaire, total 27 items were chosen for the study. These items were made statements

in the questionnaire. The employees of the banks were asked to rate these statements on a 5

point Likert scale ranging from 1 to 5, 1 being very low, 2 low, 3 moderate, 4 high and 5

being very high. The questionnaire was personally given to 800 respondents, of which 700

were received out of which 661 were usable. Table 5.2 enlists all the 27 items that were made

statements in the questionnaire and were used for factor analysis.

Table 5.2: Items/ variables of Work Culture chosen for the study

S. No. Items

1. The opportunity of participating in the decision making process.

2. Emphasis on rules and regulations.

3. The opportunity for independent thought and action in the job.

4. The opportunity for taking initiative.

5. The scope of discussion of personal problems with the seniors.

6. The assistance from the seniors to solve the problems.

7. The encouragement from the seniors to be innovative.

8. The feeling of employees that they are members of a well functioning team.

9. *The friction between superiors and subordinates.

10. The pride of employees in belonging to the organization

11. Management's initiative in adopting new technology.

12. The sense of responsibility amongst employees.


98 Ph. D. Thesis

13. The effect of outstanding performance on receiving special rewards and

recognition.

14. The chances of taking risk by the organization.

15. Rotation of responsibilities of the employees by management.

16. The identification of employees with the organization.

17. The effect of job performance on higher pay.

18. The opportunity in job for participating in setting of goals.

19. The consideration of seniors to subordinates’ feelings or situation.

20. The opportunity of conveying one's ideas to his/her seniors.

21. The faith of management in the integrity of its employees.

22. The clarity of rewards’ & punishments’ standards for everyone.

23. Chances of getting support from the seniors, when one commits a mistake.

24. The effect of outstanding job performance on receiving a promotion.

25. The delegation of responsibility to junior managers to make decision within their

jurisdiction.

26. The supervisors' interest in seeing that the workers do their work well.

27. The enforcement of discipline in the organization.

(*The item marked with an asterisk is first reversed so that 5 becomes 1, 4 becomes 2, 2 becomes 4 and 1

becomes 5. This makes all items unidirectional.)

Cronbach alpha was calculated to measure the internal consistency and reliability of the

instrument. The cronbach alpha came as 0.750 as shown in Table 5.3, thus the instrument was

considered reliable for the study. Table 5.3: Cronbach Alpha

Reliability Statistics

Cronbach's Alpha N of Items

0.750 27

Factor analysis was done to extract and club the items of work culture. Principal component

analysis was the method of extraction. Varimax was the rotation method. The factors

extracted for further study are shown in Table 5.4. Factors and factor loading of each item are

given below in Table 5.4. The table is followed by the explanation of all these nine

dimensions.

Chapter 5

Ph. D. Thesis 99

Table 5.4: Factors of Work Culture Factor Names Items Factor Loading1. Disciplined and

enterprising culture • Management's initiative in adopting new

technology. .685

• The enforcement of discipline in the organization. .610

• Emphasis on rules and regulations. .553 • The opportunity for taking initiative. .328

2. Affinity with the organization

• The pride of employees in belonging to the organization. .636

• The identification of employees with the organization. .574

• The feeling of employees that they are members of a well functioning team. .529

• The friction between superiors and subordinates.

.528

3. Performance Norms • The clarity of rewards’ & punishments’ standards for everyone.

.726

• The supervisors' interest in seeing that the workers do their work well.

.539

• The faith of management in the integrity of its employees.

.532

• The sense of responsibility amongst employees.

.370

4. Relationship with seniors

• The scope of discussion of personal problems with seniors.

.746

• The assistance from seniors to solve the problems.

.700

5. Meritorious culture

• The effect of outstanding performance on receiving special rewards and recognition.

.674

• The effect of job performance on higher pay. .565 • The opportunity in the job for participating in

setting of goals. .381

• The effect of outstanding job performance on receiving a promotion.

.321

6. Empathy

• The consideration of seniors to subordinates’ feelings or situation.

.675

• The opportunity of conveying one's ideas to his/her seniors.

.578

7. Risk taking

• The chances of taking risk by the organization.

.730

• Rotation of the responsibilities of employees by management.

.593

8. Innovative and participative culture

• The opportunity for independent thought and action in the job.

.661

• The opportunity of participating in the decision making process.

.545

• The encouragement from the seniors to be innovative.

.380

9. Empowerment

• The delegation of responsibility to junior managers to make decision within their jurisdiction.

.545

• Chances of getting support from the seniors, when one commits a mistake.

.663


100 Ph. D. Thesis

Factor 1 - Disciplined and enterprising culture: Disciplined and enterprising culture is the

name given to the first dimension of work culture identified through factor analysis. The items

included in this are: management's initiative in adopting new technology, the enforcement of

discipline in the organization, emphasis on rules and regulations and the opportunity for

taking initiative. Robbins [193] recognized the impact of organizational rules and policies on

job satisfaction.

Factor 2 - Affinity with the organization: It emerged out as the second factor and has four

items in it: the pride of employees in belonging to the organization, the identification of

employees with the organization, the feeling of employees that they are members of a well

functioning team and the friction between superiors and subordinates. Organizational

identification is ‘‘the perception of oneness with or belongingness to an organization, where

the individual defines himself or herself in terms of the organization(s) of which he or she is a

member.’’ [258]. Pratt [259] states that identification with the organization can satisfy the

individual’s holistic need, since organizations provide meaning and help the individual to find

a sense in his or her life.

Factor 3 - Performance Norms: This term is given to third factor, which includes; the clarity

of rewards’ & punishments’ standards for everyone, the supervisors' interest in seeing that the

workers do their work well, the faith of management in the integrity of its employees and the

sense of responsibility amongst employees. Robbins [193] states that factors affecting job

satisfaction include “meeting performance standards, living with working conditions". A few

other authors concur that customer’s assessments of continuously provided services may

depend solely on performance, thereby suggesting that performance-based measures explain

more of the variance in an overall measure of service satisfaction [260].

Factor 4 - Relationship with seniors: This factor includes the scope of discussion of

personal problems with the seniors and the assistance from seniors to solve the problems. The

number one reason people quit their jobs, according to a study, is their dissatisfaction with

their supervisors [261]. Brief and Guzzo [209] investigated the relationship between

organization culture and total organizational change in organizations. They found that these

organizations were more successful because they were more effective in managing three

aspects of the organizational environment: the nature of interpersonal relationships, the nature

of the hierarchy and the focus on support and rewards.

Chapter 5

Ph. D. Thesis 101

Factor 5 - Meritorious culture: The effect of outstanding performance on receiving special

rewards and recognition, the effect of job performance on higher pay, the opportunity in the

job for participating in setting of goals and the effect of outstanding job performance on

receiving a promotion emerged out as an important factor of work culture. Meritorious

culture in the banks make the employees feel attached with the organization and help in

motivating them. According to Armstrong [262], in the successful companies workers

received more money if they met certain production quotas. Genuine behavior-based rewards

and recognition are likely to enhance self-esteem, self-efficacy, personal control and

optimism—and in some cases, belongingness [263]. A substantial body of evidence has

focused on the impact of incentive compensation and performance management systems on

firm performance. In addition, protecting employees from arbitrary treatment, perhaps via a

formal grievance procedure, may also motivate them to work harder because they expect their

effort to be fairly rewarded [264].

Factor 6 - Empathy: Empathetic culture in the organization refers to the consideration of

seniors to subordinates’ feelings and the opportunity of conveying one's ideas to his/her

seniors or situation. Armstrong [262] believes that finding ways to recognize employees is a

key part of establishing a strong work culture. “It all goes back to the golden rule—‘Do unto

others as you would do to you. Treat your employees with respect and courtesy, and

communicate with them about what’s going on,” says Armstrong. Before stating their

viewpoint or opinion, they communicate respect for the speaker's words and emotions, and

ask relevant questions. Covey also [265] states, "They seek first to understand before being

understood." Empathic leaders understand their followers and, thereby, know what

consequences interest them and which can be used to improve their work performance [265].

Factor 7 - Risk taking: The chances of taking risk by the organization and rotation of

responsibilities of employees by management are grouped as Risk taking factor. Jobs that

have too little challenge create boredom, but too much challenge creates frustration and a

feeling of failure. Under conditions of moderate challenge, most employees will experience

efficiency and satisfaction [266]. Rotating managers to different jobs is likely to reduce the

tendency of complacency and also has the added benefit of task variety, which has been seen

to relate positively to job satisfaction [267]. According to Neumann [267], the work culture

can be improved in a number of ways by, for example: ensuring that jobs which pose a risk

and which cannot be completely eliminated are rotated so that no individual spends long on


102 Ph. D. Thesis

that task and ensuring that all employees have sufficient variety of tasks to enable them to use

different skills to make their job more satisfying. Employees tend to prefer jobs that give them

opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback

on how well they are doing.

Factor 8 - Innovative and participative culture: The opportunity for independent thought

and action in the job, the opportunity of participating in the decision making process and the

encouragement from the seniors to be innovative make the work culture of any organization

Innovative and participative. Gunnarson and NilesJolly[209] were of the opinion that an

organizational environment that promoted innovation enhanced organizational performance

and success. Odom, Boxx and Dunn [268] emphasized on the Innovative and participative

culture by pointing that the bureaucratic culture was not conducive to encouraging positive

employee behavior. Participative culture emphasizes on the contribution of organizational

members in decision making and creates the feeling of responsibility, ownership and more

commitment to the organization. Ahghar has cited Toosi who has pointed out that

Participative culture emphasizes on human dignity in workplace, creates ownership feeling,

empowers a disabled person, breaks silence culture and finally links human mind and heart to

his/her tongue[269]. These days, this issue is well understood that being a pioneer in major

changes without participation and cooperation will not lead to success in any organizational

level. Therefore, it needs paramount trainings to found participation principles among

manpower [270]. Kravetz [217] amplified Kanter's earlier findings by showing that

management practices fostering participation, autonomy, and creativity were closely

correlated with objective indicators of organizational performance.

Factor 9 - Empowerment: One of the most important factors responsible for work culture is

the delegation of responsibility to junior managers to make decision within their jurisdiction

with the support from the seniors. Authentic involvement (empowerment) is self-directed and

occurs when employees in the organizations are "treated like a mature, adult human being; as

an equal, not subordinate, able to use their innate intelligence and skills daily, even hourly;

able to achieve; given responsibility; and recognized for doing a good job[271]. According to

Geller [263] when people feel empowered, they also feel ownership for the process and go

beyond the call of duty to make the process work. They become self-accountable. Effective

organizations empower their employees, use teamwork, and continuously develop the

capacity of their employees [272].

Chapter 5

Ph. D. Thesis 103

5.3.2 Identification of factors of Employee Satisfaction in Banks

On the basis of literature and the pre-testing of the questionnaire, total 29 items were chosen

to capture the satisfaction level of employees working in the banks in Delhi and NCR. These

items were made statements in the questionnaire. The respondents were asked to rate these

factors on a 5 point Likert scale ranging from 1 to 5, 1 being strongly disagree, 2 disagree, 3

neither agree nor disagree, 4 agree and 5 being strongly agree. Table 5.5 enlists all the 29

items that were translated into statements in the questionnaire and were used for factor

analysis. Table 5.5: Items of Employee Satisfaction chosen for the study

Items 1 Modern equipments 2 Nicely dressed employees 3 Convenient location of branches 4 Sufficient parking space 5 Convenient timings 6 Physical facilities in the bank 7 General ambience and comfort level of the bank 8 Performance of machines 9 Facility and ambience of safe deposit vault/lockers 10 The interest rate offered by the bank on various deposits 11 The charges taken by the bank on various services (locker rent, payment of utility bills etc) 12 Bank's various useful and convincing deposit schemes 13 Bank's remittance/funds transfer system 14 Bank's record maintaining procedure 15 The behavior of the employees 16 The required knowledge, skill and abilities of the bank employees 17 Bank’s handling its customers' service problems efficiently 18 Bank’s keeping its customers' best interest at heart. 19 Bank employees’ willingness to help among themselves 20 The management’s concern about employees’ problems 21 Promotion policy of the bank 22 Recognition to innovative suggestions/ideas 23 Judicious and fair delegation of power 24 Reward and punishment policy 25 Training and enhancement of knowledge 26 Entertainment and recreation 27 Feedback from employees/clients 28 Implementation of good suggestions given by the clients/employees 29 Safe future in the bank


104 Ph. D. Thesis

Cronbach alpha was calculated to measure the internal consistency and reliability of the

instrument. The cronbach alpha came as 0.780 as shown in table 5.6, thus the instrument was

considered reliable for the study.

Table 5.6: Cronbach Alpha

Reliability Statistics

Cronbach's Alpha No. of Items

0.780 29

Factor analysis was done to extract and club the factors responsible for employee satisfaction.

The factors extracted for further study are shown in Table 5.7. These 9 factors that were

ultimately extracted have been referred to as dimensions of employee satisfaction. Table 5.7 is

followed by the explanation of all these nine dimensions. Table 5.7: Factors of Employee Satisfaction

Factor Names Items Factor Loading

1. Participative environment

• The bank implements the good suggestions given by clients and employees. .740

• The bank takes regular feedback from the clients and employees in order to improve its service. .588

• Bank takes good care of your training for enhancement of your knowledge. .575

• Management gives due recognition to your innovative suggestions/ideas. .458

• The bank handles its customers' service problems efficiently. .375 2. Hygiene Factors • The bank has modern looking equipments. .701

• The bank's employees are nicely dressed. .609 • The physical facilities in the bank (waiting lounge, drinking

water, washrooms etc.) are good. .545

• Management takes care of your entertainment and recreation.

.477

3. Fair and Empathetic Management

• The reward and punishment policy is fair. .673 • The delegation of power is judicious and fair. .615 • The management is concerned about your problems. .585 • The management keeps its employees' best interest at heart. .440 • You are satisfied with the knowledge, skill and abilities of

your seniors, peers and juniors. .382

4. Smooth operations

• The bank's remittance/funds transfer system is efficient. .612 • The charges taken by the bank on various services (locker

rent, payment of utility bills etc) are reasonable. .573

• The performance of machines in the bank (computers, printers, counting machines etc.) is good.

.522

• The general ambience and comfort level of the bank is appealing.

.451

5. Considerate environment

• The bank's various deposit schemes are useful and convincing.

.638

• Bank employees are always willing to help each other. .591

Chapter 5

Ph. D. Thesis 105

Factor 1- Participative environment: Participative environment is the name given to the

first dimension of employee satisfaction identified through factor analysis. The items included

in this are: taking regular feedback from the clients and employees in order to improve its

service, implementing the good suggestions given by the employees, taking good care of

employees’ training for enhancement of knowledge, management giving due recognition to

employees’/clients’ innovative suggestions/ideas and the bank’s handling its customers'

service problems efficiently. Employee participation systems [273] and team-based

production systems [274] have been argued to positively affect employee satisfaction.

Increased employee participation and involvement in decision making processes lead to an

increase in the level of their commitment towards their organization. It has been investigated

that group level task interdependence increases the feeling of belongingness and coordination

among employees and hence increases the degree of job satisfaction [275]

Factor 2 - Hygiene factors: It emerged out as the second factor and has four items in it i.e.

modern looking equipments in the bank, appearance of bank’s staff, the physical facilities in

the bank (waiting lounge, drinking water, washrooms etc.) and management’s taking care of

employees’ entertainment and recreation. All the items coming under this factor deal with

Hygiene factors in the bank.

Technological innovation in the work process has evidently brought about higher level of

service quality and volume of production [276] [277] [278]. Zohir [279] stated that canteen

facilities, transport facilities and other Hygiene Factors also have the positive role in

employee satisfaction.

Factor 3 - Fair and empathetic management: This term is given to the third factor, which

includes; the reward and punishment policy, judicious and fair delegation of power,

6. Efficient environment

• The interest rate offered by the bank on various deposits is quite good.

.723

• You are satisfied with the bank's record maintaining procedure.

.547

• The behavior of your seniors creates confidence in you. .415 7. Accessibility • Sufficient parking space available. .716

• The location of branches of the bank is convenient. .593 8. Feel Good Factor • The bank has convenient working hours. .652

• Your future is safe in the bank. .463 9. Trust • You are satisfied with the promotion policy of your bank. .661

• The facility and ambience of safe deposit vault/lockers is good.

.591


106 Ph. D. Thesis

management’s concern about employees’ problems, management’s keeping the employees'

best interest at heart and knowledge and skill and abilities of the seniors, peers and juniors in

the bank. All these items refer to the fair and empathetic environment that the employees

expect from the management. According to Kannan [280], equity theory is founded on the

assumption that workers expect justice, fair play, or equity in treatment by their employers.

An employee seeks a fair balance between what he or she puts into the job and what he or she

gets out of it. Equitable rewards [182] have been cited as important factors of employee

satisfaction. Style of leadership also plays an important role in determining level of job

satisfaction. Foels, Driskell, Muller, and Salas [281], using a meta-analytic integration of

research evidence to address the paradox, reveal that there is a significant tendency for groups

experiencing democratic leadership to be more satisfied than groups experiencing autocratic

leadership. Increased upward communication and its reward also result in job satisfaction.

Avtgis [282] indicated that people who reported increased communication and high reward in

communication also reported greater relational satisfaction and greater perceived

organizational influence.

Sirota et al.[283], in a major study of motivation and job satisfaction, involving 135,000

respondents from various countries and groupings, found that organizations employing

motivation schemes, that include three major constructs, i.e. equity, camaraderie and

achievement, simultaneously, tend to be far more effective than those organizations that do

not have such schemes Training practices used by organizations may have an effect, direct or

indirect on both employee motivation and organizational commitment [284] The larger the

gap between the skills required and those possessed by the employees, the greater the lack of

job satisfaction of the employees and the turnover intentions. Rowden [285] and Conine [286]

propose that training may be used as a tool to increase job satisfaction. Tsai et al. [287] found

that employees committed to learning showed a higher level of job satisfaction with a positive

effect on their performance.

Factor 4 - Smooth operations: This factor includes the bank's remittance/funds transfer

system, the charges taken by the bank on various services, the performance of machines in the

bank and the general ambience and comfort level of the bank. These are all related to Smooth

operations of all the functionaries in the banks. Many a times, employees show their irritation

because they are not happy with the various machines in the banks as computers, printers and

counting machines etc. as they are not working properly and they find themselves

Chapter 5

Ph. D. Thesis 107

handicapped in the absence of these facilities. Burke [288] found that employees reporting

greater job satisfaction also rated the quality of the firm’s products and services more highly.

Factor 5 - Considerate environment: The bank's various useful and convincing deposit

schemes and employees’ willingness to help each other have been all clubbed under

Considerate environment which emerged out as an important factor of employees satisfaction.

Considerate environment in the bank makes the employees feel attached to the organization

and helps in motivating them. Supportive working conditions and supportive colleagues have

been identified as conducive to job satisfaction by Locke [177]. According to him, having

supportive and friendly co-workers leads to increased job satisfaction. When an organization

cares for its employees, it definitely gets their support as reward. Organizational investment in

employee’s well being results in the higher satisfaction in employees. Taylor [173] suggested

that job satisfaction is directly related to company’s investment in employee’s well being.

Factor 6 - Efficient environment: Efficient environment refers to an employee’s perception

of how much the bank adopts the efficient schemes and how it maintains the various records

in the bank. An efficient system in the bank will certainly motivate its employees to be

efficient in their day to day work in the bank. Employees derive professional efficiency as

well as personal comfort from their work environment. They get more out of their work than

merely money or tangible achievements. For most employees, work also satisfies their need

for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers

leads to increased job satisfaction [289].

Factor 7 - Accessibility: Sufficient parking space and the convenient location of the bank and

their branches have been grouped as Accessibility factor. When the location of branches of a

particular bank are not convenient and the sufficient parking space is not available especially

in Delhi and NCR region, it becomes a major issue and creates stress in the mind of the

employees which reduces their satisfaction in the bank. Cronin and Taylor [86] also argue that

non-quality elements like convenience and accessibility may modify the level of satisfaction.

Factor 8 - Feel Good Factor: Convenient working hours and the safety of their future make

the employees feel good in the organization. Sinha [290] studied the job satisfaction prevalent

in Indian offices, and analyzed the causative impacts on satisfaction and dissatisfaction.

Interesting work, social status, and boss were found as crucial factors contributing to


108 Ph. D. Thesis

satisfaction whereas inadequate salary and lack of security were regarded as important factors

causing dissatisfaction.

Factor 9 - Trust: One of the important factors responsible for employee satisfaction in banks

is the promotion policy and employees’ and clients’ Trust in that particular bank. Lack of faith

of the employees in the management and lack of Trust in the hearts of clients make the

employees shaky which make them dissatisfied workers. Employees want a fair unambiguous

pay system and promotion policies. Satisfaction is not linked to the absolute amount one is

paid; rather, it is the perception of fairness. Similarly, employees seek fair promotion policies

and practices. Promotion provides opportunities for personal growth, more responsibilities

and increased social status. Individuals who perceive that promotion decisions are made in a

fair and just manner are likely to experience satisfaction from their jobs [291].

Fair promotional policies in any organization become the foundation of their growth. When an

employee gets fair promotion, which is generally based on his true assessment, he gets a type

of recognition, and hence, increases his job-satisfaction. Kalleberg and Mastekaasa [292]

found that promotions increase employee’s perceptions of the quality of their job and thereby

enhance both their satisfaction and commitment. From the consumers’ point of view, banking

was not commoditized and was more to do with Trust and tradition rather than speed of

service and convenience [293].

5.4 SECTION 3

5.4.1: Comparison of dimensions of Work Culture between two groups of various

background variables using t-test

The t-test shows the difference between two groups and in this study, comparison has been

done between private and public sector banks, male and female respondents, graduate and

postgraduate respondents, married and unmarried respondents and respondents of Delhi and

NCR region in all the selected banks and then in private and public sector banks separately.

The interpretation and discussion pertaining to comparison of various groups are given

below one by one.

Chapter 5

Ph. D. Thesis 109

5.4.1.1 Comparison of dimensions of Work Culture between Public and Private sector

banks

As per type of banks, the banks have been divided into two categories i.e. public sector banks

(N=331) and private sector banks (N=330). The t-test shown in Table 5.8 gives the

comparison of dimensions of work culture between public and private sector banks.

Disciplined and enterprising culture is a factor where there is a significant difference between

public and private sector banks (t=7.33, p ≤ .01). The respondents/ employees of both the

banks have been shown as Disciplined and enterprising but the mean is higher in private

sector banks (M=3.39) as compared to public sector banks (Mean=3.07). It means that the

employees of private sector banks are more Disciplined and enterprising than the employees

of public sector banks.

There is a significant difference in the mean values (t=3.09, p ≤ .01) in Affinity with the

organization between private and public sector banks. The mean is higher in private sector

banks (Mean=3.33) as compared to public sector banks (Mean=3.21). Significant difference in

the Meritorious culture (t=5.20, p ≤ .01) between private and public sector banks is also seen.

The mean of Meritorious culture is higher in private sector banks (Mean=3.42) as compared to

public sector banks (Mean= 3.22). Risk taking is perceived to be higher in private sector

banks (Mean= 2.59) as compared to public sector banks (Mean= 2.41). The difference is

significant at t=3.09, p ≤ .01. It can be implied that both the public and private sector banks

lack in Risk taking approach. But this tendency is little better in private sector banks than in

public sector banks.

Also there is a significant difference in Innovative and participative work culture between

private and public sector banks (t=2.51 p ≤ .01). The mean is higher in private sector banks

(Mean= 3.05) as compared to public sector banks (Mean= 2.93) which means that the

employees of private sector banks are Innovative and participative whereas the employees of

public sector banks have been found lacking in this dimension.

No significant difference is found in the mean values of other dimensions of work culture

between public sector and private sector banks as perceived by employees. But it is clear from

Table 5.8 that employee respondents of both types of banks lack in Performance Norms

(Mean=2.85 and 2.94), Relationship with seniors (Mean=2.55 and 2.60), Empathy

(Mean=2.81 and 2.90) and Empowerment (Mean=2.80 and 2.86).


110 Ph. D. Thesis

Table 5.8: Comparison of dimensions of Work Culture between Public and Private Sector Banks Dimensions of Work Culture Public Sec Banks

(N= 331) Private Sec Banks

(N=330)

t-value Mean S.D Mean S.D

Disciplined and enterprising culture 3.07 0.50 3.39 0.61 7.33** Affinity with the organization 3.21 0.46 3.33 0.51 3.09** Performance norms 2.85 0.56 2.94 0.64 1.82NS Relationship with seniors 2.55 0.79 2.60 0.85 0.71NS Meritorious culture 3.22 0.47 3.42 0.51 5.20** Empathy 2.81 0.66 2.90 0.73 1.68NS Risk taking 2.41 0.72 2.59 0.79 3.09** Innovative and participative culture 2.93 0.57 3.05 0.62 2.51** Empowerment 2.80 0.54 2.86 0.59 1.48 NS

**significant at .01 level NS= not significant

5.4.1.2 Comparison of dimensions of Work Culture between Male and Female employees

Significant difference is found in the mean values of only two dimensions of work culture

between female and male respondents Table 5.9 shows a significant difference in the mean

values (t=3.17, p ≤ .01) in Meritorious culture between female and male respondents. Both the

groups are inclined towards merit oriented culture but the mean is higher in females (M=3.43)

as compared to male respondents (M=3.29) implying that the female employees of the banks

are more inclined towards Meritorious culture than the male employees Also there is a

significant difference in Innovative and participative work culture between male and female

respondents (t=2.91 p ≤ .01). The mean is higher in female employees (M= 3.10) as compared

to male employees (M= 2.95) which means that the female respondents are Innovative and

participative whereas male respondents lack in this dimension.

No significant difference is found in the mean values of other dimensions of work culture

between female and male employee respondents implying that employees of both the groups

do not vary on these dimensions. But it is clear from Table 5.9 that both female and male

employees of banks are Disciplined and enterprising (M=3.29 and 3.21) and have Affinity

with the organization (M=3.26 and 3.26). But at the same time the employees, irrespective of

the gender, are lacking in Performance Norms (M=2.91 and 2.89), Relationship with seniors

(M=2.53 and 2.59), Empathy (M=2.88 and 2.85), Risk taking (M=2.53 and 2.49) and

Empowerment (M=2.85 and 2.83).

Chapter 5

Ph. D. Thesis 111

Table 5.9: Comparison of dimensions of Work Culture between Male and Female employees

Dimensions of Work Culture

Female (N=172)

Male (N=489)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.29 0.59 3.21 0.58 1.59NS Affinity with the organization 3.26 0.48 3.26 0.48 0.88NS Performance norms 2.91 0.57 2.89 0.61 0.31NS Relationship with seniors 2.53 0.80 2.59 0.84 0.76 Meritorious culture 3.43 0.53 3.29 0.49 3.17** Empathy 2.88 0.71 2.85 0.70 0.34 Risk taking 2.53 0.74 2.49 0.77 0.64 Innovative and participative culture 3.10 0.58 2.95 0.60 2.91** Empowerment 2.85 0.61 2.83 0.55 0.40


5.4.1.3 Comparison of dimensions of Work Culture between Female and Male employees

in Public Sector Banks

There is no significant difference in the mean values of any dimension of work culture as

perceived by female and male employees of public sector banks. It is clear from Table 5.10

that both the groups are Disciplined and enterprising (M=3.15 and 3.05), have Affinity with

the Organization (M=3.22 and 3.21) and are Meritorious culture oriented (M=3.32 and 3.20).

But at the same time, these groups are lacking in Performance norms (M=2.91 and 2.84),

Relationship with seniors (M=2.55 and 2.55), Empathy (M=2.91 and 2.79), Risk taking

(M=2.50 and 2.39) and Empowerment (M=2.91 and 2.77). Female employees are

Innovative and participative (M=3.04) but male employees are lacking in this dimension

(M= 2.90).

Table 5.10: Comparison of dimensions of Work Culture between Female and Male employees in Public Sector Banks


Female (N=65)

Male (N=266)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.15 0.56 3.05 0.49 1.38NS Affinity with the organization 3.22 0.47 3.21 0.46 0.08NS Performance norms 2.91 0.55 2.84 0.57 0.87NS Relationship with seniors 2.55 0.75 2.55 0.80 0.01 NS Meritorious culture 3.32 0.52 3.20 0.45 1.93NS Empathy 2.91 0.67 2.79 0.65 1.28NS Risk taking 2.50 0.67 2.39 0.74 1.09NS Innovative and participative culture 3.04 0.54 2.90 0.58 1.76 NS Empowerment 2.91 0.60 2.77 0.52 1.83 NS

NS= not significant


112 Ph. D. Thesis

5.4.1.4 Comparison of dimensions of Work Culture between Female and Male employees

in Private Sector Banks

No significant difference has been found in the mean values of any dimension of workculture

as perceived by female and male employees of private sector banks. It is clear from Table

5.11 that both the groups are Disciplined and enterprising (M=3.38 and 3.40), have Affinity

with the organization(M=3.35 and 3.32) are Meritorious culture oriented (M=3.49 and 3.39)

and are Innovative and participative (M=3.14 and 3.00) But at the same time, these groups

are lacking in Performance norms (M=2.91 and 2.95), Relationship with seniors (M=2.52 and

2.63), Empathy (M=2.86 and 2.93) Risk taking (M=2.56 and 2.61) and Empowerment

(M=2.81 and 2.89).

Table 5.11: Comparison of dimensions of Work Culture between Female and Male employees in Private Sector Banks


Female (N=107)

Male (N=223)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.38 0.60 3.40 0.62 0.25NS Affinity with the organization 3.35 0.54 3.32 0.50 0.49NS Performance norms 2.91 0.59 2.95 0.66 0.58 NS Relationship with seniors 2.52 0.83 2.63 0.86 1.11NS Meritorious culture 3.49 0.52 3.39 0.51 1.63 NS Empathy 2.86 0.73 2.93 0.73 0.86NS Risk taking 2.56 0.78 2.61 0.79 0.61NS Innovative and participative 3.14 0.60 3.00 0.62 1.87NS Empowerment 2.81 0.62 2.89 0.57 1.18NS

NS= not significant

5.4.1.5 Comparison of dimensions of Work Culture between Graduate and Postgraduate

employees


perceived by graduate and postgraduate employees of the banks. It appears that the level of

education does not make any difference in the perception of the employees towards the work

culture. But it is clear from Table 5.12 that both the groups are Disciplined and enterprising

(M=3.21 and 3.25), have Affinity with the organization (M=3.25 and 3.28) and are inclined

towards Meritorious culture (M=3.29 and 3.34). At the same time, both the groups lack in

Performance Norms (M=2.90 and 2.89), Relationship with seniors (M=2.57 and 2.58),

Empathy (M=2.86 and 2.86), Risk taking (M=2.47 and 2.52) and Empowerment (M=2.81 and

2.85). Postgraduate employees are Innovative and participative (M=3.01) whereas the

graduate ones are lacking in this dimension (M=2.94).

Chapter 5

Ph. D. Thesis 113

Table 5.12: Comparison of dimensions of Work Culture between Graduate and Postgraduate employees


Graduates (N=251)

Postgraduates (N=410)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.21 0.59 3.25 0.58 0.91 NS Affinity with the organization 3.25 0.48 3.28 0.49 0.97NS Performance norms 2.90 0.63 2.89 0.59 0.18NS Relationship with seniors 2.57 0.81 2.58 0.83 0.24NS Meritorious culture 3.29 0.51 3.34 0.50 1.12NS Empathy 2.86 0.69 2.86 0.70 0.15NS Risk taking 2.47 0.78 2.52 0.75 0.77NS Innovative and participative 2.94 0.59 3.01 0.60 1.50 NS Empowerment 2.81 0.55 2.85 0.57 0.81 NS

NS= not significant


employees in Public Sector Banks


perceived by graduate and postgraduate employees of public sector banks. In public sector

banks, it appears that the level of education, graduate or postgraduate, does not make any

significant difference in the perception of the employees towards the work culture. It is clear

from Table 5.13, that both the groups of public sector banks are Disciplined and enterprising

(M=3.04 and 3.10), have Affinity with the organization (M=3.20 and 3.22) and are inclined

towards Meritorious culture (M=3.20 and 3.25). But at the same time, these groups are

lacking in Performance norms (M=2.88 and 2.83), Relationship with seniors (M=2.56 and

2.55), Empathy (M=2.84 and 2.80), Risk taking (M=2.40 and 2.42), Innovative and

participative culture (M=2.93 and 2.93) and Empowerment (M=2.81 and 2.79).

Table 5.13: Comparison of dimensions of Work Culture between Graduate and Postgraduate employees in Public Sector Banks


Graduate (N=152)

Postgraduate (N=179)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.04 0.50 3.10 0.52 1.20 NS Affinity with the organization 3.20 0.46 3.22 0.46 0.46NS Performance norms 2.88 0.59 2.83 0.54 0.79NS Relationship with seniors 2.56 0.78 2.55 0.80 0.14NS Meritorious culture 3.20 0.50 3.25 0.44 1.00NS Empathy 2.84 0.66 2.80 0.66 0.63NS Risk taking 2.40 0.70 2.42 0.75 0.18NS Innovative and participative 2.93 0.58 2.93 0.57 0.01NS Empowerment 2.81 0.54 2.79 0.54 0.42NS

NS= not significant


114 Ph. D. Thesis


employees in Private Sector Banks

Similar to the public sector banks, there is no significant difference in the mean values of any

dimension of work culture as perceived by graduate and postgraduate employees of private

sector banks also. Table 5.14 shows the employees of both the groups are Disciplined and

enterprising (M=3.47 and 3.36), have Affinity with the organization (M=3.32 and 3.33) and

are Meritorious culture oriented (M=3.45 and 3.41). But at the same time, employees of these

groups are lacking in Performance Norms (M=2.93 and 2.94), Relationship with seniors

(M=2.58 and 2.61), Empathy (M=2.90 and 2.90), Risk taking (M=2.58 and 2.60) and

Empowerment (M=2.80 and 2.89). Postgraduate employees are Innovative and participative

(M=3.08) whereas graduate employees are lacking in this dimension (M=2.96).

Table 5.14: Comparison of dimensions of Work Culture between Graduate and Postgraduate employees in Private Sector Banks


Graduates (N=99)

Postgraduates (N=231)

t-value Mean S.D Mean S.D Disciplined and enterprising culture 3.47 0.63 3.36 0.60 1.44NS Affinity with the organization 3.32 0.51 3.33 0.51 0.23NS Performance norms 2.93 0.69 2.94 0.62 0.08 NS Relationship with seniors 2.58 0.85 2.61 0.86 0.32 NS Meritorious culture 3.45 0.50 3.41 0.52 0.58NS Empathy 2.90 0.73 2.90 0.73 0.01NS Risk taking 2.58 0.89 2.60 0.74 0.20 NS Innovative and participative culture 2.96 0.61 3.08 0.62 1.59NS Empowerment 2.80 0.56 2.89 0.60 1.23NS

NS= not significant

5.4.1.8 Comparison of dimensions of Work Culture between Married and Unmarried

employees

The t-test shown in Table 5.15 gives the comparison of dimensions of work culture between

married and unmarried employee respondents. There is a significant difference in the mean

values of six out of nine dimensions of Work Culture between married and unmarried

employees. Disciplined and enterprising culture is a factor where there is a significant

difference between unmarried and married employee respondents (t=4.86, p ≤ .01). Both

married and unmarried employees are Disciplined and enterprising but the mean is higher in

unmarried respondents (Mean=3.56) as compared to married respondents (Mean=3.20) which

means that the unmarried employees are more Disciplined and enterprising than the married

employees. There is a significant difference in the mean values (t=2.54, p ≤ .01) in Affinity

Chapter 5

Ph. D. Thesis 115

with the organization between unmarried and married employees. The mean is higher in

unmarried employees (Mean=3.42) as compared to married ones (Mean=3.25). Also there is

a significant difference in Performance norms between unmarried and married employees

(t=4.23 p ≤ .01). The mean is higher in unmarried employees (Mean= 3.19) as compared to

married employees (Mean= 2.86) implying that the unmarried employees exhibit Performance

norms whereas the married ones lack in these dimensions.

Significant difference in Relationship with seniors (t=2.33, p ≤ .05) between unmarried and

married employees is also seen. Both female and male respondents show unsatisfactory

perception regarding Relationship with seniors but the situation is better in unmarried

employees (Mean= 2.80) than in married employees (Mean=2.55).

Though the employees of both the groups are Meritorious culture oriented but this orientation

is perceived to be higher in unmarried employees (M= 3.62) as compared to married

employees (M= 3.29). The difference is significant at t=5.21, p ≤ .01. Also there is a

significant difference in Innovative and participative culture between unmarried and married

employees (t=2.08, p ≤ .05). The mean is higher in unmarried ones (M= 3.13) as compared to

married employees (M= 2.97) which means that unmarried employees are Innovative and

participative whereas married respondents lack in this dimension.

There is no significant difference in other three dimensions but Table 5.15 shows that both the

groups lack in Empathy (M=2.97 and M=2.85), Risk taking (M=2.65 and M=2.49) and

Empowerment (M=2.92 and M=2.82)

Table 5.15: Comparison of dimensions of Work Culture between Married and Unmarried employees

Dimensions of Work Culture Unmarried

(N=65) Married (N=596)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.56 0.58 3.20 0.57 4.86** Affinity with the organization 3.42 0.55 3.25 0.48 2.54** Performance norms 3.19 0.57 2.86 0.60 4.23** Relationship with seniors 2.80 0.85 2.55 0.81 2.33* Meritorious culture 3.62 0.51 3.29 0.49 5.21** Empathy 2.97 0.70 2.85 0.69 1.06 NS Risk taking 2.65 0.80 2.49 0.75 1.60 NS Innovative and participative culture 3.13 0.70 2.97 0.58 2.08* Empowerment 2.92 0.63 2.82 0.56 1.39 NS

*significant at .05 level **significant at .01 level NS= not significant


116 Ph. D. Thesis

5.4.1.9 Comparison of dimensions of Work Culture between respondents of banks in

Delhi and NCR

No significant difference is found in the mean values of any dimension of work culture

between Delhi and NCR, implying that work culture of the banks does not vary in any of the

dimensions with change in the region as shown in Table 5.16. It is clear from Table 5.16 that

employees of banks in both Delhi and NCR are Disciplined and enterprising (Mean=3.22 and

3.30). They have Affinity with the organization (Mean=3.26 and 3.30) and are inclined

towards Meritorious culture (Mean=3.31 and 3.40). But at the same time, the same employees

of both the regions lack in Performance norms (Mean=2.89 and 2.97), Relationship with

seniors (Mean=2.60 and 2.49), Empathy (Mean=2.85 and 2.89), Risk taking (Mean=2.49 and

2.56), and Empowerment (Mean=2.83 and 2.84). Employees of NCR are Innovative and

participative (Mean=3.05) and the employees of Delhi are lacking in this dimension

(Mean=2.97).

Table 5.16: Comparison of dimensions of Work Culture between respondents of banks in Delhi and NCR


Delhi (N= 526)

NCR (N=135)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.22 0.59 3.30 0.55 1.42NS Affinity with the organization 3.26 0.48 3.30 0.51 0.71 NS Performance norms 2.89 0.61 2.97 0.59 1.45NS Relationship with seniors 2.60 0.82 2.49 0.84 1.32 NS Meritorious culture 3.31 0.51 3.40 0.48 0.96 NS Empathy 2.85 0.70 2.89 0.67 0.62NS Risk taking 2.49 0.76 2.56 0.76 0.90NS Innovative and participative culture 2.97 0.59 3.05 0.63 1.30NS Empowerment 2.83 0.58 2.84 0.51 0.30 NS

NS= not significant


Delhi and NCR in Public Sector Banks

Significant difference has been found in the mean values of only two dimensions of work

culture between Delhi and NCR in public sector banks. Table 5.17 is showing a significant

difference in the mean values (t=2.04, p ≤ .05) in Performance norms between respondents of

Delhi and NCR. The mean is higher in NCR (M=2.98) as compared to Delhi respondents

(M=2.82) implying that the employees of both the regions are lacking in Performance norms

but the employees of Delhi banks show lower Performance Norms than the employees of

banks in NCR. Also there is a significant difference in Relationship with seniors (t=2.03 p ≤

Chapter 5

Ph. D. Thesis 117

.05). Both the groups are lacking in this dimension but the mean is higher in Delhi banks (M=

2.59) as compared to NCR (M= 2.37).

No significant difference has been found in the mean value of other dimensions of work

culture between Delhi and NCR implying that work culture of employees of both the groups

does not vary with region in these dimensions as shown in Table 5.17. It is clear from the

table that employees of both the groups are Disciplined and enterprising (M=3.08 and 3.04),

have Affinity with the organization (M=3.23 and 3.15) and are inclined towards Meritorious

culture (M=3.22 and 3.26). But at the same time the employees, irrespective of the region

they are working in, are lacking in Empathy (M=2.80 and 2.87), Risk taking (M=2.41 and

2.44), Innovative and participative culture (M=2.92 and 2.97) and Empowerment (M=2.81

and 2.77).

Table 5.17: Comparison of dimensions of Work Culture between respondents of banks in Delhi and NCR in Public Sector Banks


Delhi (N=269)

NCR (N=62)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.08 0.51 3.04 0.51 0.55NS Affinity with the organization 3.23 0.46 3.15 0.45 1.19 NS Performance norms 2.82 0.56 2.98 0.56 2.04* Relationship with seniors 2.59 0.77 2.37 0.83 2.03* Meritorious culture 3.22 0.47 3.26 0.43 0.65NS Empathy 2.80 0.64 2.87 0.72 0.75NS Risk taking 2.41 0.72 2.44 0.75 0.28NS Innovative and participative culture 2.92 0.54 2.97 0.68 0.59NS Empowerment 2.81 0.53 2.77 0.55 0.54NS

*significant at .05 level NS= not significant


Delhi and NCR in Private Sector Banks


perceived by employees of private sector banks of both Delhi and NCR. It might be because

of the fact that the infrastructure, technology, deployment of staff and product classification

etc. are almost the same in Delhi and NCR as far as private sector banks are concerned.

But it is clear from Table 5.18 that both the groups are Disciplined and enterprising (M=3.36

and 3.51), have Affinity with the organization (M=3.30 and 3.42), are inclined towards

Meritorious culture (M=3.42 and 3.45) and are Innovative and participative (M=3.03 and

3.11). At the same time, both the groups are lacking in Performance norms (M=2.94 and


118 Ph. D. Thesis

2.95), Relationship with seniors (M=2.60 and 2.60), Empathy (M=2.90 and 2.91), Risk

taking (M=2.58 and 2.66) and Empowerment (M=2.85 and 2.91).

Table 5.18: Comparison of dimensions of Work Culture between respondents of banks in Delhi and NCR in Private Sector Banks


Delhi (N=257)

NCR (N=73)

t-value

Mean S.D Mean S.D Disciplined and enterprising culture 3.36 0.64 3.51 0.48 1.91NS Affinity with the organization 3.30 0.50 3.42 0.53 1.77NS Performance norms 2.94 0.65 2.95 0.62 0.10NS Relationship with seniors 2.60 0.86 2.60 0.84 .03 NS Meritorious culture 3.42 0.52 3.45 0.50 0.44NS Empathy 2.90 0.75 2.91 0.63 0.09NS Risk taking 2.58 0.79 2.66 0.75 0.78NS Innovative and participative culture 3.03 0.63 3.11 0.58 1.08 NS Empowerment 2.85 0.62 2.91 0.47 0.78NS

NS= not significant

5.4.2 Comparison of dimensions of Work Culture across various Experience, Age and

Income groups (ANOVA)

A few characteristics of the respondents had more than two categories/options. For this, one

way analysis of variance was applied along with Post hoc test (Duncan’s Mean Test) in order

to compare the dimensions of work culture across the various groups of respondents for all the

banks and also for public sector banks and private sector banks separately. The personal

characteristics included experience, age and income of all the respondents.

5.4.2.1 Comparison of dimensions of Work Culture across three Experience groups

The three experience groups have been shown in Table 5.19 as Experience1 (E1), Experience

2 (E2) and Experience 3 (E3). Respondents/employees in E1 are those who have the

experience of more than 20 years, E2 is that group which has 20 years experience whereas E3

has 10 years’ experience to their credit.

Significant difference has been found in the mean values of eight out of nine dimensions of

work culture in banks as perceived by employee respondents across the various experience

groups. It can be seen that F value is highest in case of Disciplined and enterprising culture

(f=36.11,p<0.1) followed by Meritorious culture (f=21.71p<.01), Innovative and Participative

(f=11.26 p<0.1), Risk taking (f=6.74 p<0.1), Empathy (f=5.26 p<0.1), Performance Norms

(f=5.18 p<0.1), Affinity with the organization(f=4.59 p<0.1) and Relationship with seniors

Chapter 5

Ph. D. Thesis 119

(f=3.81 p<0.5). All the factors except Empathy (as shown in Table 5.19) are exhibited better

by the E3 group and Empathy is exhibited better by E2 group.

Table 5.19: Comparisons of dimensions of Work Culture across three Experience groups (E1= more than 20 yrs., E2=20 yrs, E3 =10 yrs.) - Duncan’s Mean Test


E1 (N=193)

E2 (N=186)

E3 (N=282)

E1 v/s E2

E1 v/s E3

E2 v/s E3

F-value

Mean S.D Mean S.D Mean S.D Disciplined and enterprising culture

3.02

0.50

3.13

0.53

3.44

0.61

-

*

*

36.11**

Affinity with the organization 3.22 0.45 3.22 0.47 3.34 0.52 - * * 4.59** Performance Norms 2.79 0.66 2.88 0.53 2.97 0.60 - * - 5.18** Relationship with seniors 2.50 0.81 2.50 0.78 2.68 0.84 - * * 3.81* Meritorious culture 3.20 0.50 3.23 0.45 3.46 0.50 - * * 21.71** Empathy 2.73 0.65 2.93 0.66 2.90 0.73 * * 5.26** Risk taking 2.41 0.75 2.41 0.71 2.63 0.78 - * * 6.74** Innovative and Participative 2.87 0.59 2.92 0.57 3.11 0.60 - * * 11.26** Empowerment 2.77 0.52 2.82 0.58 2.88 0.58 - - - 2.08NS


There is no significant difference across three experience groups as far as Empowerment is

concerned. Table 5.19 shows all the values of mean and standard deviation of the dimensions

of work culture across the three experience groups. It is interesting to note that the mean in

seven out of eight factors is highest in E3 indicating that E3 employees who have 10 years’

experience are more Disciplined and enterprising (Mean=3.44) , and have more Affinity with

the organization (Mean=3.34) than the other Experience group. The same group is more

Meritorious culture oriented also (Mean=3.46) and more Innovative and participative than the

other E groups.

All the three groups have been shown lacking in Performance Norms, Relationship with

seniors, Empathy and Risk taking as the mean value is less than three in all the groups but

the mean of E3 is highest in all the groups. In Empathy, the mean is highest in E2 implying

that the employees having 20 years’ experience are better than the other E groups.

There is a significant difference between E1 and E3, and E2 and E3 as far as Disciplined and

enterprising culture, Affinity with the organization, Relationship with seniors, Meritorious

culture, Risk taking and Innovative and participative culture are concerned. It can be seen that

mean is higher in E3 implying that E3 group which has 10 years’ experience are more

Disciplined, more Meritorious and more Innovative and participative than E2 and E1. All the

groups are low in Risk taking and Relationship with seniors. But the mean value is higher in

E3 than E1 and E2. There is significant difference between E1 and E2, and E1 and E3 as far


120 Ph. D. Thesis

as Empathy is concerned. It is clear from Table 5.19 that the mean is less than three in all the

groups implying that all the groups are lacking in Empathy but the mean is higher in E2 than

E1 and E3.

5.4.2.2 Comparisons of dimensions of Work Culture across three Experience groups in

Public Sector Banks

Significant difference has been found in the mean values of three out of nine dimensions of

work culture in public sector banks as perceived by employee respondents across the various

experience groups. Affinity with the Organization, Meritorious culture and Empathy have

shown significant differences at .05 level in mean and standard deviation values, with F

values of 3.83, 3.64 and 3.81 respectively. There is no significant difference among three

experience groups as far as other factors are concerned.

It is interesting to note that the mean is highest in E1as far as Affinity with the Organization is

concerned indicating that E1 employees who have experience of more than 20 years have

Affinity with the organization in comparison with the other experience groups. In contrast

with Affinity with the organization, the mean value is highest in E3 employees among all the

three groups as far as Meritorious culture is concerned indicating that the E3 employees

having experience of 10 years are more inclined towards Meritorious culture (M=3.44) than

the other two groups. None of the groups is Empathetic but E2 employees, who have 20 years

experience have a mean score of (M= 2.93), are quite close to empathetic culture in the banks.

There is a significant difference between E1 and E3, and E2 and E3 as far as Affinity with the

Organization and Meritorious culture are concerned. It can be seen from Table 5.20 that out

of E1 and E3, mean is higher in E1 (M=3.25) than E3 (M=3.00) implying that E1 employees

(more than 20 years’ experience) have more bonding than E3 group. Out of E2 and E3, mean

is higher in E2 (M=3.22) than E3 (M=3.00) indicating that E2 employees have more Affinity

with the organization as compared to E3. The score of Meritorious culture is highest in E3

(M=3.44) indicating that least experienced employees are more Meritorious culture oriented

than E1 (M=3.21) and E2 (M=3.19). There is significant difference between E1 and E2 as far

as Empathy is concerned. Both the groups of the public sector banks are lacking in Empathy

but the mean value is higher in E2 ((M=2.93) than E1 (M=2.75).

Chapter 5

Ph. D. Thesis 121

Table 5.20: Comparisons of dimensions of Work Culture among three Experience groups in Public Sector Banks

(E1= more than 20 yrs, E2=20 yrs, E3 =10 yrs) - Duncan’s Mean Test


E1 (N=159)

E2 (N=141)

E3 (N=31)

E1 v/s E2

E1 v/s E3

E2 v/s E3

F-value


3.02 0.50 3.12 0.48 3.12 0.63 - - - 1.43NS

Affinity with the organization

3.25 0.44 3.22 0.47 3.00 0.44 - * * 3.83*

Performance Norms 0.61 0.05 0.52 0.04 0.44 0.08 - - - 1.56 NS Relationship with seniors 2.56 0.80 2.54 0.78 2.55 0.78 - - - 0.03 NS Meritorious culture 3.21 0.48 3.19 0.44 3.44 0.44 - * * 3.64* Empathy 2.75 0.67 2.93 0.65 2.66 0.58 * - - 3.81 * Risk taking culture 2.42 0.76 2.40 0.68 2.40 0.74 - - - 0.02 NS Innovative and participative culture

2.92 0.58 2.91 0.56 3.04 0.59 - - - 0.68 NS

Empowerment 2.79 0.53 2.82 0.57 2.77 0.44 - - - 0.13 *significant at .05 level NS= not significant

5.4.2.3 Comparisons of dimensions of Work Culture across three Experience groups in


As Table 5.21 shows there is significant difference in the mean value of five out of nine

dimensions of work culture in banks as perceived by employee respondents of private sector

banks across the various experience groups.

Disciplined and enterprising culture, Affinity with the organization, Relationship with seniors,

Meritorious culture and Innovative and participative culture have shown significant

differences at .01 level in mean and standard deviation values, with F values of 11.66, 5.85,

7.17, 5.59 and 10.45 respectively. There is no significant difference across three experience

groups as far as other factors are concerned.

It is interesting to note that in all the factors showing significant difference, the mean is

highest in E3. The least experienced employees are more Disciplined and enterprising

(M=3.48) than the other two groups. Similarly, they have more Affinity with the organization

(M=3.38), they are Meritorious culture oriented (M=3.47) and are more Innovative and

participative (M=3.12) than the other E groups. In the dimension namely Relationship with

seniors, the mean is less than three in all the groups but it is highest in E3 (M=2.69).

There is significant difference between E1 and E3, and E2 and E3 as far as Disciplined and

enterprising culture and Relationship with seniors are concerned. It can be seen from table

5.21 that out of E1 and E3, and E2 and E3 the mean is higher in E3 than E1 and E2. It implies


122 Ph. D. Thesis

that the least experienced employees are more Disciplined and enterprising than the

experienced ones whereas the employees of the same group are lacking in Relationship with

seniors. But the mean is highest in E3 when compared to E1 and E2. There is significant

difference between E1 and E2 and E1 and E3 as far as Innovative and participative culture is

concerned. But out of three groups, E2 is better than E1 and E3 is better than E1. Significant

difference is also seen between E1 and E3 in the dimensions namely Affinity with the

organization, Meritorious culture, Empathy and Risk taking. The mean in all these dimensions

is higher in E3 than E1.

Table 5.21: Comparison of dimensions of Work Culture across three Experience groups in Private Sector Banks

(E1= more than 20 yrs., E2=20 yrs., E3 =10 yrs.) - Duncan’s Mean Test


5.4.2.4 Comparison of dimensions of Work Culture across three Age groups

The three age groups have been shown in Table 5.22 as Age1 (A1), Age 2 (A2) and Age3

(A3). Respondents/employees in A1 are less than 31 years of age, A2 is that group which falls

between 31 and 44 years of age and A3 employees are 45 years old or more than that.

Significant difference has been found in the mean values of eight out of nine dimensions of

work culture in banks as perceived by respondents of the various age groups. Disciplined and

enterprising culture, Performance Norms, Meritorious culture, Risk taking and Innovative and

participative culture have shown highly significant differences at .01 level in mean and

standard deviation values, with F values of 35.51, 6.37, 23.28, 7.06 and 9.43 respectively.

Affinity with the organization, Relationship with seniors and Empathy have shown significant


E1 (N=34)

E2 (N=45)

E3 (N=251)

E1 v/s E2

E1 v/s E3

E2 v/s E3

F-value


3.04 0.48 3.17 0.65 3.48 0.60 - * * 11.66**

Affinity with the organization 3.09 0.47 3.23 0.47 3.38 0.51 - * - 5.85 **

Performance norms 2.71 0.84 2.93 0.55 2.97 0.62 - * - 2.44NS

Relationship with seniors 2.19 0.83 2.38 0.78 2.69 0.85 - * * 7.17**

Meritorious culture 3.18 0.58 3.33 0.44 3.47 0.51 - * - 5.59**

Empathy 2.63 0.57 2.96 0.69 2.93 0.75 - * - 2.71 NS

Risk taking culture 2.34 0.71 2.44 0.81 2.66 0.78 - * - 3.44NS

Innovative and participative culture

2.64 0.59 2.94 0.59 3.12 0.60 * * - 10.45**

Empowerment 2.71 0.48 2.82 0.60 2.89 0.60 - - - 1.65NS

Chapter 5

Ph. D. Thesis 123

difference at .05 level in mean and standard deviation values, with F value of 4.12, 3.80 and

3.33 respectively. There is no significant difference across three age groups as far as

Empowerment is concerned. It is interesting to note that the mean in all eight factors (showing

significant difference) is highest in A1 indicating that the employees falling in youngest age

group A1 (less than 31) are more Disciplined and enterprising, more well connecting, more

Meritorious culture oriented and more Innovative and participative in comparison with the

other age groups. The employees of all the three age groups are lacking in Performance

norms, Relationship with seniors, Empathy and Risk taking but the situation is little better in

A1 than A2 and A3 in these dimensions.

Table 5.22: Comparison of dimensions of Work Culture across three Age groups (A1= less than 31, A2= 31-44, A3=45 and above) - Duncan’s Mean Test


A1 (N=155)

A2 (N=313)

A3 (N=193)

A1 v/s A2

A1 v/s A3

A2 v/s A3

F-value


3.54 0.58 3.20 0.57 3.04 0.51 * * * 35.51**


3.37 0.56 3.24 0.47 3.24 0.45 * * - 4.12*

Performance norms 2.99 0.65 2.93 0.54 2.77 0.64 - * * 6.37** Relationship with seniors 2.73 0.90 2.55 0.77 2.50 0.82 * * - 3.80*

Meritorious culture 3.55 0.49 3.28 0.48 3.22 0.50 * * - 23.28**

Empathy 2.96 0.75 2.87 0.69 2.77 0.64 - * - 3.33*

Risk taking culture 2.69 0.80 2.48 0.74 2.39 0.74 * * - 7.06**


3.14 0.61 2.99 0.60 2.86 0.56 * * * 9.43**

Empowerment 2.84 0.62 2.85 0.56 2.79 0.52 - - - 0.65NS


There is significant difference between A1 and A2, A1 and A3, and A2 and A3 as far as

Disciplined and enterprising culture and Innovative and participative culture in banks are

concerned. It can be seen that mean is higher in A1 than A2 implying that A1 group, the

group which is less than 31 years of age, is more disciplined, enterprising and innovative than

A2. Similarly out of A1 and A3, the mean is higher in A1 implying that again the same A1

group is more disciplined, enterprising and innovative than A3. There is significant difference

between A1 and A2, and A1 and A3 as far as Affinity with the organization, Relationship

with seniors, Meritorious culture and Risk taking are concerned. It can be seen that mean is

higher in A1 than A2 and A3 in Affinity with the Organization and Meritorious culture

indicating that A1 group is better than A2 and A3 in these dimensions. The mean value is less


124 Ph. D. Thesis

than 3 in Relationship with seniors and Risk taking but Table 5.22 shows that the mean is

highest in A1.There is significant difference between A1 and A3 as far as Empathy is

concerned. The mean is again less than 3 in both the groups but the situation is better in A1

(M=2.96) than A3 (M=2.77).

5.4.2.5 Comparison of dimensions of Work Culture across three Age groups in Public

Sector Banks

Significant difference has been found in the mean values of only two dimensions of work

culture in banks as perceived by respondents of the various age groups in public sector banks.

Disciplined and enterprising culture and Affinity with the Organization have shown

significant differences at .05 levels in mean and standard deviation values, with F values of

3.08 and 3.48 respectively. There is no significant difference across three age groups as far as

other dimensions are concerned. In Disciplined and enterprising culture, the mean is highest in

A1 (less than 31 years old) implying that the employees of youngest age group are more

Disciplined and enterprising (M=3.37) than the other two age groups whereas in Affinity with

the organization, A3 (45 years and above) is better (M=3.27) than the other age groups in

public sector banks.

Table 5.23: Comparison of dimensions of Work Culture across three Age groups in Public Sector Banks (A1= less than 31, A2= 31-44, A3=45 and above) - Duncan’s Mean Test


A1 (N=15)

A2 (N=163)

A3 (N=153)

A1 v/s A2

A1 v/s A3

A2 v/s A3

F-value


3.37

0.53

3.08

0.50

3.03

0.50

*

*

-

3.08*

Affinity with the organization 2.98 0.50 3.18 0.46 3.27 0.45 - * 3.48* Performance norms 3.00 0.56 2.91 0.52 2.78 0.60 - - * 2.68NS

Relationship with seniors 2.67 0.82 2.52 0.77 2.58 0.81 - - - 0.40NS

Meritorious culture 3.43 0.32 3.20 0.47 3.23 0.47 - - - 1.73 NS

Empathy 2.53 0.67 2.88 0.65 2.77 0.65 - - - 2.55 NS

Risk taking culture 2.43 0.73 2.43 0.70 2.39 0.75 - - - 0.15 NS Innovative and participative culture

2.96 0.68 2.95 0.59 2.91 0.54 - - - 0.19 NS

Empowerment 2.83 0.49 2.79 0.54 2.80 0.54 - - - 0.05NS *significant at .05 level NS= not significant

There is significant difference between A1 and A2, and A1 and A3, as far as Disciplined and

enterprising culture in public sector banks is concerned. It can be seen that mean is higher in

A1 (M=3.37) than A2 (M=3.08) and A3 (M=3.03) implying that A1group is more Disciplined

Chapter 5

Ph. D. Thesis 125

and enterprising than A2 and A3. Significant difference can be seen in Table 5.23 between A1

and A3 as far as Affinity with the organization is concerned. Mean value is 2.98 in A1 and

3.27 in A3 indicating that A1 is slightly lacking in Affinity with the organization whereas A3

has Affinity with the Organization. There is significant difference between A2 and A3 as far

as Performance norms are concerned. Both the groups are lacking in Performance norms but

the situation is slightly better in A2 (M=2.91) than in A3 (M=2.78).

5.4.2.6 Comparison of dimensions of Work Culture across three Age groups in Private

Sector Banks

Significant differences have been found in the mean values of six dimensions of work culture

in banks as perceived by respondents of the various age groups in private sector banks.

Disciplined and enterprising culture, Affinity with the Organization, Relationship with

seniors, Meritorious culture and Innovative and Participative culture have shown highly

significant differences at .01 level in mean and standard deviation values, with F values of

11.89, 5.16, 6.70, 11.82 and 9.66 respectively. Risk taking has shown significant difference at

.05 levels in mean and standard deviation values, with 3.61 F value. There is no significant

difference across three age groups in private sector banks as far as Performance Norms,

Empathy and Empowerment are concerned. Table 5.24 shows all the values of mean and

standard deviation of the dimensions of work culture across the three age groups in private

sector banks. Again the mean in all six factors (showing significant difference) is highest in

A1 indicating that the employees of youngest age group A1 (less than 31) are more

Disciplined and enterprising, more well connecting, more Meritorious culture oriented and

more Innovative and participative than the other age groups. On the contrary, all the groups

are lacking in Relationship with seniors and Risk taking as the mean is less than three. But the

mean value is highest in A1.

There is significant difference across all the age groups as far as Disciplined and enterprising

culture, Meritorious culture and Empathy are concerned. It can be seen that mean is higher in

A1 than A2 and A3, and out of A2 and A3 it is higher in A2 implying that A1 group, the

group which is less than 31 years of age, is more Disciplined and enterprising, more

Meritorious culture oriented and more Empathetic than A2 and A3. Similarly out of A2 and

A3, the mean is higher in A2 than A3 implying that A2 group is more Disciplined and

enterprising, more Meritorious culture oriented and more Empathetic than A3.


126 Ph. D. Thesis

There is significant difference between A1 and A3, and A2 and A3 as far as Affinity with the

organization, Relationship with seniors and Innovative and participative culture are

concerned. The employees of A1group (Mean=3.41) have more Affinity with the

Organization than A3 (Mean=3.13) and A2 (Mean=3.37). It can be seen that mean is less

than three in all the groups as far as Relationship with seniors is concerned implying that all

the groups are lacking in this dimension but the mean is lowest in A3 (Mean=2.19) when

compared with A1(Mean=2.74) and A2(Mean=2.58). As far as Innovative and participative

culture is concerned, A1 and A3 show sharp contrast in their behaviors and so do A2 and A3.

A1 (Mean=3.16) employees are Innovative and participative whereas A3 (M=2.68) are

lacking in this dimension. Employees of A2 (Mean=3.04) are Innovative and participative

whereas A3 (Mean=2.68) are lacking in this dimension. Out of A1 and A3, and A2 and A3,

mean is higher in A1 and A2 indicating that A1 group is more Innovative and participative

than A3 and A2 group is more Innovative and participative than A3. Both the groups A1 and

A3 are lacking in Performance norms but there is significant difference between A1 and A3 as

shown in Table 5.24. A1 employees are better (Mean=2.99) than A3 (Mean=2.74).

Table 5.24: Comparison of dimensions of Work Culture across three Age groups in Private Sector Banks (A1= less than 31, A2= 31-44, A3=45 and above) - Duncan’s Mean Test


A1 (N=140)

A2 (N=150)

A3 (N=40)

A1 v/s A2

A1 v/s A3

A2 v/s A3

F-value


3.56 0.58 3.32 0.62 3.09 0.54 * * * 11.89**


3.41 0.56 3.37 0.47 3.13 0.46 - * * 5.16**

Performance Norms 2.99 0.66 2.95 0.57 2.74 0.79 - * - 2.26 NS Relationship with seniors

2.74 0.91 2.58 0.77 2.19 0.83 - * * 6.70**

Meritorious culture 3.56 0.50 3.36 0.47 3.18 0.58 * * * 11.82** Empathy 3.00 0.75 2.85 0.73 2.75 0.61 * * * 2.60 NS Risk taking culture 2.71 0.80 2.54 0.78 2.38 0.72 - * 3.61 * Innovative and participative culture

3.16 0.60 3.04 0.61 2.68 0.57 - * * 9.66 **

Empowerment 2.84 0.64 2.91 0.56 2.75 0.48 - - - 1.38NS *significant at .05 level **significant at .01 level NS= not significant

5.4.2.7 Comparison of dimensions of Work Culture across three Income groups

The three Income groups have been shown in Table 5.25 as Income 1(I1), Income 2 (I2) and

Income 3 (I3). Respondents/employees in I1 group are earning less than `35000, group I2 is

earning between `35000 and `44000 and I3 group is earning more than `44000.

Chapter 5

Ph. D. Thesis 127

Significant difference has been found in the mean values of five out of nine dimensions of

work culture in banks as perceived by respondents of the various Income groups. Disciplined

and enterprising culture, Meritorious culture and Innovative and participative culture have

shown highly significant differences at .01 level in mean and standard deviation values, with

F values of 21.93, 10.52 and 7.23 respectively. Relationship with seniors and Risk taking have

shown significant difference at .05 level in mean and standard deviation values, with F value

of 3.81 and 3.90 respectively. There is no significant difference across three income groups as

far Affinity with the Organization, Performance norms, Empathy and Empowerment are

concerned.

It is clear from Table 5.25 that the mean of all five factors (showing significant difference) is

highest in I1 indicating that the respondents belonging to lowest income group are more

Disciplined and enterprising, more Meritorious culture oriented and more Innovative and

participative than the other income groups. All the three income groups are lacking in

Relationship with seniors and Risk taking but I1 group is little better than the other groups.

Table 5.25: Comparison of dimensions of Work Culture across three Income groups (I1= less than` 35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test


I1 (N=236)

I2 (N=247)

I3 (N=178)

I1 v/s I2

I1 v/s I3

I2 v/s I3

F-value


3.43 0.60 3.10 0.54 3.16 0.55 * * - 21.93**


3.28 0.47 3.24 0.48 3.29 0.52 - - - 0.80NS

Performance Norms 2.92 0.57 2.85 0.59 2.92 0.66 - - - 1.08NS Relationship with seniors 2.69 0.83 2.49 0.79 2.54 0.83 * - - 3.81* Meritorious culture 3.44 0.49 3.28 0.49 3.23 0.50 * * - 10.52** Empathy 2.92 0.71 2.81 0.66 2.85 0.71 - - - 1.62NS Risk taking 2.59 0.80 2.40 0.73 2.52 0.74 * 3.90* Innovative and participative culture

3.10 0.58 2.93 0.60 2.92 0.59 * * - 7.23**

Empowerment 2.85 0.58 2.78 0.58 2.88 0.52 - - - 1.88NS *significant at .05 level **significant at .01 level NS= not significant

There is significant difference between I1 and I2, I1 and I3 as far as Disciplined and

enterprising culture, Meritorious culture and Innovative and participative culture in banks are

concerned. It can be seen that mean is higher in I1 than I2 implying that I1 group, the

respondents of lowest income group are more Disciplined and enterprising, more inclined to

Meritorious culture, more Innovative and participative than I2. Similarly out of I1 and I3, the

mean is higher in 11 than A3 implying that again the same I1 group is more Disciplined and


128 Ph. D. Thesis

enterprising and more inclined to Meritorious culture and more Innovative and participative

than A3. There is significant difference between I1 and I2 as far as Relationship with seniors

and Risk taking are concerned. The mean is less than 3 in both the groups indicating that both

I1 and I2 are lacking in Relationship with seniors and Risk taking but the situation of I1 group

is better than I2 in these two dimensions also.

5.4.2.8 Comparison of dimensions of Work Culture across three Income groups in Public

Sector Banks

No significant difference has been found in the mean values of any dimension of work culture

in banks as perceived by respondents of the various income groups in public sector banks as

shown in Table 5.26. But the table shows all the three groups manifest Disciplined and

enterprising culture, Affinity with the organization, Meritorious culture as the mean in all the

three groups is more than three. On the other hand, the mean is less than three in all the groups

as far as Performance norms, Relationship with seniors, Empathy, Risk taking and

Empowerment are concerned implying that the employees of all the three groups are lacking

in all these dimensions.

Table 5.26: Comparison of dimensions of Work Culture across three Income groups in Public Sector Banks

(I1= less than ` 35000, I2= ` 35000-44000, I3=above `44000) - Duncan’s Mean Test


I1 (N=46)

I2 (N=159)

I3 (N=126)

I1 v/s I2

I1 v/s I3

I2 v/s I3

F-value


3.13 0.59 3.06 0.51 3.07 0.47 - - - 0.36NS


3.15 0.46 3.20 0.46 3.26 0.46 - - - 1.16NS

Performance norms 2.96 0.48 2.82 0.56 2.86 0.59 - - - 1.15 NS

Relationship with seniors

2.54 0.82 2.56 0.79 2.55 0.78 - - - 0.01NS

Meritorious culture 3.26 0.53 3.24 0.46 3.19 0.45 - - - 0.47 NS

Empathy 2.78 0.67 2.86 0.61 2.77 0.70 - - - 0.70 NS

Risk taking 2.47 0.67 2.35 0.71 2.47 0.76 - - - 1.06 NS Innovative and participative culture

3.05 0.51 2.94 0.60 2.87 0.55 - - - 1.84 NS

Empowerment 2.76 0.49 2.81 0.60 2.81 0.47 - - - 0.14NS

NS= not significant

Chapter 5

Ph. D. Thesis 129

5.4.2.9 Comparison of dimensions of Work Culture across three Income groups in


Significant difference has been found in the mean values of six out of nine dimensions of

work culture in banks as perceived by respondents of the various income groups in private

sector banks. Disciplined and enterprising culture, Relationship with seniors and

Empowerment have shown highly significant differences at .01 level in mean and standard

deviation values, with F values of 8.81,5.68 and 5.46 respectively. Meritorious culture,

Empathy and Innovative and participative culture have shown significant difference at .05

level in mean and standard deviation values, with F value of 3.20, 4.09 and 3.90 respectively

It is clear from Table 5.27 that the means of Disciplined and enterprising culture, Relationship

with seniors, Meritorious culture and Innovative and participative culture (showing significant

difference) are highest in I1 indicating that the respondents belonging to lowest income group

are more Disciplined and enterprising, better in Relationship with seniors, more inclined

towards Meritorious culture and more Innovative and participative than the other income

groups. Mean of Empathy and Empowerment is highest in the highest income group

indicating that the highest income group is Empathetic and Empowered whereas the other

income groups are found lacking in these dimensions.

There is significant difference between I1 and I2, and I2 and I3 as far as Disciplined and

enterprising culture and Empathy is concerned. Out of I1 and I2, I1 group is more Disciplined

and enterprising and out of I2 and I3, I3 is more Disciplined and enterprising one. In

Empathy, out of I1 and I2 (Mean less than 3), I1 (Mean=2.96) is close to empathetic behavior

whereas I2 (Mean=2.72) employees are lacking in Empathy. Out of I2 and I3, I2 is lacking in

Empathy whereas I3 employees are Empathetic.

There is significant difference between I1 and I2 as far as Relationship with seniors,

Meritorious culture and Innovative and participative culture are concerned. Both the groups

are lacking in Relationship with seniors (Mean is less than 3) but this behavior is little better

in I1 than I2. In Meritorious culture, both I1 and I2 group employees are inclined toward

Meritorious culture but I1 is more Meritorious than I2. When it comes to Innovative and

participative culture in private Banks, mean is higher in I1 than I2 and the situation is in

contrast with each other. I1employees (Mean=3.12) are Innovative and participative whereas


130 Ph. D. Thesis

I2 (Mean =2.90) employees are lacking in Innovation and participation. There is significant

difference across I1 and I3, and I2 and I3 as far as Empowerment is concerned. The

employees of I3 (highest income group) perceive that they are Empowered whereas I1 and I2

employees do not perceive them as Empowered ones.

Table 5.27: Comparison of dimensions of Work Culture across three Income groups in Private Sector Banks

(I1= less than `35000, I2=`35000-44000, I3=above` 44000) - Duncan’s Mean Test


5.4.3 Comparison of dimensions of Employee Satisfaction between two groups using t-

test

In order to study the comparison of the dimensions of employee satisfaction between various

groups of employee respondents, t-test was applied. The explanations of all the comparisons

are given below.

5.4.3.1 Comparison of dimensions of Employee Satisfaction between Public and Private

Sector Banks

It is seen in Table 5.28 that there is significant difference in the mean values of five factors

between public and private sector banks. In Participative environment, there is a significant

difference in employee satisfaction (t=5.26, p ≤ .01). The mean is higher in private sector

banks (Mean=3.48) as compared to public sector banks (Mean=3.28) which means that the

employees of private sector banks are more satisfied than the employees of public sector

banks. Significant difference is again noticed (t=5.23, p ≤ .01) in the mean values of Hygiene


I1 (N=190)

I2 (N=88)

I3 (N=52)

I1 v/s I2

I1 v/s I3

I2 v/s I3

F-value


3.50 0.58 3.17 0.60 3.38 0.67 *

-

*

8.81**

Affinity with the organization 3.32 0.47 3.32 0.51 3.38 0.66 - - - 0.38NS

Performance norms 2.91 0.59 2.91 0.64 3.07 0.79 - - - 1.25NS

Relationship with seniors 2.73 0.83 2.37 0.80 2.52 0.95 * - - 5.68**

Meritorious culture 3.48 0.47 3.34 0.53 3.34 0.61 * - - 3.20* Empathy 2.96 0.72 2.72 0.74 3.03 0.70 * - * 4.09*

Risk taking 2.62 0.83 2.50 0.74 2.65 0.69 - - - 0.99 NS


3.12 0.60 2.90 0.61 3.03 0.65 * - - 3.90*

Empowerment 2.87 0.60 2.73 0.54 3.07 0.58 - * * 5.46**

Chapter 5

Ph. D. Thesis 131

Factors. The mean is higher in private sector banks (Mean=3.42) as compared to public sector

banks (Mean=3.18). Significant difference in Fair and empathetic management (t=5.69, p ≤

.01) between private and public sector banks is seen. The employees of both types of banks

are not satisfied with Fair and empathetic management. But the mean is higher in private

sector banks (M=2.90) as compared to public sector banks (Mean= 2.67) implying that the

situation is little better in private sector banks.

Smooth operations is perceived to be better in private sector banks (Mean= 3.37) as compared

to public sector banks (Mean= 3.19). The difference is significant at t=4.44, p ≤ .01. Also

there is a significant difference in Efficient environment between private and public sector

banks (t=3.17 p ≤ .01). The mean is higher in private sector banks (Mean= 3.25) as compared

to public sector banks (M= 3.10) which means that employees of private sector banks are

more satisfied than the private sector banks as far as Efficient environment is concerned.

There is no significant difference in other dimensions of employee satisfaction. But Table

5.28 shows that the employees of both the public and private sector banks are not satisfied

with Considerate environment (Mean=2.72 and 2.80) and Accessibility (Mean=2.78 and

2.84). At the same time, the employees of both the groups are satisfied with Feel good factor

(Mean=3.11 and 3.17) and Trust (Mean=3.31 and 3.29).

Table 5.28: Comparison of dimensions of Employee Satisfaction between Public and Private Sector Banks

Dimensions of Employee Satisfaction

Public Sector Banks (N= 331)

Private Sector Banks (N=330)

t-value

Mean S.D Mean S.D

Participative environment 3.28 0.42 3.48 0.57 5.26 ** Hygiene Factors 3.18 0.50 3.42 0.65 5.23** Fair & empathetic management 2.67 0.49 2.90 0.56 5.69** Smooth operations 3.19 0.45 3.37 0.56 4.44** Considerate environment 2.72 0.64 2.80 0.69 1.37NS Efficient environment 3.10 0.60 3.25 0.63 3.17** Accessibility 2.78 0.77 2.84 0.81 1.05NS Feel good factor 3.11 0.60 3.17 0.69 1.00NS Trust 3.31 0.70 3.29 0.70 0.32 NS



132 Ph. D. Thesis

5.4.3.2 Comparison of dimensions of Employee Satisfaction between Female and Male

employee respondents

Significant differences have been found in the mean values of only two out of nine

dimensions of employee satisfaction between male and female employees of the banks.

Participative environment is perceived to be better by female employees (M= 3.47) as

compared to male employees (M= 3.35). The difference is significant at t=2.79, p ≤ .01. Also

there is a significant difference in the Smooth operations factor between female and male

employees (t=3.37 p ≤ .01). The mean is higher in female employees (M= 3.39) as compared

to male employees (M= 3.24) which means that female employees of banks are more satisfied

than the male employees as far as Smooth operations are concerned.

Though there is no significant difference in the other dimension of employees satisfaction,

Table 5.29 shows that the employees of both the groups are satisfied with Hygiene Factors

(M=3.36 and M=3.28), Efficient environment (M=3.16 and M=3.18), Feel Good Factor

(M=3.18 and M=3.13) and Trust (M=3.38 and M=3.28). At the same time, the employees of

both the groups are not satisfied with Fair and empathetic management (M=2.83 and

M=2.77), Considerate environment (M=2.78 and M=2.75) and Accessibility (M=2.85 and

M=2.80).

Table 5.29: Comparison of dimensions of Employee Satisfaction between Male and Female employees

Dimensions of

Employee Satisfaction

Female (N= 172)

Male (N=489)

t-value

Mean S.D Mean S.D

Participative environment 3.47 0.46 3.35 0.52 2.79** Hygiene Factors 3.36 0.60 3.28 0.59 1.60 NS Fair and empathetic 2.83 0.56 2.77 0.53 1.28NS Smooth operations 3.39 0.53 3.24 0.50 3.37** Considerate environment 2.78 0.67 2.75 0.66 0.54 NS Efficient environment 3.16 0.59 3.18 0.63 0.38NS Accessibility 2.85 0.87 2.80 0.76 0.78NS Feel good factor 3.18 0.62 3.13 0.65 0.88 NS Trust 3.38 0.64 3.28 0.72 1.64 NS


Chapter 5

Ph. D. Thesis 133


employee respondents in Public Sector Banks

Smooth operations is a dimension where there is a significant difference in employee

satisfaction between two groups (t=2.50, p ≤ .05). The mean is higher in female employees

(M=3.32) as compared to male employees (M=3.16) which means that female employees of

public sector banks are more satisfied than male employees. There is a significant difference

(t=1.99, p ≤ .05) in the mean values in Feel good factor also. The mean is higher in female

employees (Mean=3.25) as compared to male employees (Mean=3.08). Significant

difference is also seen in Trust (t=1.96, p ≤ .05) between female and male employees of

public sector banks. The mean is higher in female employees (Mean=3.46) than male

employees (Mean=3.27).

No significant difference is seen in the other dimensions of employee satisfaction as shown in

Table 5.30. But it is clear from the table that the employees of both the groups are satisfied

with Participative environment (Mean=3.34 and 3.26), Hygiene Factors (Mean=3.17 and

3.19), and Efficient environment (Mean=3.12 and 3.10). The employees are not satisfied with

Fair and empathetic management (Mean=2.74 and 2.65), Considerate environment

(Mean=2.81 and 2.70) and Accessibility (Mean=2.84 and 2.77).

Table 5.30: Comparison of dimensions of Employee Satisfaction between Female and Male employee respondents in Public Sector Banks

Dimensions of


Female (N= 65)

Male (N=266)

t-value

Mean S.D Mean S.D Participative environment 3.34 0.36 3.26 0.44 1.38NS Hygiene Factors 3.17 0.50 3.19 0.50 0.26 NS Fair and empathetic 2.74 0.51 2.65 0.49 1.43NS Smooth operations 3.32 0.46 3.16 0.44 2.50* Considerate environment 2.81 0.70 2.70 0.62 1.19NS Efficient environment 3.12 0.59 3.10 0.60 0.14NS Accessibility 2.84 0 .79 2.77 0.76 0.69NS Feel good factor 3.25 0.57 3.08 0.60 1.99* Trust 3.46 0.70 3.27 0.69 1.96*



134 Ph. D. Thesis


employee respondents in Private Sector Banks

No significant difference has been found in the mean values of any dimension of employee

satisfaction between male and female employees of private sector banks. Private sector banks

have recently established or expanded and have major work force of younger employees who

tend to view the things almost similarly. But Table 5.31 shows that the female and male

employees are satisfied with Participative environment (Mean=3.55 and 3.45), Hygiene

factors (Mean=3.48 and3.39), Smooth operations (Mean=3.44 and 3.33), Efficient

environment (Mean=3.19 and 3.28), Feel good factor (Mean=3.14 and 3.18) and Trust

(Mean=3.33 and 3.28). The employees of both the groups are not satisfied with Fair and

empathetic management (Mean=2.88 and 2.91), Considerate environment (Mean=2.77 and

2.81) and Accessibility (Mean=2.86 and 2.84).

Table 5.31: Comparison of dimensions of Employee Satisfaction between Female and Male employees in Private Sector Banks

Dimensions of Employee

Satisfaction

Female (N= 107)

Mean S.D

Male (N=223)

Mean S.D

t-value

Participative environment 3.55 0.50 3.45 0.59 1.54NS Hygiene Factors 3.48 0.63 3.39 0.66 1.19NS Fair and empathetic 2.88 0 .58 2.91 0.55 0.47NS Smooth operations 3.44 0.56 3.33 0.56 1.61NS Considerate environment 2.77 0.66 2.81 0.70 0.51NS Efficient environment 3.19 0.59 3.28 0.65 1.21NS Accessibility 2.86 0.91 2.84 0.75 0.25NS

Feel good factor 3.14 0.65 3.18 0.71 0.54NS Trust 3.33 0.60 3.28 0.75 0.59NS

NS= not significant

5.4.3.5 Comparison of dimensions of Employee Satisfaction between Graduate and

Postgraduate employees

There is no significant difference in the mean values of any dimension of employee

satisfaction between graduate and postgraduate employees of the banks. But it is clear from

Table 5.32 that the employees of both the groups are satisfied with Participative environment

(Mean=3.37 and 3.39), Hygiene factors (Mean=3.25 and 3.33), Smooth operations

(Mean=3.28 and 3.28), Efficient environment (Mean=3.22 and 3.15), Feel good factor

(Mean=3.13 and 3.15) and Trust (Mean=3.31 and 3.30). Both the groups are not satisfied with

Chapter 5

Ph. D. Thesis 135

Fair and empathetic management (Mean=2.73 and 2.81), Considerate environment


Table 5.32: Comparison of dimensions of Employee Satisfaction between Graduates and Postgraduate employees

Dimensions of


Graduate (N= 251)

Mean S.D

Postgraduate (N=410

Mean S.D

t-value

Participative environment 3.37 0.50 3.39 0.51 0.57NS Hygiene Factors 3.25 0.60 3.33 0.56 1.61 NS Fair and empathetic 2.73 0.51 2.81 0.56 1.89NS Smooth operations 3.28 0.53 3.28 0.51 .05 NS Considerate environment 2.72 0.63 2.78 0.68 1.14NS Efficient environment 3.22 0.62 3.15 0.61 1.36NS Accessibility 2.81 0.81 2.81 0.77 .12 NS Feel good factor 3.13 0.66 3.15 0.63 0.33NS Trust 3.31 0.71 3.30 0.69 0.24 NS

NS= not significant


Postgraduate employees in Public Sector Banks

Significant difference has been found in the mean values of only one out of nine dimensions

of employee satisfaction between graduate and postgraduate employees in public sector

banks. Efficient environment is a dimension where there is a significant difference (t=2.10, p

≤ .05). The mean is higher in graduate employees (Mean=3.17) as compared to postgraduate

employees (Mean=3.03) which means that the graduate employees of public sector banks are

more satisfied than the postgraduate employees as far as Efficient environment is concerned.

No significant difference is found in the mean values of other dimensions of employee

satisfaction between the two groups. But it is clear from Table 5.33 that the employees of both

the groups are satisfied with Participative environment (Mean=3.29 and 3.27), Hygiene

Factors (Mean=3.19 and 3.18), Smooth operations (Mean=3.22 and 3.17), Feel good factor

(Mean=3.14 and 3.09) and Trust (Mean=3.33 and 3.29). At the same time, the same group of

employees are not satisfied with Fair and empathetic management (Mean=2.67 and 2.66),

Considerate environment (Mean=2.70 and 2.74) and Accessibility (Mean=2.77 and 2.79).


136 Ph. D. Thesis

Table 5.33: Comparison of dimensions of Employee Satisfaction between Graduate and Postgraduate employees in Public Sector Banks

Dimensions of


Graduate (N=152)


t-value

Mean S.D Mean S.D

Participative environment 3.29 0.41 3.27 0.44 0.54NS Hygiene Factors 3.19 0.48 3.18 0.52 0.13NS Fair and empathetic 2.67 0.47 2.66 0.51 0.20NS Smooth operations 3.22 0.48 3.17 0.42 1.13NS Considerate environment 2.70 0.61 2.74 0.66 0.52NS Efficient environment 3.17 0.58 3.03 0.61 2.10* Accessibility 2.77 0.79 2.79 0.75 0.28NS Feel good factor 3.14 0.62 3.09 0.58 0.75NS Trust 3.33 0.70 3.29 0.69 0.51NS



Postgraduate employees in Private Sector Banks

No significant difference has been noticed in the mean value of any dimension of employee

satisfaction between graduate and postgraduate employees of private sector banks. In spite of

there being no significant difference in dimensions of employee satisfaction, Table 5.34

shows that the graduate and postgraduate employees of private sector banks are satisfied with

Participative environment (Mean=3.48 and 3.49), Hygiene factors (Mean=3.36 and 3.45),

Smooth operations (Mean=3.37 and 3.37), Efficient environment (Mean=3.28 and 3.24), Feel

good factor (Mean=3.11 and 3.19) and Trust (Mean=3.28 and 3.30). At the same time, both

the groups not satisfied as far as Fair and empathetic management (Mean=2.82 and 2.93),

Considerate environment (Mean=2.75 and 2.81) and Accessibility (Mean=2.88 and 2.83) are

concerned. Table 5.34: Comparison of dimensions of Employee Satisfaction between Graduate and Postgraduate

employees in Private Sector Banks


Graduate (N=99)


t-value

Mean S.D Mean S.D

Participative environment 3.48 0.59 3.49 0.56 0.07NS Hygiene Factors 3.36 0.75 3.45 0.61 1.16NS Fair and empathetic 2.82 0.55 2.93 0.56 1.60NS Smooth operations 3.37 0.59 3.37 0.55 0.08NS Considerate environment 2.75 0.66 2.81 0.70 0.80 NS Efficient environment 3.28 0.68 3.24 0.61 0.61NS Accessibility 2.88 0.85 2.83 0.79 0.37 NS Feel good factor 3.11 0.73 3.19 0.67 0.93NS Trust 3.28 0.72 3.30 0.70 0.27NS

NS= not significant

Chapter 5

Ph. D. Thesis 137

5.4.3.8 Comparison of dimensions of Employee Satisfaction between Married and

Unmarried employees

From Table 5.35, it is seen that there are significant differences in the t-value in only four

dimensions between married and unmarried employees. Participative environment is a factor

where there is a significant difference between two groups (t=5.06, p ≤ .01). The mean is

higher in unmarried employees (Mean=3.68) as compared to married employees

(Mean=3.35).There is a significant difference (t=4.51, p ≤ .01) in the mean values in Hygiene

factors between unmarried and married employees. The mean is higher in unmarried

employees (Mean=3.61) as compared to married employees (Mean=3.27). In the dimension

Smooth operation also, the mean is higher in unmarried employees (Mean=3.56) as compared

to married employees (Mean=3.25) implying that unmarried employees are more satisfied

than unmarried employees.

Significant difference is found in the Fair and empathetic management (t=3.90, p ≤ .01)

between unmarried and married employees. The mean is higher in unmarried employees

(Mean=3.03) than married employees (Mean=2.76) implying that unmarried employees are

satisfied with Fair and empathetic management in the banks whereas the married employees

are not satisfied in this dimension. Though there is no significant difference in other

dimensions of employee satisfaction, the table shows that the employees of both the groups

are satisfied with Efficient environment (Mean=3.30 and 3.16), Feel good factor (Mean=3.19

and 3.13) and Trust (Mean=3.39 and 3.30). On the other hand, the same employees are not

satisfied with Considerate environment (Mean=2.85 and 2.75) and Accessibility (Mean=2.84

and 2.81). Table 5.35: Comparison of dimensions of Employee Satisfaction between

Married and Unmarried employees


Unmarried (N= 65)

Married (N=596)

t-value

Mean S.D Mean S.D

Participative environment 3.68 0.57 3.35 0.49 5.06 ** Hygiene Factors 3.61 0.63 3.27 0.58 4.51** Fair and empathetic 3.03 0.57 2.76 0.53 3.90 ** Smooth operations 3.56 0.59 3.25 0.51 4.66** Considerate environment 2.85 0.68 2.75 0.66 1.12NS Efficient environment 3.30 0.60 3.16 0.62 1.76NS Accessibility 2.84 0.77 2.81 0.80 0.29 NS Feel good factor 3.19 0.71 3.13 0.64 0.69NS Trust 3.39 0.74 3.30 0.70 1.09NS



138 Ph. D. Thesis

5.4.3.9 Comparison of dimensions of Employee Satisfaction between respondents of

banks in Delhi and NCR


satisfaction between Delhi and NCR. It could be due to the reason that the facilities and perks

to the employees, besides the nature of assignment and their working profiles, are almost

identical in Delhi and NCR. Though there is no significant difference in any dimension of

employee satisfaction, Table 5.36 shows that the employees of banks of both Delhi and NCR

are not satisfied with Fair and empathetic management (Mean=2.77 and 2.83), Considerate

environment (Mean=2.74 and 2.83) and Accessibility (Mean=2.80 and 2.86). At the same

time, the employees of both the groups are satisfied with Participative environment

(Mean=3.39 and 3.36), Hygiene Factors (Mean=3.29 and 3.33), Smooth operations

(Mean=3.28 and 3.29), Efficient environment (Mean=3.17 and 3.17), Feel Good Factor

(Mean=3.13 and 3.18) and Trust (Mean=3.30 and 3.30).

Table 5.36: Comparison of dimensions of Employee Satisfaction between respondents of banks in Delhi and NCR

Dimensions of


Delhi (N= 526)

NCR (N=135)

t-value

Mean S.D Mean S.D Participative environment 3.39 0.51 3.36 0.53 0.63 NS Hygiene Factors 3.29 0.59 3.33 0.61 0.66NS Fair and empathetic 2.77 0.54 2.83 0.54 1.17NS Smooth operations 3.28 0.53 3.29 0.47 0.24NS Considerate environment 2.74 0.68 2.83 0.58 1.40NS Efficient environment 3.17 0.63 3.17 0.60 0.03NS Accessibility 2.80 0.79 2.86 0.80 0.85NS

Feel good factor 3.13 0.65 3.18 0.62 0.84NS Trust 3.30 0.71 3.30 0.68 0.05NS

NS= not significant


banks in Delhi and NCR in Public Sector Banks

Significant difference has been noticed in the mean values of only one out of nine dimensions

of employee satisfaction between Delhi and NCR in public sector banks. Participative

environment is a factor where there is a significant difference in employee satisfaction

between employees of Delhi and NCR (t=2.53, p ≤ .05). The mean is higher in Delhi banks

(Mean=3.31) as compared to NCR (Mean=3.16) implying that the employees of Delhi banks

Chapter 5

Ph. D. Thesis 139

are more satisfied than the employees of NCR as far as Participative environment is

concerned.

No significant difference is found in the mean values of other dimensions of employee

satisfaction between the same two groups. But it is clear from Table 5.37 that the employees

of both the groups are satisfied with Hygiene factors (Mean=3.20 and 3.11), Smooth

operations (Mean=3.20 and 3.15), Efficient environment (Mean=3.10 and 3.08), Feel good

factor (Mean=3.11 and 3.14) and Trust (Mean=3.30 and 3.35). At the same time, the

employees of both the groups are not satisfied with Fair and empathetic management

(Mean=2.67 and 2.64), Considerate environment (Mean=2.72 and 2.73) and Accessibility

(Mean=2.77 and 2.83).

Table 5.37: Comparison of dimensions of Employee Satisfaction between respondents of banks in Delhi and NCR in Public Sector Banks

Dimensions of


Delhi (N= 269)

NCR (N=62)

t-value

Mean S.D Mean S.D Participative environment 3.31 0.40 3.16 0.51 2.53* Hygiene Factors 3.20 0.48 3.11 0.59 1.31NS Fair and empathetic management 2.67 0.49 2.64 0.51 0.43 NS Smooth operations 3.20 0.45 3.15 0.44 0.75NS Considerate environment 2.72 0.66 2.73 0.54 0.03NS Efficient environment 3.10 0.60 3.08 0.59 0.26NS Accessibility 2.77 0.76 2.83 0.82 0.58NS Feel good factor 3.11 0.61 3.14 0.54 0.33NS Trust 3.30 0.71 3.35 0.67 0.45NS



banks in Delhi and NCR in Private Sector Banks


satisfaction between Delhi and NCR in private sector banks. In spite of showing no

significant difference, it is clear from Table 5.38 that the employees of private banks of

Delhi and NCR are satisfied with Participative environment (Mean=3.47 and 3.53), Hygiene

Factors (Mean=3.39 and 3.52), Smooth operations (Mean=3.36 and 3.40), Efficient

environment (Mean=3.25 and 3.25), Feel Good Factor (Mean=3.15 and 3.22) and Trust

(Mean=3.30 and 3.26). At the same time, the same group of employees are not satisfied with

Fair and Empathetic Management (Mean=2.87 and 2.99), Considerate environment



140 Ph. D. Thesis

Table 5.38: Comparison of dimensions of Employee Satisfaction between respondents of banks in Delhi and NCR in Private Sector Banks

Dimensions of


Delhi (N= 257)

NCR (N=73)

t-value

Mean S.D Mean S.D

Participative environment 3.47 0.59 3.53 0.48 .72NS Hygiene Factors 3.39 0.67 3.52 0.57 1.50NS Fair and empathetic management 2.87 0.57 2.99 0.51 1.61NS Smooth operations 3.36 0.59 3.40 0.47 0.63NS Considerate environment 2.76 0.70 2.92 0.60 1.75NS Efficient environment 3.25 0.64 3.25 0.60 0.01NS Accessibility 2.83 0.81 2.89 0.79 0.56NS Feel good factor 3.15 0.69 3.22 0.69 0.76NS Trust 3.30 0.71 3.26 0.69 0.46NS

NS= not significant

5.4.4 Comparison of dimensions of Employee Satisfaction across various Experience,

Age and Income groups using ANOVA

A few characteristics of the respondents had more than two categories/options. For this, one

way analysis of variance was applied along with Post hoc test (Duncan’s Mean Test) in order

to compare the dimensions of employee satisfaction across the various personal characteristics

of respondents for all the banks and also for public sector banks and private sector banks

separately. The personal characteristics included experience, age and income of all the

respondents. The comparisons are discussed in the following section.

5.4.4.1 Comparisons of dimensions of Employees Satisfaction across three Experience

groups

The three experience groups have been shown in Table 5.39 as Experience 1(E1) Experience

2(E2) and Experience 3 (E3). Respondents/employees in E1 are those who have experience of

more than 20 years, E2 is that group which has the experience of 20 years whereas E3 has the

experience of 10 years. Significant difference has been found in the mean values of six out of

nine dimensions of employee satisfaction as perceived by respondents across the various

experience groups.

Participative environment, Hygiene Factors, Fair and Empathetic Management, Smooth

operations and Efficient environment have shown highly significant differences at .01 level in

mean and standard deviation values, with F values of 27.88, 33.48, 27.74, 20.33 and 6.85

respectively. Considerate environment has shown significant difference at .05 level in mean

Chapter 5

Ph. D. Thesis 141

and standard deviation values, with F value of 3.48. There is no significant difference across

three experience groups as far as Accessibility, Feel Good Factor and Trust are concerned.

It is interesting to note that the mean in all the six factors ( showing significant difference) is

highest in E3 indicating that E3 employees who have 10 years of experience (least

experienced) are more satisfied than E1 and E2 as far as Participative environment, Hygiene

Factors, Smooth operations and Efficient environment are concerned. In Fair and empathetic

management and Considerate environment, none of the groups is satisfied but the mean is

higher in E3 as shown in Table 5.39.

There is significant difference between E1 and E3, and E2 and E3 as far as Participative

environment, Hygiene Factors, Fair and empathetic management, Smooth operations,

Considerate and Efficient environment are concerned. Out of E1 and E3, mean is higher in E3

implying that employees of E3 group are more satisfied than the employees of E1 in the

aforementioned dimensions. Similarly, out of E2 and E3, the mean is again higher in E3

stating that E3 group is more satisfied than E2 in the same dimensions. There is significant

difference between E1 and E2 as far as Trust is concerned. The mean is higher in E2 than E1

implying that E2 employees are more satisfied than E1 as far as Trust is concerned. Though

there is no significant difference in the mean and standard deviation of Accessibility, Feel

good factor and Trust, Table 5.39 shows that the employees of all the three experience groups

are satisfied with Feel good factor and Trust but they are not satisfied with Accessibility.

Table 5.39: Comparisons of dimensions of Employees Satisfaction across three Experience groups (E1= more than 20 yrs, E2= 20 yrs, E3 =10 yrs.) - Duncan’s Mean Test

Dimensions of


E1 (N=193)

E2 (N=186)

E3 (N=282)

E1 v/s E2

E1 v/s E3

E2 v/s E3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.22 0.45 3.31 0.42 3.54 0.55 - * * 27.88**

Hygiene factors 3.10 0.58 3.21 0.50 3.50 0.60 - * * 33.48** Fair and empathetic management 2.64 0.48 2.67 0.51 2.96 0.54 - * * 27.74**

Smooth operations 3.14 0.44 3.22 0.46 3.42 0.57 - * * 20.33** Considerate environment 2.69 0.68 2.71 0.60 2.84 0.68 - * * 3.48* Efficient environment 3.08 0.64 3.12 0.57 3.28 0.62 - * * 6.85**

Accessibility 2.71 0.77 2.86 0.78 2.85 0.80 - - - 2.18NS

Feel good factor 3.12 0.63 3.08 0.58 3.20 0.69 - - - 2.05NS

Trust 3.21 0.69 3.37 0.68 3.32 0.72 * - - 2.60NS



142 Ph. D. Thesis

5.4.4.2 Comparisons of dimensions of Employees Satisfaction across three Experience

groups in Public Sector Banks

No significant difference has been found in the mean value of any dimension of employee

satisfaction as perceived by respondents across the various experience groups in public sector

banks. But Table 5.40 shows that the employees of all the three experience groups are

satisfied with Participative environment, Hygiene Factors, Smooth operations, Efficient

environment, Feel Good Factor and Trust. But all the three groups are not satisfied with Fair

and Empathetic Management, Considerate environment and Accessibility.

Table 5.40: Comparison of dimensions of Employees Satisfaction across three Experience groups in Public Sector Banks

(E1= more than 20 yrs, E2= 20 yrs, E3 =10 yrs.) - Duncan’s Mean Test


E1 (N=159)

E2 (N=141)

E3 (N=31)

E1 v/s E2

E1 v/s E3

E2 v/s E3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.26 0.45 3.32 0.40 3.24 0.37 - - - 0.93NS Hygiene Factors 3.17 0.54 3.21 0.45 3.13 0.53 - - - 0.46NS

Fair and empathetic management 2.64 0.50 2.67 0.49 2.79 0.48 - - - 1.31 NS Smooth operations 3.16 0.44 3.23 0.45 3.19 0.48 - - - 0.83 NS Considerate environment 2.70 0.66 2.73 0.60 2.79 0.67 - - - 0.29NS Efficient environment 3.07 0.65 3.13 0.55 3.10 0.51 - - - 0.35 NS Accessibility 2.73 0.77 2.82 0.79 2.85 0.62 - - - 0.60 NS Feel good factor 3.10 0.62 3.13 0.57 3.11 0.63 - - - 0.10NS Trust 3.25 0.69 3.35 0.70 3.44 0.73 - - - 1.41 NS

NS= not significant

5.4.4.3 Comparison of dimensions of Employees Satisfaction across three Experience

groups in Private Sector Banks

Significant difference is found in the mean values of six out of nine dimensions of employee

satisfaction as perceived by respondents across the three experience groups in private sector

banks. Participative environment, Hygiene Factors, Fair and Empathetic Management and

Smooth operations have shown highly significant differences at .01 level in mean and

standard deviation values, with F values of 18.64, 29.81, 10.54 and 12.01 respectively. Feel

good factor and Trust have shown significant differences at .05 level in mean and standard

deviation values, with F values of 3.93, 3.03 respectively. There is no significant difference

across three experience groups as far as Considerate environment, Efficient environment and

Accessibility are concerned. It is interesting to note that the mean in four out of six

dimensions (showing significant difference) is highest in E3 indicating that E3 employees

who have 10 years’ experience (minimum experience) are more satisfied than the other groups

Chapter 5

Ph. D. Thesis 143

as far as Participative environment, Hygiene Factors and Smooth operations are concerned.

None of the groups is satisfied with Fair and empathetic management but the mean is highest

in E3. In Feel good factor, of all the groups, E1 group is showing the maximum satisfaction

and in Trust, E2 is showing the maximum satisfaction.

There is significant difference across all the three experience groups as far as Participative

environment and Hygiene Factors are concerned. Out of E1 and E2, mean is higher in E2 than

E1, out of E1 and E3, it is higher in E3 than E1, and out of E2 and E3, it is again higher in E3.

It indicates that the less experienced employees are more satisfied than the experienced ones

as far as Participative environment and Hygiene Factors are concerned. There is significant

difference between E1 and E3 and E2 and E3 in the dimensions namely Fair and Empathetic

Management and Smooth operations. There is significant difference between E2 and E3 as far

as Feel Good Factor is concerned. Out of E2 and E3, mean is higher in E3 (Mean=3.21) than

E2 (Mean=2.90) implying that E3 employees are more satisfied than E2 employees as far as

Feel Good Factor is concerned. Table 5.41 shows significant difference between E1 and E2,

and E1 and E3 as far as Trust is concerned. Out of E1 and E2, mean is higher in E2

(Mean=3.40) than E1 (Mean=3.03) and out of E1 and E3, mean is higher in E3 (Mean=3.31)

than E1 (Mean=3.03) implying that less experienced employees are more satisfied than the

experienced ones. It might be because of their young age and energy level that they perceive

the things differently than the experienced ones.

Table 5.41: Comparisons of dimensions of Employees Satisfaction across three Experience groups in Private Sector Banks (E1= more than 20 yrs, E2= 20 yrs, E3 =10 yrs.) - Duncan’s Mean Test

Dimensions of


E1 (N=34)

E2 (N=45)

E3 (N=251)

E1 v/s E2

E1 v/s E3

E2 v/s E3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.03 0.40 3.30 0.48 3.58 0.56 * * * 18.64** Hygiene factors 2.76 0.64 3.19 0.63 3.55 0.59 * * * 29.81** Fair& empathetic management 2.63 0.39 2.68 0.60 2.98 0.55 - * * 10.54** Smooth operations 3.03 0.41 3.18 0.47 3.45 0.57 - * * 12.01** Considerate environment 2.66 0.78 2.62 0.60 2.84 0.68 - - - 2.70NS Efficient environment 3.12 0.61 3.09 0.63 3.30 0.63 - - - 2.95NS Accessibility 2.62 0.75 2.99 0.71 2.85 0.82 - - - 2.09NS Feel good factor 3.22 0.69 2.90 0.60 3.21 0.70 - - * 3.93* Trust 3.03 0.66 3.40 0.63 3.31 0.71 * * - 3.03*



144 Ph. D. Thesis

5.4.4.4 Comparisons of dimensions of Employee Satisfaction across three Age groups

The three age groups have been shown in Table 5.42 as Age 1(A1), Age 2 (A2) and Age3

(A3). Respondents/employees in A1 are less than 31 years of age, A2 is that group which falls

between 31 and 44 years of age and A3 are 45 years old or more than that.

Significant difference has been found in the mean values of six out of nine dimensions of

employee satisfaction as perceived by employees of three age groups. Participative

environment, Hygiene factors, Fair and empathetic management and Smooth operations have

shown highly significant differences at .01 level in mean and standard deviation values, with

F values of 23.11, 28.16, 15.95 and 21.04 respectively. Considerate environment and Trust

have shown significant difference at .05 level in mean and standard deviation values, with F

value of 3.27 and 3.78 respectively. There is no significant difference across three age groups

as far as Efficient environment, Accessibility and Feel good factor are concerned.

It is interesting to note that the mean in the first five factors (showing significant difference) is

highest in A1 indicating that the youngest employees who fall in less than 31 years old age

group are more satisfied than the other age groups as far as Participative environment,

Hygiene Factors and Smooth operations are concerned. All the three age groups are not

satisfied with Fair and Empathetic Management and Considerate environment, but the mean is

highest in A1 indicating that of all the groups, A1 group is better in these dimensions.

There is a significant difference across all groups i.e. between A1 and A2, A1 and A3, and

between A2 and A3 as far as first four dimensions namely Participative environment, Hygiene

Factors, Fair and Empathetic Management and Smooth operations are concerned. Out of A1

and A2, mean is higher in A1than A2 implying that employees of A1 group (the youngest

employees) are more satisfied than the employees of A2. Similarly, out of A1 and A3, the

mean is again higher in A1 stating that A1 group is more satisfied than A3 in the

aforementioned dimensions. When A2 and A3 are compared, the mean is shown higher in A2

implying that A2 group employees are more satisfied than A3 in the same dimensions. All the

three groups are not satisfied with Fair and Empathetic Management but out of A1 and A2,

A1 (Mean=2.96) is better than A2 (Mean=2.78), A1 (M=2.96) is better than A3 (Mean=2.64)

and A2 (Mean=2.78) is better than A3 (Mean=2.64). There is significant difference between

A1 and A2, and A1 and A3 as far as Considerate environment is concerned. Again all the

groups have shown their dissatisfaction, but out of A1 and A2, A1 employees (Mean=2.87)

Chapter 5

Ph. D. Thesis 145

are better than A2 (Mean=2.74) and out of A1 and A3, A1employees (Mean=2.87) are better

than A3 (Mean=2.70).

There is a significant difference between A1 and A3, and A2 and A3 as far as Trust is

concerned. The mean has been shown higher in A1 (Mean=3.35) than A3 (Mean=3.19)

implying that A1 group is more satisfied than A3 as far as Trust dimension is concerned. Out

of A2 and A3, A2 (Mean=3.35) is more satisfied than A3 (Mean=3.19) as is clear from Table

5.42.

Table 5.42: Comparisons of dimensions of Employee Satisfaction across three Age groups (A1= less than 31yrs, A2= 31-44yrs, A3=45yrsand above) - Duncan’s Mean Test

Dimensions of


A1 (N=155)

A2 (N=313)

A3 (N=193)

A1 v/s A2

A1 v/s A3

A2 v/s A3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.60 0.56 3.36 0.49 3.24 0.44 * * * 23.11**

Hygiene Factors 3.58 0.59 3.27 0.55 3.13 0.58 * * * 28.16**

Fair & Empathetic Management

2.96 0.59 2.78 0.52 2.64 0.49 * * * 15.95**

Smooth operations 3.49 0.58 3.26 0.50 3.14 0.42 * * * 21.04**

Considerate environment 2.87 0.69 2.74 0.66 2.70 0.64 * * - 3.27*

Efficient environment 3.23 0.66 3.19 0.60 3.10 0.61 - - - 2.31NS

Accessibility 2.81 0.80 2.85 0.79 2.75 0.77 - - - 0.91NS

Feel good factor 3.16 0.72 3.15 0.60 3.11 0.64 - - - 0.31NS

Trust 3.35 0.74 3.35 0.66 3.19 0.72 - * * 3.78* *significant at .05 level **significant at .01 level NS= not significant

5.4.4.5 Comparison of dimensions of Employee Satisfaction across three Age groups in

Public Sector Banks

No significant difference has been found in the mean values of any dimension of employee

satisfaction as perceived by respondents across the various age groups in public sector banks.

It might be because of the reason that the major strength of the employees working in public

sector banks belong to middle age and above middle age group. The structured way the banks

do their work does not leave any space for the difference in the satisfaction level of the

employees as far as their age is concerned.

Though the F-value is not significant for Trust, it is seen that Duncan’s mean test shows that

there is a significant difference between A2 and A3. The mean is higher in A2 (Mean=3.39)

than A3 (Mean=3.21) implying that A2 group (31-45 yrs of age) is more satisfied than A3 as

far as Trust is concerned.


146 Ph. D. Thesis

Table 5.43 shows that the employees of all the age groups are satisfied with Participative

environment, Hygiene factors, Smooth operations, Efficient environment and Trust. But at the

same time, the same employees are not satisfied with Fair and empathetic management,

Considerate environment and Accessibility. A1 employees do not have Feel good factor

whereas A2 and A3 are satisfied with this dimension.

Table 5.43: Comparisons of dimensions of Employee Satisfaction across three Age groups in Public Sector Banks

(A1= less than 31yrs, A2= 31-44yrs, A3=45yrsand above) - Duncan’s Mean Test


A1 (N=15)

A2 (N=163)

A3 (N=153)

A1 v/s A2

A1 v/s A3

A2 v/s A3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.16 0.42 3.30 0.42 3.27 0.43 - - - 0.75NS Hygiene Factors 3.12 0.42 3.16 0.48 3.22 0.52 - - - 0.64 NS Fair & empathetic management

2.69 0.57 2.70 0.47 2.63 0.51 - - - 0.67 NS

Smooth operations 3.17 0.53 3.23 0.46 3.15 0.43 - - - 1.27NS

Considerate environment 2.70 0.59 2.75 0.66 2.70 0.61 - - - 0.25 NS Efficient environment 3.02 0.61 3.11 0.58 3.09 0.62 - - - 0.18 NS Accessibility 2.80 0.59 2.81 0.77 2.75 0.78 - - - 0.23NS Feel good factor 2.87 0.61 3.15 0.55 3.10 0.64 - - - 1.63NS Trust 3.43 0.62 3.39 0.67 3.21 0.73 - - * 2.91NS

NS= not significant

5.4.4.6 Comparison of dimensions of Employee Satisfaction across three Age groups in


When comparison is done acrossthree age groups in private sector banks, significant

difference is found in the mean values of four out of nine dimensions of employee satisfaction

as perceived by respondents across the various age groups. Participative environment,

Hygiene Factors, Fair and empathetic management, and Smooth operations have shown

highly significant differences at .01 level in mean and standard deviation values, with F values

of 16.71, 30.94, 5.50, and 11.80 respectively. There is no significant difference across three

age groups as far as other factors are concerned.

It is interesting to note that the mean in all the four factors (showing significant difference) is

highest in A1 (less than 31 years) indicating that the youngest employees (A1) are more

satisfied than the other age groups as far as Participative environment, Hygiene factors and

Smooth operations are concerned. All the three groups are not satisfied as far as Fair and

empathetic management is concerned but the situation is better in A1 (M=2.99) than the other

groups as shown in Table 5.44. The younger generations which form the major strength of

Chapter 5

Ph. D. Thesis 147

private sector banks usually enjoy the things and, more often than not, are satisfied. There is

significant difference across all the three age groups i.e. between A1 and A2, A1 and A3 and

between A2 and A3 as far as Participative environment and Hygiene factors are concerned.

Out of A1 and A2, and A1 and A3 mean is higher in A1 implying that employees of A1 group

(the youngest employees) are more satisfied than the employees of A2 and A3 as far as

Participative environment and Hygiene factors are concerned. Out of A2 and A3, mean is

higher in A2 indicating that A2 employees are more satisfied than A3 in these dimensions.

Table 5.44 shows that there is significant difference between A1 and A2 and A1 and A3 as far

as Smooth operations are concerned. In all the mentioned groups, mean is higher in

A1(Mean=3.52) than A2 (Mean=3.30) and A3(Mean=3.11) implying that the youngest

employees are more satisfied than the other age groups as far as Smooth operations are

concerned.

Employees of private sector banks are not satisfied with Considerate environment as the mean

value is less than three but there is significant difference between A1 and A2 as is shown in

table 5.44. Out of A1 and A2, mean is higher in A1 (Mean=2.89) than A2 (Mean=2.72)

implying that A2 employees are more dissatisfied than A1 employees as far as Considerate

environment is concerned. Table 5.44 shows that all the three age groups are satisfied with

Efficient environment, Feel good factor and Trust but the same groups are not satisfied with

Accessibility as the mean is less than three.

Table 5.44: Comparison of dimensions of Employee Satisfaction across three Age groups in Private Sector Banks

(A1= less than 31, A2= 31-44, A3=45 and above) - Duncan’s Mean Test


A1 (N=140)

A2 (N=150)

A3 (N=40)

A1 v/s A2

A1 v/s A3

A2 v/s A3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.64 0.56 3.44 0.55 3.10 0.43 * * * 16.71** Hygiene Factors 3.63 0.59 3.39 0.59 2.79 0.68 * * * 30.94** Fair and empathetic management

2.99 0.58 2.88 0.55 2.67 0.41 - * * 5.50**

Smooth operations 3.52 0.57 3.30 0.55 3.11 0.40 * * - 11.80** Considerate environment 2.89 0.70 2.72 0.65 2.71 0.74 * - - 2.55NS Efficient environment 3.26 0.66 3.28 0.62 3.13 0.58 - - - 0.94 NS Accessibility 2.81 0.82 2.90 0.81 2.76 0.72 - - - 0.58NS Feel good factor 3.20 0.73 3.14 0.66 3.15 0.67 - - - 0.25NS Trust 3.34 0.75 3.31 0.65 3.09 0.70 - - - 2.05NS



148 Ph. D. Thesis

5.4.4.7 Comparison of dimensions of Employee Satisfaction across three Income groups

The three income groups have been shown in Table 5.45 as Income1 (I1), Income2 (I2) and

Income 3 (I3). Respondents/employees in I1 are those who are earning less than ` 35000 per

month, I2 is that group which earns between `35000 to `44000per month and I3 is the highest

earning group earning more than ` 44000 per month. Significant difference has been found in

the mean values of six out of nine dimensions of employee satisfaction as perceived by

respondents across the various income groups. Participative environment, Hygiene Factors,

Fair and empathetic management, Smooth operations and Efficient environment have shown

highly significant differences at .01 level in mean and standard deviation values, with F values

of 28.54, 10.43, 10.01, 11.17 and 4.81 respectively. Considerate environment has shown

significant difference at .05 level in mean and standard deviation values, with F value of 3.85.

There is no significant difference across three income groups as far as Accessibility, Feel

good factor and Trust are concerned.

It is interesting to note that the mean in all the six factors (showing significant difference) is

highest in I1 indicating that I1 employees whose earning is less than `350000 per month

(lowest earning group) are more satisfied with Participative environment, Hygiene Factors,

Smooth operations and Efficient environment than those who earn more than them (I2 and

I3). All the three groups are not satisfied with Fair and empathetic management and

Considerate environment but the situation is better in I1 when compared with I2 and I3.

There is significant difference between I1 and I2, and I1 and I3 as far as Participative

environment, Hygiene Factors, Fair and empathetic management and Smooth operations are

concerned. Out of I1 and I2, mean is higher in I1 implying that employees of I1 group are

more satisfied than the employees of I2 group as far as Participative environment, Hygiene

Factors and Smooth operations are concerned. Similarly, out of I1 and I3, the mean is again

higher in I1 stating that I1 group is more satisfied than I3 in the aforementioned dimensions.

All the three groups are not satisfied as far as Fair and empathetic management is concerned.

Out of I1 and I2, mean is higher in I1 (Mean=2.91) than I2 (Mean=2.71) and I3 (Mean=2.72)

implying that I1 group is better than I2 and I3.There is significant difference between I1 and

I2 as far as Considerate environment and Efficient environment are concerned. All the three

groups are not satisfied with Considerate environment. Out of I1 and I2, mean is higher in I1

(Mean=2.83) than I2 (Mean=2.67) implying that I1 employees are less dissatisfied than I2

Chapter 5

Ph. D. Thesis 149

employees in this dimension. When the satisfaction in Efficient environment is compared, it is

found that out of I1 and I2, the mean is higher in I1 (Mean=3.25) than I2 (Mean=3.08)

implying that I1 employees are more satisfied than I2. In the dimension namely Feel good

factor, significant difference has been shown in Table 5.45 between I1 and I3. Out of these

two groups, mean is higher in I3 (M=3.21) than I1 (M=3.07) implying that I3 is more satisfied

than I1 as far as Feel good factor is concerned.

Table 5.45: Comparisons of dimensions of Employee Satisfaction across three Income groups (I1= less than `35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test

Dimensions of


I1 (N=236)

I2 (N=247)

I3 (N=178)

I1 v/s I2

I1 v/s I3

I2 v/s I3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.57 0.53 3.27 0.45 3.29 0.48 * * - 28.54**

Hygiene Factors 3.44 0.58 3.21 0.57 3.24 0.61 * * - 10.43** Fair and empathetic management

2.91 0.54 2.71 0.51 2.72 0.55 * * - 10.01**

Smooth operations 3.40 0.55 3.23 0.49 3.18 0.48 * * - 11.17** Considerate environment 2.83 0.69 2.67 0.64 2.79 0.63 * - - 3.85*

Efficient environment 3.25 0.60 3.08 0.63 3.20 0.62 * - - 4.81** Accessibility 2.79 0.78 2.79 0.80 2.87 0.79 - - - 0.56NS Feel good factor 3.07 0.67 3.15 0.59 3.21 0.68 - * - 2.35NS Trust 3.29 0.68 3.30 0.73 3.33 0.69 - - - 0.21NS


5.4.4.8 Comparison of dimensions of Employee Satisfaction across three Income groups

in Public Sector Banks

Significant difference has been found in the mean value of only one out of nine dimensions of

employee satisfaction as perceived by respondents across the various income groups of public

sector banks. Efficient environment has shown significant differences at .05 level in mean and

standard deviation values, with 3.21 F value. Mean is highest in I1 implying that lowest

income group (I1) is more satisfied than the other income groups. There is significant

difference between I1 and I2 as far as Considerate environment and Efficient environment are

concerned. In Efficient environment, mean is higher in I1 (Mean=3.28) than I2 (Mean=3.03)

implying that I1 is more satisfied than I2 whereas in Considerate environment also mean is

again higher in I1 (Mean=2.90) than I2 (Mean=2.67) but it is less than 3 in both the income

groups. It states that I1 group is less dissatisfied than I2.Table 5.46 shows that all the three

income groups are satisfied with Participative environment, Hygiene factors, Smooth

operations, Feel good factor and Trust as the mean value is more than three whereas the same


150 Ph. D. Thesis

employees are not satisfied with Fair and empathetic management, Considerate environment

and Accessibility as the mean value is less than three.

Table 5.46: Comparison of dimensions of Employee Satisfaction across three Income groups in Public Sector Banks

(I1= less than `35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test


I1 (N=46)

I2 (N=159)

I3 (N=126)

I1 v/s I2

I1 v/s I3

I2 v/s I3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.35 0.39 3.27 0.40 3.27 0.46 - - - 0.70NS Hygiene factors 3.18 0.46 3.17 0.47 3.20 0.55 - - - 0.10NS Fair and empathetic management

2.80 0.50 2.64 0.47 2.65 0.52 - - - 2.13NS

Smooth operations 3.23 0.46 3.23 0.45 3.13 0.43 - - - 1.77NS Considerate environment 2.90 0.66 2.67 0.66 2.73 0.59 * - - 2.41NS Efficient environment 3.28 0.46 3.03 0.61 3.12 0.61 * - - 3.21* Accessibility 2.82 0.65 2.76 0.78 2.79 0.80 - - - 0.11NS Feel good factor 3.15 0.62 3.10 0.54 3.12 0.66 - - - 0.17 NS Trust 3.36 0.61 3.30 0.74 3.31 0.67 - - - 0.15NS


5.4.4.9 Comparisons of dimensions of Employee Satisfaction across three Income groups

in Private Sector Banks

Significant difference has been found in the mean values of five out of nine dimensions of

employee satisfaction as perceived by respondents across the various income groups of

private sector banks. Participative environment and Feel good factor have shown highly

significant differences at .01 level in mean and standard deviation values, with F values of

16.50 and 6.97 respectively. Hygiene Factors, Smooth operations and Considerate

environment have shown significant difference at .05 level in mean and standard deviation

values, with F value of 3.73, 4.17 and 3.19 respectively. There is no significant difference

across three income groups as far as Fair and empathetic management, Efficient environment,

Accessibility and Trust are concerned.

It is interesting to note that the mean in the three factors namely Participative environment,

Hygiene Factors and Smooth operations (showing significant difference) is highest in I1

indicating that I1 employees whose earning is less than `350000 per month are more satisfied

than the other income groups in the banks. The mean in the other two factors namely

Considerate environment and Feel good factor is highest in I3. The highest income employees

(I3) is least dissatisfied among all the income groups as far as Considerate environment is

concerned as the mean value is less than three whereas this group (I3) is most satisfied across

Chapter 5

Ph. D. Thesis 151

all the groups as far as Feel good factor is concerned. There is a significant difference

between I1 and I2 and I1and I3 as far as Participative environment and Feel good factor are

concerned. Out of I1 and I2, mean is higher in I1 (Mean=3.63) thanI2 (Mean=3.26) andI3

(Mean=3.33) implying that lowest income group is more satisfied than I2 and I3 as far as

Participative environment is concerned whereas I3 (Mean=3.42) is more satisfied than I1

(Mean=3.06) and I2 (Mean=3.25) is more satisfied than I1 in Feel good factor.

Table 5.47: Comparisons of dimensions of Employee Satisfaction across three Income groups in Private Sector Banks

(I1= less than `35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test


I1 (N=190)

I2 (N=88)

I3 (N=52)

I1 v/s I2

I1 v/s I3

I2 v/s I3

F-value

Mean S.D Mean S.D Mean S.D Participative environment 3.63 0.55 3.26 0.53 3.33 0.52 * * - 16.50** Hygiene factors 3.50 0.58 3.28 0.72 3.35 0.73 * - - 3.73* Fair and empathetic management 2.93 0.55 2.84 0.55 2.88 0.59 - - - 0.85NS Smooth operations 3.44 0.56 3.25 0.54 3.30 0.56 * - - 4.17* Considerate environment 2.81 0.70 2.66 0.62 2.96 0.72 - - * 3.19* Efficient environment 3.25 0.63 3.18 0.65 3.38 0.60 - - - 1.76NS Accessibility 2.78 0.81 2.85 0.83 3.05 0.73 - * - 2.22NS Feel good factor 3.06 0.69 3.25 0.66 3.42 0.67 * * - 6.97** Trust 3.27 0.70 3.30 0.71 3.38 0.73 - - - 0.45NS


5.5 SECTION 4

5.5.1 Correlates and determinants of Employee Satisfaction

5.5.1.1 Relationship of Work Culture dimensions with Employee Satisfaction dimensions

and background variables

The next step involved is computing the correlations between work culture dimensions and

the dimensions of employee satisfaction. The correlation coefficient is presented in

Table.5.48. Table is followed by the explanation of all correlation coefficient of all the

dimensions of employee satisfaction.


152 Ph. D. Thesis

Table 5.48: Relationship (Correlation Coefficient) of Work Culture dimensions with Employee Satisfaction dimensions and background variables Relationship (Correlation Coefficient) of Work Culture variables with the dimensions of Employee satisfaction

(N=661) Employee Satisfaction Dimensions

Dependent variables

Participative environment

Hygiene Factors

Fair and Empathetic

Management

Smooth operations

Considerate environment

Efficient environment

Accessibility Feel good factor

Trust

Independent Variables

Wor

k C

ultu

re D

imen

sion

s

Disciplined & enterprising culture .3884** .4120** .3318** .4055** .1959** .2805** 0.1440** 0.1317** 0.1473**

Affinity with the organization .2444** .2875 ** .1493** .2887** .0956* .2048** 0.0929NS 0.1139** .2103 **

Performance Norms .1367 ** .2415** .3097** .2704** .2637** .2248** .1482** .2232** .1098**

Relationship with seniors .1915** .1943** .1727** .1866** .1384 ** .1439** .0444 NS 0.0988* 0.1310**

Meritorious culture .3157 ** .3103 ** .2456** .2618** .0806* .1410** .0854* .1407** .1565**

Empathy .2171 ** .2620** .1436** .1813** .1282** .1178** .0104NS 0.0568NS .0738NS Risk taking .1086** .2366** .1716** .1813** .1221** .2049** .0694NS .0904* .0653NS

Innovative & participative culture .2509** .2727** .1864** .2087** .0870* .0948* .0396NS .0709NS .0261*

Empowerment .1733** .2335** .2114** .1806** .1419** .1570** .0890* .1518** 0.0904*

Gender -.1079** -.0621NS -.0498NS -.1302** -.0209NS .0149NS -.0302NS -.0344NS -.0639NS Age -.2511** -.2720** -.2143** -.239** -.0912* -.0810* -.0315NS -.0303NS -.0883*

Marital -.1935** -.1730** -.1503** -.179** -.0437** -.0683** -.0113NS -.0268NS -.0424NS

Qualification .0223NS .0627NS .0734NS -.002NS .0445NS -.0531NS .0049NS .0127NS -.0092NS Income -.2368** -.1398** -.1451** -.173** -.0276NS -.0442NS .0356NS .0840* .0235NS


Chapter 5

Ph. D. Thesis 153


As is clear from Table 5.48, all the independent variables except qualification have a

significant correlation (p<0.01) with Participative environment. All the variables excluding

background variables positively correlate with Participative environment. There is a positive

significant correlation between Disciplined and enterprising culture and Participative

environment (r = .3884, <.01). The employees of the banks where the management takes

initiative in adopting new technology and gives opportunity for taking initiative in a

disciplined environment also find a Participative environment in the banks.

Similarly, Affinity with the organization has a significant positive relationship with

Participative environment (r = .2444, <.01). When the employees feel proud of their

organization, they feel a bonding with it and participate more in various issues, they derive

satisfaction out of it. Also Performance norms have a positive relationship with Participative

environment(r = .1367, <.01). High Performance norms do obviously invite participation on

the part of the employees and clients in the banks. Good Relationship with seniors has also

shown a positive significant Relationship with seniors(r = .1915, <.01). Good Relationship

with seniors in an organization creates a Participative environment in the bank.

A Meritorious culture also shows a positive correlation with Participative environment(r =

.3157, <.01). A Meritorious culture prompts the employees to participate in the progressive

approach of the bank. A Meritorious culture provides employees with the right incentives to

serve the clients in the best possible manner. This makes the entire organization more

receptive to the requirements of its employees and customer base.

There is a positive significant correlation between Empathetic culture and Participative

environment (r = .2171, <.01). More empathizing seniors are likely to lead to an environment

which employees consider to be more participative. There is a positive significant relationship

between Risk taking culture and participative environment (r = .1086, <.01). Similarly, there

is positive correlation of Innovative and Participative culture (r = .2509, <.01) and

Empowerment (r = .1733, <.01) with Participative environment.

Participative environment shows a significant negative correlation with four background

variables namely Gender(r = -.1079, <.01), Age(r = -.2511, <.01), Marital Status(r = -.1935,

<.01), and Income (r = -.2368, <.01). It might indicate that female employees, young and


154 Ph. D. Thesis

unmarried employees and lowest income group employees are more satisfied than their

counterparts. Bilgic, [294], Hulin [295], Smith [295] and Oshagbemi [296]in their studies

have pointed out that that there is a correlation between gender and job satisfaction.

Hygiene Factors

As is clear from Table 5.48, all the independent variables except gender and qualification

have a significant correlation (p<0.01) with Hygiene Factors. This means that Hygiene factors

greatly vary as the dimensions of work culture and background variables change.

It is seen that Disciplined and enterprising culture has a positive correlation with Hygiene

factors (r = .4120, <.01). The employees of the banks where the management takes initiative

in adopting new technology and gives opportunity for taking initiative in a disciplined

environment find Hygiene factors quite satisfying. There is a positive significant relationship

between Affinity with the organization and Hygiene factors(r = .2875, <.01). When the

employees feel proud of their organization, they feel a bonding with it and show their

satisfaction with Hygiene factors. Performance norms show a positive correlation with

Hygiene factors(r = .2415, <.01). A work culture believing in good standard of performance

also enhances Hygiene factors of the banks in a positive way. There is a positive significant

relationship between Meritorious culture and Hygiene factors (r = .3103, <.01)). A

Meritorious culture makes everyone in the organization accountable for the physical upkeep

of equipment and facilities in the bank. There is less apathy towards personal appearance as

well.

There is a positive significant relationship(r = .2366, <.01) between Risk taking and Hygiene

factors. There is a positive significant relationship between Innovative and participative

culture and Hygiene factors (r = .2727, <.01). A more Innovative and Participative culture

fosters cooperation. This aids the upkeep of the physical facilities and equipment of the bank

which leads to employee satisfaction. There is negative significant relationship of Age (r =-

2720, <.01), Marital status (r =.-1730, <.01) and Income (r = .-1398, <.01) with Hygiene

factors.

Fair and empathetic management

There is a positive significant relationship between Disciplined and enterprising culture and

Fair and empathetic management(r = .3318, <.01). An organization with a more disciplined

Chapter 5

Ph. D. Thesis 155

and enterprising culture is more likely to have a Fair and empathetic management, since

discipline itself inculcates a culture of fairness. The employees of the banks enjoying good

bonding at the work place also find Fair and empathetic management in the banks. There is a

positive significant relationship (r = .1493, <.01) between Affinity with the organization and

Fair and empathetic management.

There is a positive significant relationship (r = .3097, <.01) between Performance norms and

Fair and empathetic management. Performance Norms also make the organization a level

playing field, where performance counts for more than experience. This makes the

management less autocratic and fairer. There is a significant positive correlation between

Relationship with seniors and Fair and empathetic management(r = .1727, <.01). Good

Relationship with seniors also promotes fairness and empathy among employees. Meritorious

culture is positively correlated with Fair and empathetic management(r = .2456, <.01). A

Meritorious culture promotes fairness for the same reason as do greater Performance Norms.

Empathy breeds empathy as an empathetic culture will inculcate the same feelings among the

employees. A Risk taking (r = .1716, <.01) and Innovative and participative culture (r =

.1864, <.01) lead to fairness in the banks. Similarly the higher the culture of Empowerment in

the banks, the higher is their satisfaction with Fair and Empathetic Management(r = .2114,

<.01). Greater delegation of responsibilities and better support from the seniors of the

organization make the employees think of them as fair and empathetic which in turn result

into their satisfaction in the banks. Research by Adams [297] and others confirms equity

theory as one of the most useful frameworks for understanding work motivation, job

satisfaction, and pay fairness. Sirota et al. [283], in a major study of motivation and job

satisfaction, involving 135,000 respondents from various countries and groupings, found that

organizations employing motivation schemes, that include three major constructs, i.e. equity,

camaraderie and achievement, simultaneously, tend to be far more effective than those

organizations that do not have such schemes. Training practices used by organizations may

have an effect, direct or indirect on both employee motivation and organizational commitment

[284]. There is negative significant relationship of age (r = -.2143, <.01), marital status(r = -

.1503, <.01) and income (r = -1451, <.01) with Fair and empathetic management.


156 Ph. D. Thesis

Smooth operations

There is a positive significant relationship between Smooth operations and Disciplined and

enterprising culture (r = .4055 <.01). A Disciplined and enterprising culture is more likely to

yield better performance than a chaotic and insipid environment. Both junior and senior

employees do justice to their tasks and feel free to usher in best practices and smooth

functioning in the bank resulting in employee satisfaction. There is a significant positive

relationship between Affinity with the organization and Smooth operations (r = .2887<.01).

The more affinity an employee feels towards the organization, greater will be his effort in

ensuring that the bank’s functioning is smooth. He/She measures his/her success in terms of

the bank’s success and smooth functioning and derives satisfaction out of it. Performance

oriented work culture amongst employees is likely to translate into Smooth operations of the

bank as these two dimensions are positively and significantly correlated with each other(r =

.2704 <.01). Performance standards for employees have great impact on the performance of

the firm itself and so affects Relationship with seniors as there is a significant correlation

between Relationship with seniors and Smooth operations (r = .1866<.01).

As seen in Table 5.48, there is a significant positive correlation between Meritorious culture

and Smooth operations (r = .2618 <.01). A Meritorious culture creates an incentive system

within the organization which aligns employees’ interest with that of the organization. This

boosts the organization’s performance and smooth functioning and cause satisfaction among

the employees. Empathy(r = .1813 <.01), Risk taking(r = .1813 <.01), Innovative and

Participative culture(r = .2087 <.01) and a work culture imbibing Empowerment (r = .1806

<.01) also promote Smooth operations in a positive way.

There is negative significant relationship of Gender(r = -.1302 <.01), Age (r = -.2393 <.01),

Marital Status(r = -.1785 <.01) and Income (r = -.1730 <.01), with Smooth operations as far as

employee satisfaction is concerned. As the age of the employees increases from low to high,

satisfaction with Smooth operations decreases. It might be because of the fact that ageing

work force in the banks might have certain expectations, quite close to perfection, which are

never met. Similarly married employees, male employees and highest income group have

similar expectations and do not derive satisfaction as far as Smooth operations are concerned.

Chapter 5

Ph. D. Thesis 157


All the independent variables excluding the demographic variables have positive significant

correlation with Considerate environment. Two out of five background variables namely age

and marital status negatively correlate with Considerate environment. There is no significant

relationship of gender, qualification and income with Considerate environment.

There is a positive significant relationship (r = .1959 <.01) between Disciplined and

enterprising culture and Considerate environment as shown in Table 5.48. A Disciplined and

enterprising culture is an essential pre-requisite to foster Considerate environment. Only when

employees are disciplined, can they be expected to put others’ interest at par with their own.

Affinity with the organization(r = .0956 <.05), Performance norms(r = .2637 <.01),

Relationship with seniors (r = .1384 <.01), Meritorious culture(r = .0806 <.05), Empathy (r =

.1282 <.01), Risk taking (r = .1221 <.01), Innovative and Participative culture(r = .0870 <.05)

and Empowerment (r = .1419 <.01) have positive significant relationship with Considerate

environment. A performance facilitating work environment is also a more Considerate

environment, since it motivates employees to look beyond petty self interest and collectively

work towards the benefit of the organization. Good Relationship with seniors, Empathetic

culture, Risk taking approach and Empowerment in the banks lead to satisfaction as far as

Considerate environment is concerned. There is negative significant relationship of Age (r = -

.0912 <.05) and Marital Status (r = -.0437 <.01) with Considerate environment.


There is a positive significant relationship (r = .2805 <.01) as shown in Table 5.48 between

Disciplined and enterprising culture and Efficient environment. A disciplined environment is

an Efficient environment. A disciplined workforce is bound to be more organized and

efficient than an undisciplined one.

Similarly, there is a significant positive relationship between Affinity with the organization

and Efficient environment (r = .2048 <.01) Greater Affinity with the organization aligns an

employee’s interests with that of the firm. This is likely to encourage efficient behavior on

part of the employees resulting into Efficient environment. Performance Norms is also

positively and significantly correlated with Efficient environment(r = .2248 <.01). The more

performance oriented work culture is, more efficient are the organizational outcomes likely to


158 Ph. D. Thesis

be. Since efficiency is rewarded, everyone strives to be more organized and efficient.

Similarly, Good relationship with seniors (r = .1439 <.01), Meritorious culture(r = .1410

<.01), Empathetic culture(r = .1178 <.01), Risk taking culture(r = .2049 <.01), Innovative and

participative culture (r = -.0948 <.05) and Empowerment (r = .1570 <.01) lead to Efficient

environment in the banks.

There is negative significant relationship of age (r = -.0810 <.05) and marital status (r = -

.0683 <.01) with Efficient environment.

Accessibility

Only four independent variables have positive significant correlation with Accessibility. Two

variables namely Disciplined and enterprising culture and Performance norms have positive

correlation significant at .01 level and Meritorious culture and Empowerment have the same

at .05 level. There is no significant relationship between the other variables.

There is a positive significant relationship between Disciplined and enterprising culture and

Accessibility (r =.1440 <.01). Stronger Performance norms of an organization inevitably spill

over to access facilities. Better performing banks and Meritorious culture oriented banks are

almost always the ones which are most accessible. Similarly there is a positive significant

correlation between Meritorious culture and Accessibility (r = .0854 <.05) and Empowerment

and Accessibility (r = .0890 <.05).

Feel good factor

Eight variables have been shown in the table as having positive significant relationship with

Feel Good Factor. Five out of these eight variables are significant at .01 level and the other

three are significant at .05 level. Disciplined and enterprising culture are positively correlated

(r = .1317 <.01). Similarly there is a significant positive correlation between Affinity with the

organization and Feel good factor(r = .1139 <.01). Bonding and identification with the banks

make employees feel good in the banks they are working in. Similarly a positive significant

correlation is seen in Table 5.48 between Performance norms and Feel good factor (r = 2232

<.01). High performance norms of a bank inspire confidence in the bank’s future. This is

precisely why more robust Performance norms positively affect Feel good factor about the

bank. Relationship with seniors and Feel good factor are also positively correlated with each

other(r = .0988 <.05) and this seems to be natural as good relationship with the seniors at

Chapter 5

Ph. D. Thesis 159

work place lead to Feel good factor in the organization. Similarly, there is a positive

significant correlation of Meritorious culture and Feel good factor (r = .1407 <.01). A

Meritorious culture at the work place fosters a good environment resulting in feeling good

about the work place. A work culture of Risk taking (r = .0904 <.05) and Empowerment (r =

.1518 <.01) which emphasizes Performance norms and de-emphasizes position is likely to

perform better than a bank with an autocratic culture. This leads the employees to feel good

about their prospects in the bank. There is a positive significant relationship between Income

and Feel good factor (r = .0840 <.05). Higher the Income, more is the satisfaction as far as

Feel good factor is concerned.

Trust

Table 5.48 shows eight variables having positive significant relationship with Trust. More

discipline (r = .1473 <.01) and bonding (r = .2103 <.01) in the banks enhance Trust in the

banks. Similarly good Performance norms(r = .1098 <.01), good Relationship with seniors(r =

.1310 <.01), Meritorious culture (r =.1565 <.01), Innovative and participative culture (r =

.0261 <.05) and a culture of Empowerment (r = .0904 <.05) enhance Trust in the banks.

5.5.1.2 Determinants of Employee Satisfaction

The determinants of dimensions of employee satisfaction are found out using stepwise

regression. According to Mendental and Sincich [227], the purpose of regression analysis is to

relate the dependent variable to a set of independent variables. In correlation, the relationship

between two variables is computed. Correlation does take into account the effect of other

variables which may be contributing to this relationship. However, regression partials out the

effect of other variables and only significant relationship of the independent variable with the

dependent variable emerges. Here the dependent variables are the dimensions of employee

satisfaction and the work culture dimensions and demographic variables like gender, age,

marital status, qualification and income have been considered as independent variables. Table

5.49 gives the list of independent variable and dependent variables and the determinants of all

the dependent variables have been discussed below:


160 Ph. D. Thesis

Table 5.49: List of dependent and independent variables


When correlation coefficients were computed between Participative environment and all the

independent variables (see Table5.48.), it was seen that, all the independent variables except

qualification had a significant correlation with Participative environment. However, in

regression, since the effect of other factors is partialled out, it is seen from Table 5.50 that

only six factors have emerged as significantly contributing to the dependent variable

Participative environment.

Table 5.50: Determinants of Work Culture affecting Participative environment in Employee Satisfaction in Banks (N=661)

Independent Variables Dépendent variable: Participative environnent

Beta Simple r t-value Disciplined and enterprising culture 0.24 ** 0.3884** 6.13 Meritorious culture 0.15** 0.3157 ** 4.09 Income -0.15** -0.2368** -4.39 Affinity with the organization 0.10** 0.2444** 2.82 Innovative and participative culture 0.09* 0.2509** 2.44 Empathy 0.08* 0.2171 ** 2.32

Multiple R = .49 R Square = .24

*significant at .05 level **significant at .01 level

The value of multiple R is 0.49 and the value of R square is 0.24 as shown in Table 5.50. It

states that 24 percent of the employee satisfaction with Participative environment can be

Dependent Variable Independent Variable

1. Participative environment 1. Disciplined and enterprising culture

2. Hygiene environment 2. Affinity with the organization

3. Fair n empathetic management 3. Performance Norms

4 Smooth operations 4. Relationship with seniors

5. Considerate environment 5. Meritorious culture

6. Efficient environment 6. Empathy

7. Accessibility 7. Risk taking

8. Feel Good Factor 8. Innovative and Participative culture

9. Trust 9. Empowerment

10. Gender

11. Age

12. Marital Status

13. Qualification

14. Income

Chapter 5

Ph. D. Thesis 161

explained by these factors. It should be noted here, that five independent variables namely

Disciplined and enterprising culture, Meritorious culture, Affinity with the organization,

Innovative and participative culture and Empathy are positively correlated with it whereas

income is negatively correlated. An inverse relation of Income with Participative

environment indicates that employees of high income group find the bank lacking in

Participative environment and do not derive satisfaction out of it.

The regression results show that Disciplined and enterprising culture is one of the significant

predictors of satisfaction with Participative environment (ß=0.24, p<0.01).Robbins [193]

recognized the impact of organizational rules and policies on job satisfaction. It might be

because that discipline makes any working environment conducive to work and if enterprising

culture is created by the employees, it is imperative that the participation of the employees as

well as the clients increases and causes satisfaction to the employees.

The results also show that Meritorious culture is also a significant predictor of Participative

environment (ß=0.15, p<0.01). Meritorious culture orientation of the employees prompts

them to participate in the progressive approach of the bank. This orientation provides

employees with the right incentives to serve the clients in the best possible manner. This

makes the entire organization more receptive to the requirements of its customer base, and

increases employee satisfaction as well.

Also the variable Affinity with the organization is a significant predictor of Participative

environment (ß=0.10, p<0.01). The employees of the banks having good bonding and pride

in identifying with the banks find satisfaction with Participative environment. When the

employees feel proud of their organization, they feel a bonding with it and participate more

and more in various issues and derive satisfaction out of it. According to corporate-identity

experts [190], employee identification and participation are important because employees

represent the corporate identity and affect external stakeholder perceptions; moreover,

employees are a sustainable source of competitive advantage. The more strongly employees

identify with the organization, the more stable and consistent the identity becomes, and the

more employees are likely to further uphold that identity in their actions [298].

The regression also shows that Innovative and participative culture is a significant predictor of

Participative environment (ß=0.9, p<0.05).Previous research showed that sharing,

participating, and collaborating among employees at different levels proved critical for


162 Ph. D. Thesis

learning to occur at the organizational level, which is consistent with Watkins and Marsick’s

[205] conceptual framework. This in turn resulted in higher commitment and satisfaction

among employees.

Also the variable Empathy is a significant predictor of Participative environment (ß=0.08,

p<0.05). It can be interpreted as seniors’ response to situations involving their subordinates

has a direct impact on Participative environment within the organization. More empathizing

seniors are likely to lead to an environment which employees consider to be more

participative. Supportive working conditions and supportive colleagues have been identified

as conducive to job satisfaction by Locke [182]. According to him, having supportive and

friendly co-workers lead to increased participation. When an organization cares for its

employees, it definitely gets their support in return. Organizational investment in employee’s

well being results in higher participation by the employees. Taylor [173] suggested that

employees’ participation and their satisfaction are directly related to company’s investment in

employees’ well being.

Foels, Driskell, Muller, and Salas [281], using a meta analytic integration of research evidence

to address the paradox, reveal that there was a significant tendency for groups experiencing

democratic leadership to be more satisfied than groups experiencing autocratic leadership.

Increased upward communication and its reward also results in employee participation. Avtgis

[282] indicated that people who reported increased communication also reported greater

participation. Sirota et al. [283], in a major study of motivation and job satisfaction, found that

organizations employing motivation schemes, that include three major constructs, i.e. equity,

camaraderie and achievement, simultaneously, tend to be far more effective than those

organizations that do not have such schemes Training practices used by organizations may

have an effect, direct or indirect on both employee motivation and their participation [284].

Hygiene factors

The regression results, shown in Table5.51, reveal that seven variables have emerged as

contributing significantly to the dependent variable namely Hygiene Factors. With the

multiple R of 0.53 and R square at 28 percent, this dimension of employee satisfaction

significantly gets affected by the presence of Disciplined and enterprising culture (ß=0.21,

p<0.01), Meritorious culture (ß=0.12, p <0.01), Empathy (ß=0.10, p<0.01), Affinity with the

Chapter 5

Ph. D. Thesis 163

organization (ß=0.14, p<0.01), Age (ß= -.12, p<0.01), Risk taking (ß=0.12, p<0.01) and

Innovative and participative culture ((ß=0.10, p<0.01).

Table 5.51: Determinants of Work Culture affecting Hygiene Factors in Employee Satisfaction in Banks (N=661)

Independent Variables Dependent variable: Hygiene Factors

Beta Simple r t-value Disciplined and enterprising culture 0.21** 0.4120** 5.55 Meritorious culture 0.12** 0.3103 ** 3.42 Empathy 0.10** 0.2620** 2.93 Affinity with the organization 0.14 ** 0.2875 ** 3.87 Age -0.12** -0.2720** 3.45 Risk taking 0.12** 0.2366** 3.52 Innovative and participative culture 0.10** 0.2727** 2.73


**significant at .01 level

All the independent factors excluding Age are positively correlated with the dependent

variable Hygiene factors. The employees who are disciplined and take initiative in adopting

new technology are responsible for adding to Hygiene factors. A more disciplined

environment will have a direct positive effect on the maintenance of equipment, the dressing

culture among employees and the quality of physical facilities in the bank. Similarly,

Meritorious culture makes everyone in the organization accountable for the physical upkeep

of equipment and facilities in the bank. There is less apathy towards personal appearance as

well.

Greater Empathy from the seniors increases the overall degree of cooperation in the

organization. This makes easier the task of maintaining the equipment and facilities in the

bank, since errors of omission and commission are easily pointed out and promptly corrected.

Similarly, when the employees feel proud of their organization, they feel a bonding with it and

feel pride in identifying with the same and derive satisfaction from it [290]. Every risk entails

an equal reward. The more risk the employees in the banks take, the more rewards it would

have to churn out to its employees. According to Singh’s findings related to Risk taking work

culture and job satisfaction [198], there is a significant difference between high and low work

culture group (risk taking) in relation to satisfaction with management. There are a few studies

which indicate that there is a positive correlation between sense of duty and job and life

satisfaction because the sense of responsibility serves two purposes at the same time. On one

hand, it satisfies the need of affiliation and on the other, it gives an aptitude for team work


164 Ph. D. Thesis

[151] [199] [200] [201]. Almost similar findings have been reported by Tzeng et al. [202] who

point out that the strength of an organizational culture predicts more job satisfaction. This

notion is also supported by a very recent study on nurses conducted by Sikorska-Simmons

[203] which indicate a positive correlation between positive or favorable organizational

culture and job satisfaction.

A more Innovative and participative culture would foster cooperation. This would aid the

upkeep of the physical facilities and equipment of the bank which will lead to employee

satisfaction. Age is a significant negative predictor of satisfaction due to Hygiene factors

(ß= -0.12, p<0.01). Aged employees are bound to express greater dissatisfaction with the

hygiene related factors of their workplace. This is because their requirements are greater than

their younger counterparts and also because they are more experienced and have greater

expectations.

Fair and Empathetic Management

As seen in Table 5.48 that Disciplined and enterprising culture, Performance Norms,

Meritorious culture, Age and Empowerment have emerged as contributing significantly to the

dependent variable Fair and Empathetic Management.

Table 5.52 Determinants of Work Culture affecting Fair and empathetic management in Employee Satisfaction in Banks

(N=661) Independent Variables Dependent variable: Fair and empathetic management

Beta Simple r t-value Disciplined and enterprising culture 0.18** 0.3318** 4.54 Performance norms 0.20** 0.3097** 5.44 Meritorious culture 0.11** 0.2456** 2.78 Age -0.10** -0.2143** -2.80 Empowerment 0.09* 0.2114** 2.27

Multiple R = 0.44 R Square = 0.19


It is seen that Disciplined and enterprising culture is a significant contributor to Fair and

empathetic management (ß=0.18, p<0.01) as discipline itself inculcates a culture of fairness.

Performance norms is perceived to be a predictor of Fair and empathetic management

(ß=0.20, p<0.01). Meritorious culture has also emerged as a significant predictor of Fair and

empathetic management (ß=0.11, p <0.01).The employees of the banks inclined towards

Meritorious culture perceive Fair and empathetic management as an agent of their satisfaction.

Chapter 5

Ph. D. Thesis 165

Promotion provides opportunities for personal growth, more responsibilities and increased

social status. Individuals who perceive that promotion decisions are made in a fair and just

manner are likely to experience satisfaction from their jobs [291].

Age has been perceived as a significant negative predictor of satisfaction (ß=0.10, p<0.01) as

far as Fair and empathetic management is concerned. With higher age come larger

expectations, not all of which can be satisfied within the workplace. This inevitably leads to

some dissatisfaction regarding the fairness of the policies adopted by the management and

cause dissatisfaction.

Table 5.52 shows that Empowerment is also a significant contributor to Fair and empathetic

management (ß=0.09, p<0.05). Empathic leaders learn the life phases of their followers and,

thereby, know what consequences interest them and which can be used to improve their work

performance [265]. Greater delegation of authority, responsibilities and better support from

the seniors of the organization make the employees think of them as Fair and empathetic

which in turn result into their satisfaction in the banks. According to Geller [263] when people

feel empowered, they also feel ownership for the process and go beyond the call of duty to

make the process work. They become self-accountable. Effective organizations empower their

employees, use teamwork and continuously develop the capacity of their employees [272].

According to Kannan [280], equity theory is founded on the assumption that workers expect

justice, fair play or equity in treatment by their employers. An employee seeks a fair balance

between what he or she puts into the job and what he or she gets out of it. Meritorious culture

[182] has been cited as one of the important factors leading to Fair and empathetic

management in the organizations. As per the regression results in Table 5.52, the above

variables contribute 19 percent (R Square =.19) to the employee satisfaction as far as Fair and

empathetic management is concerned.

Smooth operations

As seen in Table 5.53, five variables namely Disciplined and enterprising culture, Affinity

with the Organization, Performance norms, Age and Meritorious culture have emerged as

contributing significantly to the dependent variable Smooth operations.


166 Ph. D. Thesis

Table 5.53: Determinants of Work Culture affecting Smooth operations in Employee Satisfaction in Banks

(N=661) Independent Variables Dependent variable: Smooth operations

Beta Simple r t-value Disciplined and enterprising culture 0.26** 0.4055** 6.73 Affinity with the organization 0.15** 0.2887** 4.10 Performance Norms 0.13** 0.2704 ** 3.54 Age -0.11** -0.2393** -2.99 Meritorious culture 0.09* 0.2618** 2.41



It is seen that Disciplined and enterprising culture is a significant predictor of Smooth

operations (ß=.26, p<.01). A Disciplined and enterprising culture is more likely to yield better

performance than a chaotic and insipid environment. Both junior and senior employees would

do justice to their tasks and feel free to usher in best practices and smooth functioning in the

banks resulting in employee satisfaction.

The result shows that Affinity with the organization has also emerged as a significant positive

predictor of Smooth operations (ß=.15, p<.01). The employees of the banks having good

bonding and pride in identifying with the banks obviously lead to Smooth operations. The

more affinity an employee feels towards the organization, greater will be his effort in ensuring

that the bank’s functioning is smooth. He/She will measure his/her success in terms of the

bank’s success and smooth functioning and derive satisfaction out of it. Also the regression

results reveal that Performance norms is a significant predictor of Smooth operations (ß=0.13,

p<0.01). A more performance oriented work culture amongst employees is likely to translate

into Smooth operations of the bank. Performance standards for employees have great impact

on the performance of the firm itself. According to Armstrong [262], in the successful

companies workers received more money if they met certain production quotas. Genuine

behavior-based rewards and recognition are likely to enhance self-esteem, self-efficacy,

personal control and optimism—leading to Smooth operations in the organizations [263]. A

substantial body of evidence has focused on the impact of incentive compensation and

performance management systems on firm performance. In addition, protecting employees

from arbitrary treatment, perhaps via a formal grievance procedure, may also motivate them to

work harder because they expect their effort to be fairly rewarded [264].

Chapter 5

Ph. D. Thesis 167

Age has emerged as a significant negative predictor of Smooth operations (ß=0.-11, p<0.01).

As the age of the employees increases, satisfaction with Smooth operations decreases. It

might be because of the reason that an ageing workforce has quite high expectations which are

not always met. Researchers have found that job satisfaction varies with age for both men and

women [299] [294] [300] [301].

Also the variable Meritorious culture is a significant predictor of Smooth operations (ß=0.09,

p <0.05) as shown in Table 5.53. A Meritorious culture creates an incentive system within the

organization which aligns employees’ interest with that of the organization. This boosts the

organization’s performance and smooth functioning and cause satisfaction among the

employees. Together these variables account for 23 percent (R Square = .23) of the predictors

contributing to employee satisfaction as far as Smooth operations are concerned.


The regression results, shown in Table 5.54, reveal that two independent variables namely

Performance norms and Disciplined and enterprising culture are significant determinants of

Considerate environment.

Table 5.54: Determinants of Work Culture affecting Considerate environment in Employee Satisfaction in Banks (N=661)

Independent Variables Dependent variable: Considerate environment

Beta Simple r t-value Performance Norms 0.23 ** 0.2637** 5.80 Disciplined and enterprising culture 0.13** 0.1959** 3.35



With the multiple R of 0.29 and R square at 9 percent, this dimension of employee satisfaction

namely Considerate environment significantly gets affected by two independent variables.

The result shows that Performance norms is a positive predictor of Considerate environment

(ß=0.23, p<0.01). A performance facilitating work environment is also a more Considerate

environment, since it motivates employees to look beyond petty self interest and collectively

work towards the benefit of the organization.

Disciplined and enterprising culture has also emerged as a significant positive predictor of

Considerate environment (ß=0.13, p<0.01) as shown in Table5.54. A Disciplined and

enterprising culture is an essential pre-requisite to foster a Considerate environment. Only


168 Ph. D. Thesis

when employees are disciplined, can they be expected to put others’ interest at par with their

own.


The result shows that Disciplined and enterprising culture, Performance Norms, Risk taking

and Affinity with the Organization are significant predictors of Efficient environment.

Table 5.55: Determinants of Work Culture affecting Efficient environment in Employee Satisfaction in Banks (N=661)

Independent Variables Dependent variable: Efficient environment

Beta Simple r t-value Disciplined and enterprising culture 0.18** 0.2805** 4.52 Performance Norms 0.11** 0.2248** 2.93 Risk taking culture 0.13* 0.2049** 3.44 Affinity with the organization 0.12** 0.2048** 3.12



With the multiple R of 0.36 and R square at 13 percent this dimension of employee

satisfaction significantly gets affected by the presence of Disciplined and enterprising culture

(ß=0.18, p<0.01), Performance Norms (ß=0.11, p <0.01), Risk taking (ß=0.13, p<0.01) and

Affinity with the organization (ß=0.12, p<0.01). A disciplined environment is an Efficient

environment. A disciplined workforce is bound to be more organized and efficient than an

undisciplined one. Robbins [193] recognized the impact of organizational rules and policies

on Efficient environment.

The more performance oriented the employees are, more efficient are the outcomes likely to

be. Since efficiency is rewarded, everyone strives to be more organized and efficient. It is

further seen that Risk taking is a significant predictor of Efficient environment (ß=0.13,

p<0.01). Employees who take risk also places great emphasis on efficiency. For it is through

efficiency that greater risks translate into greater rewards.

Under conditions of moderate challenge, most employees will experience efficiency and

satisfaction [266]. Rotating managers to different jobs is likely to reduce the tendency to

complacency and also has the added benefit of task variety, which has been seen to relate

positively to Efficient environment [267]. According to Neumann [267], employees prefer to

have sufficient variety of tasks to enable them to use different skills to make their job more

Chapter 5

Ph. D. Thesis 169

satisfying. Therefore, a workplace in which risks are considered to be good is also likely to be

an efficient workplace that will lead to employee satisfaction. As mentioned before, greater

affinity with the organization aligns an employee’s interests with that of the firm. This is

likely to encourage efficient behavior on part of the employee resulting into Efficient

environment and employee satisfaction.

Accessibility

Table 5.56 shows only two variables namely Disciplined and enterprising culture and

Performance Norms are contributing significantly to the dependent variable namely

Accessibility.

Table 5.56: Determinants of Work Culture affecting Accessibility in Employee Satisfaction in Banks (N=661)

Independent Variables Dependent variable: Accessibility

Beta Simple r t-value Disciplined and enterprising culture 0.12** 0.14** 2.91 Performance Norms 0.11** 0.15** 2.75



As seen in Table 5.56, Disciplined and enterprising culture is a significant determinant of

Accessibility (ß=0.12, p<0.01). A disciplined workforce facilitates access to the bank’s

facilities. Also, an ebullient culture of enterprise and innovation is always on the lookout for

making the bank and its facilities more accessible to the largest possible customer base.

Performance Norms has been found, as shown in Table 5.56, a significant predictor of

Accessibility (ß=0.11, p<0.01). Stronger Performance norms of an organization inevitably spill

over to access facilities. Better performing banks are almost always the ones which are most

accessible and provide satisfaction to both clients and employees [38].

Feel good factor

It is seen from Table 5.57 that Performance Norms, Meritorious culture, Income and

Empowerment have emerged as contributing significantly to Feel good factor. As seen in

Table 5.57, Performance norms has emerged as a significant contributor of Feel good factor

(ß=0.18, p<0.01). Better Performance norms of the employees inspire confidence in the

bank’s future. This is precisely why more robust Performance Norms positively affect Feel

good factor about the bank. Meritorious culture is found to be a significant positive predictor


170 Ph. D. Thesis

of Feel good factor (ß=0.11, p <0.01) as shown in Table 5.57. A culture which emphasizes

performance is likely to perform better in the future than a bank with an autocratic culture.

This would lead the employees to feel good about their prospects in the bank. Income has also

emerged as a significant positive predictor of Feel good factor (ß=0.10, p<0.01). Higher the

Income, more will be Feel good factor. As several studies have shown, Income is closely

correlated with happiness. High bracket salary earners are more likely to be happy and

satisfied with their experience in the bank. The contribution of this variable to the good

feelings toward the job is positive [294].

Table 5.57: Determinants of Work Culture affecting Feel good factor in Employee Satisfaction in Banks (N=661)

Independent Variables Dependent variable: Feel good factor

Beta Simple r t-value Performance Norms 0.18** 0.2232** 4.75 Meritorious culture 0.11** 0.1407** 2.70 Income 0.10** 0.0840* 2.65 Empowerment 0.08* 0.1518** 2.10



It is further seen that Empowerment is a significant predictor of Feel good factor (ß=0.08,

p<0.05). Power plays a role which is not too different from money. The more empowered

employees are, more satisfied and happy are they likely to be. As per the regression results, all

the above variables contribute 8 percent (R Square = .08) to Feel good factor.

Trust

Only two variables namely Affinity with the Organization and Meritorious culture have been

shown in Table5.58 as contributing significantly to the dependent variable, Trust. The value

of multiple R is 0.24 and the value of R square is .06. It is seen that Affinity with the

organization is a significant predictor of Trust in banks (ß=0.18 p<0.01). Greater Affinity with

the organization is the stepping stone for a culture of Trust and cooperation. According to

corporate-identity experts [190] employee identification and participation are important

because employees represent the corporate identity and affect external stakeholder

perceptions; moreover, employees are a sustainable source of competitive advantage. The

more strongly employees identify with the organization, the more stable and consistent the

identity becomes, and the more employees are likely to further uphold that identity in their

actions. Employees who possess a sense of belonging towards the organization are also likely

Chapter 5

Ph. D. Thesis 171

to be confident and Trust worthy. Trust has been cited as an important factor in the employee-

management relationship. Trust must be reciprocal - managers must trust their employees, and

employees must trust their managers for the business to operate smoothly. The lack of trust on

either end will only lead to a rise in organizational chaos [188].

Meritorious culture has also emerged as a significant contributor of Trust (ß=0.11, p <0.01).

The employees of the banks inclined towards Meritorious culture perceive Trust instilling

culture an agent of their satisfaction. A Meritorious culture inspires Trust. Employees believe

that performance will be rewarded and they derive satisfaction from it. This is in congruence

with the study done by Kallenberg and Mastekaasa [292] who pointed out that that

promotions increase employee’s perceptions of the quality of their job and thereby enhance

both their trust and satisfaction. From the consumers’ point of view, banking is not

commoditized and is more to do with Trust and tradition rather than speed of service and

convenience [293].

Table 5.58: Determinants of Work Culture affecting Trust in Employee Satisfaction in Banks (N=661)

Independent Variables Dependent variable: Trust

Beta Simple r t-value Affinity with the organization 0.18** .2103 ** 4.67 Meritorious culture 0.11** .1565** 2.84

Multiple R =24 R Square = .06


5.6 CONCLUSION

Based on the outcome of various statistical tests done for analysis, many interesting findings

have come to light. Tests like factor analysis; Duncan’s mean test; correlations and

regressions analysis have been instrumental in analyzing the data and inferring conclusions

from it. The Principal Component factor analysis extracted nine dimensions of work culture

and nine dimensions of employee satisfaction. In order to compare the means of the

perceptions about work culture and employee satisfaction dimensions across the various

demographic characteristics, Duncan’s mean test was applied. It was found that the perception

of the respondents/employees about work culture and employee satisfaction greatly varied

between two groups. Work culture and employee satisfaction of the private sector banks was

perceived better than the public sector banks. The perception about the work culture and

employee satisfaction did not show much variation as far as the gender and marital status of


172 Ph. D. Thesis

the employees were concerned. The perception about the work culture and employee

satisfaction did not vary at all as far as region, and educational qualifications were concerned.

It was found that the perception about work culture and employee satisfaction greatly varied

across the three experience groups. Employees with an experience of up to 10 years were

more satisfied in most of the dimensions than the other experience groups. In all the age

groups, it was interesting to note that the mean in most of the dimensions (showing significant

difference) was highest in A1 indicating that the youngest age group (less than 31) was better

than the other two age groups as far as work culture and employee satisfaction are concerned.

When the comparison was done across the three income groups, it was found that the I1 (the

lowest income group) was better than the other income groups in most of the dimensions of

work culture and employee satisfaction.

In Correlations (Pearson coefficient), most of the employee satisfaction dimensions were

positively correlated with dimensions of work culture and negatively correlated with

demographic variables leaving only educational qualifications. Moving ahead to the

regression analysis for identifying the work culture dimensions and biographical factors that

contributed towards employee satisfaction revealed that the employee satisfaction got affected

by most of the dimensions of Work culture and a few demographic variables but in varying

degree. Disciplined and enterprising culture was an independent dimension of work culture

that predicted employee satisfaction to a large extent as it affected seven dependent variables

of employee satisfaction in a positive way. Similarly Meritorious culture and Performance

norms affected six dimensions each positively and Affinity with the organization affected five

dimensions which led to employee satisfaction. Age affected three variables and Innovative

and Participative culture, Empathy, Empowerment, Risk taking and income affected two

dimensions each of employee satisfaction.

Thus, on the basis of regression model it can be concluded that both the work culture

dimensions and demographics play an important role in making the employees satisfied in the

banks. Therefore, to ensure the employee satisfaction in the banks, it is imperative to develop

a disciplined, enterprising, meritorious, innovative, participative, empathetic, risk taking,

empowering and performance oriented culture in the banks that will boost employee

satisfaction in the banks.

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