Employee Empowerment Practices in Indian Banking Sector - Thesis - Copy

8/9/2019 Employee Empowerment Practices in Indian Banking Sector - Thesis - Copy

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“EMPLOYEE EMPOWERMENT PRACTICES IN INDIAN BANKING SECTOR”

Prof. B. KRISHNA REDDY**2 H S. ABZAL BASHA*1

Chairman, BOS - SKIM Research Scholar, SKIM

[email protected] [email protected]

Mobile" #$%$&&'('$)*$ Mobile" #$%$+'+++(

Sri Krishnadearaya Ins/i/u/e of Managemen/, S.K 0niersi/y, 1nan/ha!uramu -%'', 1.2

Abstract

“Empowerment is not a verb.

It is more a state of mind & way of working” - Ken Gilliver

3he 2henomenal 4eo!oli/ical 5eelo!men/s accom!anied by a s6ee!ing 6ae of

economic reforms and liberalia/ion during /he dynamic decade of /he %$$'7s hae

!rofoundly affec/ed /he business scenario, no/ 8us/ in India, bu/ also across /he globe. 3he

breaking do6n of /rade barriers and /he easy flo6 of /echnology, funds, and man!o6er hae

hel!ed in /he globalia/ion of business and !u/ a heay demand for /he 9uali/y, range, cos/,

and reliabili/y of !roduc/s and serices. Massie e:ercises are, /herefore, s/ar/ed in a number

of cor!ora/ions /o crea/e fla//er, learner, and smar/er organia/ions, !u//ing human resources

a/ /he core of /he organia/ion. 1chieing e:cellence, i/ may be men/ioned, is no/ a

des/ina/ion, bu/ a 8ourney. 3he chase for finding righ/ ans6ers /o !resen/ and rising !roblems-

and challenges-/hough long and com!le: has !roed /o be a ery gra/ifying and !leasing

e:!erience. 5uring /he las/ /6o decades, amongs/ /he gigan/ic conce!/s and s/ra/egies

em!o6ermen/ has eiden/ly emerged as a 6inner. Confidence in em!loyee7s com!e/ence,

commi/men/, and con/ribu/ions /o /he organia/ion are /he core /hemes of /his ne6 man/ra.

1nd sharing informa/ion abou/ curren/ emerging !roblems as 6ell as o!!or/uni/ies is no/ only

hel!ing in closing /he e:is/ing 6ide ga! be/6een managemen/ and em!loyees, also in

o!/imiing em!loyee commi/men/, mo/ia/ion, and !erformance.

3he aim of !resen/ s/udy is /o be//er unders/anding of em!loyee em!o6ermen/

!rac/ices in banking sec/or by /he !ers!ec/ies of em!loyees 6orking in SBI and ICICI bank,

es!ecially in /he /erms of em!loyees7 ;ob 1u/onomy, Communica/ion, 3raining, Re6ards and

Organisa/ional Cul/ure and i/s im!ac/ on em!loyee and organia/ional effec/ieness.

Researcher chosen banking sec/or because, an efficien/, effec/ie and disci!lined banking

sys/em hel!s /he !rocess of economic deelo!men/ as !er /he na/ional !riori/ies. I/ func/ions

as ca/aly/ic agen/ for bringing abou/ economical, indus/rial and agricul/ure gro6/h and

!ros!eri/y of /he coun/ry.Keywords <m!loyee <m!o6ermen/, 4eo!oli/ical, s/ra/egies, fla//er, learner, smar/er.

mailto:[email protected]






IN!R"D#$!I"N

3he as/onishing deelo!men/ of /he banking and financial serices across /he 6orld

lead /o consider as one of /he im!era/ie con/ribu/or /o /he 6orld7s 452. 0nlike /he

deelo!ing na/ions, lo/s of !eo!le are em!loyed in banking indus/ry of deelo!ed coun/ries.

3oday managing /alen/ in banking sec/or is /he mos/ crucial =uman Resource challenge all

oer /he 6orld, and i/ becomes as /he main agenda of eli/e !eo!le in eery as!ec/ for /he

!redic/able fu/ure. 3he abili/y /o achiee com!e/i/ie adan/age /hrough !eo!le a!!roach

re9uires an oerall =R a!!roach.

In las/ ( decades 6i/h rising Indian economy, a significan/ !rogress has /aken !lace in

Indian banking sec/or. In s!i/e of deelo!men/ and o!!or/uni/ies in /his indus/ry, i/ also faces

9ui/e a lo/ of =R !roblems 6hich admi/ key challenges for /he sec/or in India. One of /he

ma8or issues for banking sec/or is a//rac/ and re/ain high 9uali/y !ersonnel. 1n analysis of

secondary source reeals issues /ha/ can cri/ically influence /he high gro6/h ra/e foreseen for

/his sec/or. 3hese include !roblems such as increasing em!loyee /urnoer, s/ressful 6ork

enironmen/ and !oor career deelo!men/. In addi/ion, finding and re/aining /alen/ed !eo!le,

/raining, and career !lanning are !er/inen/ areas 6hich need /o be addressed. <m!loyees 6ho

are ha!!y in /heir 6ork !lace are more mo/ia/ed /o con/ribu/e and can do more effec/iely.

3his also /ransforms in/o be//er consumer e:!erience and in /urn, leads /o s/ronger financial

!erformance by /he firm and oerall economic gro6/h.

<m!o6ermen/ can be described by giing !o6er /o fron/line !ersonnel /o mee/ /he

needs of /he cus/omers. <m!loyee em!o6ermen/ e:/remely influences /he organia/ional

ac/ii/ies concerning i/s gro6/h because if /he !eo!le 6ill be sa/isfied, /hen au/oma/ically

/hey fulfill /he re9uiremen/s of /he organia/ion as 6ell as cus/omers /hen cos/ 6ill reduce

and organia/ion mus/ gro6.

><ncouraging and allo6ing indiiduals /o /ake !ersonal res!onsibili/y for im!roing

/he 6ay /hey do /heir 8obs and con/ribu/e /o /he organia/ional goals?.

>3he delega/ion of res!onsibili/y for decision making as far do6n /he managemen/

line as !ossible?

RE%IE& "' !HE LI!ERA!#RE

3here is a !le/hora of li/era/ure on /he !rac/ices of =R5 in /he cor!ora/e 6orld.

Many a//em!/s hae been made /o unders/and /he !rac/ices of human resource deelo!men/

and em!o6ermen/ in organia/ions. =ere, an effor/ is made /o reie6 /he arious s/udies

carried ou/ bo/h in India and abroad on /he em!o6ermen/ of em!loyees and allied areas.



Gurvinder Kaur (2)1+1 in her in9uisi/ie research 6ork en/i/led ><m!loyee

<m!o6ermen/ and Organia/ional <ffec/ieness" 1 Com!ara/ie S/udy of 2ublic, 2ria/e and

oreign banks in Some Aor/h Indian S/a/es? /ried /o ines/iga/e /he !sychological and

s/ruc/ural em!o6ermen/ of em!loyees and /heir im!ac/ on /he organia/ional effec/ieness. I/

is found /ha/ social s/ruc/ural charac/eris/ics like self-es/eem, role clari/y, au/onomy,

communica/ion, re6ard sys/em, organia/ional clima/e, skills and kno6ledge 6hich

cons/i/u/e a !osi/ie fac/or in influencing em!o6ermen/ in organia/ion.

Abbas Ali Rastegar et al., (2)1+2 in /heir ar/icle /i/led >S/udying and Iden/ifying

1ffec/ing ac/ors on <m!loyees7 <m!o6ermen/" 1 Case S/udy- Mella/ Bank? ines/iga/e /he

fac/ors /ha/ affec/ing em!loyee em!o6ermen/ in banking sec/or and /o de/ermine /he ra/e of

/he im!ac/ by each ariable organia/ional condi/ion, managerial s/ra/egies and self-

efficiency resources. I/ is found /ha/ o!en channels of informa/ion and informa/ion sharing

among are /he im!or/an/ fac/ors /ha/ can increase /rus/ in /he organia/ion.

Chandra Mohan Patnaik and Ashok Kumar Sahoo (2)1+ in /heir e:!lora/ory

s/udy found a !osi/ie rela/ionshi! be/6een /raining and em!loyee em!o6ermen/. rom /he

analysis /hey found /ha/ /raining enabled an em!loyee /o !erform be//er. 1ccording /o /he

au/hors em!o6ered em!loyees are more mo/ia/ed as com!ared /o /hose 6ho 8us/ follo6 /he

do//ed lines. <m!loyee em!o6ermen/ finally crea/ed a sense of belongingness and o6nershi!

/o6ards /he !aren/ organia/ion among /he em!loyees.

Fernandez and Moldogaziov (2)1+ , used /he Self-de/ermina/ion /heory /o /heorie

abou/ /he effec/s of differen/ em!o6ermen/ !rac/ices on 8ob sa/isfac/ion. <m!loyee

em!o6ermen/ is conce!/ualied as a mul/i-face/ a!!roach /ha/ consis/ed of !rac/ices aims a/

sharing informa/ion, resources, re6ards and au/hori/y 6i/h lo6er leel em!loyees. 3he resul/s

indica/ed /ha/ em!o6ermen/ !rac/ices facili/a/ed im!roemen/ in em!loyees7 self-

de/ermina/ion sharing informa/ion abou/ goals and !erformances, !roiding access /o 8ob

rela/ed kno6ledge and skills and gran/ing discre/ion /o change 6ork !rocesses and sho6s

!osi/ie effec/s on 8ob sa/isfac/ion conersely, /he !rac/ices /ha/ do no/ facili/a/e au/onomy do

no/ affec/ 8ob sa/isfac/ion.

orah Abu Kassim et al., (2)12+- made a s/udy en/i/led >;ob <m!o6ermen/ and

Cus/omer Orien/a/ion of Bank <m!loyees in Kuching, Malaysia?. 3he s/udy 6as aimed /o

ines/iga/e /he fac/ors /ha/ influence em!loyee7s 8ob em!o6ermen/. 3he findings sho6ed /ha/

au/onomy 6as significan/ly indica/ing /ha/ an em!loyee 6i/h au/onomy genera/es higher

!erformance com!ared /o /hose em!loyees 6i/h li//le 6ork au/onomy.



!uratul-Ain Manzoor (2)12+ made an ines/iga/ion /o iden/ify /he fac/ors /ha/ affec/

em!loyee mo/ia/ion and e:amined /he rela/ionshi! be/6een organia/ional effec/ieness and

em!loyee mo/ia/ion. 1nd he !oin/ed ou/ /ha/ /he em!loyees should be gien necessary

recogni/ion and credi/ a/ /he righ/ /ime 6hich increases /he morale of /he em!loyees and also

/o crea/e a sense of belonging in /he minds of /he em!loyees.

Preeti Ra"at (2)11+/ in her surey e:amined /he rela/ionshi! be/6een em!o6ermen/

and commi/men/ of em!loyees /o6ards /heir organia/ions. 3he s/udy sho6ed /ha/

!sychological em!o6ermen/ significan/ly influenced all /he forms of commi/men/. Self

de/ermina/ion 6as significan/ly rela/ed /o affec/ie and con/inuance commi/men/.

Ang"en#i Callen $#an%hama (2))0+ made an a//em!/ /o s/udy ><m!loyee

<m!o6ermen/ 2rac/ices in Commercial banks in Kenya?. 3he resul/ reealed /ha/ em!loyer

should sho6 a clear ision and goals /o /heir em!loyees, offer ade9ua/e au/onomy, encourage

regular communica/ion, and !roide cons/an/ em!loyee /raining /o deelo! /heir kno6ledge

and skills 6hich mo/ia/es /o achiee self efficacy and organisa/ional goal.

Peters Silvia Chigozirim and &lham Mazdarani (2))+0 in /heir e:!lora/ory research,

reealed /he im!ac/ of em!loyee em!o6ermen/ on serice 9uali/y and cus/omer sa/isfac/ion

in serice organia/ions. I/ 6as found /ha/ em!o6ermen/ had a !osi/ie im!ac/ !osi/ie and

mo/ia/e /he em!loyee /o !roide grea/er serice and /o crea/e a grea/er sense of

accom!lishmen/ or sa/isfac/ion in /heir 8obs by reducing de!endency, irres!onsibili/y and

encourages /eam 6ork 6hich oerall leads /o achiee organia/ional goals and ob8ec/ies.

'o"en and (a"ler (100,+1) in /heir !a!er ><m!loyee <m!o6ermen/ 1!!roach /o

Serice? 6ish-lis/ed /he im!or/ance of em!o6ermen/ !rac/ices in serice organia/ions. 3hey

o!ined /ha/ organia/ional !olicies, !rac/ices, and s/ruc/ures mus/ be changed /o crea/e

em!o6ermen/ on subs/an/ial basis.

Gbalaham Gbadamosi (100-+11 in his e:!lana/ory s/udy /ried /o ines/iga/e /he

associa/ion among organia/ional commi/men/, communica/ion and effec/ieness. 3he resul/

indica/ed /ha/ organia/ional commi/men/ is s/rongly rela/ed /o /he behaioural measures of

effec/ieness and commi/men/ of organia/ional members cer/ainly has a s/rong role /o !lay

in reinforcing organia/ional effec/ieness.

)e%oti%s and Summers (10/+12 a//em!/ed /o de!ic/ a linkage among organia/ional

effec/ieness, morale and commi/men/. Morale of an indiidual7s claim resul/s of an

organia/ions achieemen/. 3hey found /he !robabili/y of organia/ional effec/ieness

indirec/ly influence commi/men/ /hrough morale. 3hus, if effec/ieness increases, morale

mus/ im!roe, and in /urn, increase /he leel of organia/ional commi/men/.



NEED '"R !HE S!#DY

3he need for <m!loyee <m!o6ermen/ gained grea/ im!or/ance in serice-orien/ed

ins/i/u/ions like banks. 1s em!loyees in a serice organia/ion hae fre9uen/ con/ac/s 6i/h

/he cus/omer, /hey usually sere as re!resen/a/ies for bo/h /he organia/ion and /heir

!roduc/s and serices /o /he cus/omer a/ con/ac/ !oin/. Dhen serice in/erac/ions are no/

!ro!erly con/rolled and handled, /he ou/come is !oor !erce!/ion of serice 9uali/y /ha/ leads

/o cus/omer dissa/isfac/ion. 3he 9uali/y of serice and sa/isfac/ion /ha/ /he cus/omer may

derie 6ill be an assessmen/ of /he en/ire serice e:!erience. 3he em!loyees !lay a ma8or

role in de/ermining 6he/her a cus/omer 6ould en8oy /he e:!erience or /urn /o /heir

com!e/i/ors for be//er solu/ions.

S$"PE "' !HE S!#DY

3he !resen/ s/udy included /o e:amine /he e:/en/ of in/errela/ion be/6een /he selec/

ariables and organisa/ional effec/ieness in banking !rofessionals 6i/h res!ec/ /o SBI and

ICICI banks in Rayalaseema region of 1ndhra 2radesh only. 2ar/icularly, I selec/ /hese /6o

banks because /hey are gian/ in !ublic and !ria/e sec/or in /erms of o!era/ions, em!loyees

and /urnoer.

1mong /he arious com!onen/s, /he !resen/ s/udy is aimed a/ e:amining /he

follo6ing im!or/an/ elemen/s 6hich are highly relean/ /o em!loyee em!o6ermen/"

%. 1u/onomy, (. Communica/ion,

. 3raining, &. Re6ards, and

. Organisa/ional Cul/ure.

'34re 1 E567oyee E56ower5e8t9"r3a8sato8a7 Effect:e8ess

<m!o6ermen/ 2rac/ices <m!loyee Behaiour Organisa/ional <ffec/ieness

Sour%e* Designed by

Researcher

"B;E$!I%ES "' !HE S!#DY

1. 3o s/udy /he im!ac/ of ;ob 1u/onomy on <m!loyee <ffec/ieness in SBI and ICICI

banks.

<m!loyee <ffec/ieness

Euali/y of Dork 2erformance

=igh 2roduc/ii/y

Dork Mo/ia/ion

;ob Sa/isfac/ion

1u/onomy

Communica/ion

3raining

Re6ards

Organisa/ional Cul/ure

5eelo!men/

Orien/ed

Behaiour



2. 3o analye /he role of <m!loyee Communica/ion on 2erformance Euali/y in SBI and

ICICI banks.

. 3o e:amine /he effec/ of <m!loyee 3raining on <m!loyee 2roduc/ii/y in SBI and

ICICI banks.

,. 3o iden/ify /he role of <m!loyee Re6ards on <m!loyee Mo/ia/ion in SBI and ICICI

banks.

-. 3o cri/ically ealua/e /he affec/ of Organisa/ional Cul/ure on <m!loyee ;ob

Sa/isfac/ion in SBI and ICICI banks.

HYP"!HESES

Based on /he ob8ec/ies of /he s/udy /he follo6ing hy!o/heses 6ere formula/ed /o

e:amine ><m!loyee <m!o6ermen/ 2rac/ices in Indian Banks SBI and ICICI? res!ec/iely"

H1 3here is a significan/ difference be/6een /he /6o banks regarding /he role of ;ob

1u/onomy /ha/ affec/ Organisa/ional <ffec/ieness.

H2 3here is a significan/ difference be/6een /he /6o banks regarding /he

Communica/ion Sys/em /ha/ affec/ Organisa/ional <ffec/ieness.

H 3here is a significan/ difference be/6een /he /6o banks regarding /he 3raining

2rac/ice /ha/ effec/ Organisa/ional <ffec/ieness.

H, 3here is a significan/ difference be/6een /he /6o banks regarding /he Re6ard

Sys/em /ha/ affec/ Organisa/ional <ffec/ieness.

H- 3here is a significan/ difference be/6een /he /6o banks regarding /he

Organisa/ional Cul/ure /ha/ affec/ Organisa/ional <ffec/ieness.

S!#DY DESI<N AND =E!H"D"L"<Y

3he !resen/ s/udy is an em!irical research in na/ure. 3he descri!/ie research

!rocedure is also used for describing /he curren/ scenario in SBI and ICICI bank.

3he main con/ribu/ion of /his research is /o cri/ically analyse /he curren/ em!loyee

em!o6ermen/ !rac/ices, /o deelo! /he ne6 model, and /o sugges/ arious 6ays /o im!roe

oerall effec/ieness in /he !erformance of organia/ions. 3his model !resen/s /he

demons/ra/ed rela/ionshi! be/6een /he research ariables. I/ also sho6s /he clear insigh/s for

/he bo/h academic researchers and !rac/i/ioners in /he field.

S"#R$ES "' DA!A



or /he !resen/ s/udy, /he da/a has been collec/ed from bo/h !rimary and secondary

sources. 3he !rimary da/a has been collec/ed by adminis/ra/ing a s/ruc/ured 9ues/ionnaire

from /he non-e:ecu/ie Clerical Cadre i.e., 1ssis/an/, Senior 1ssis/an/, S!ecial 1ssis/an/ and

Senior S!ecial 1ssis/an/ of selec/ !ublic and !ria/e sec/or banks.

3he secondary da/a has been ga/hered from In/erne/, books, research ar/icles, surey

re!or/s, ne6sle//ers, arious 8ournals and magaines.

SA=PLE SIZE AND DESI<N

3he sam!le uni/s hae been selec/ed by a!!lying Sim!le Random Sam!ling 1!!roach.

1nd /he res!onden/s are selec/ed by a!!lying 2ur!osie Sam!ling 3echni9ue.

Sam+le niverse 3he sum of Aon-e:ecu/ies leel em!loyees from selec/ banks.

Sam+le Frame"ork 3he sam!le frame is ca/egoried as Aon-e:ecu/ies only.

Sam+le nits 3he sam!le uni/s are bank branches of SBI and ICICI bank.

Sam+ling

)istri%t State 'ank o ndia CC 'ank

No. of Branches Respondents No. of Branches Respondents

nanthap!ram! &* & ) &

"hittoor &) &( ((

#$R %adapa + % ((

%!rnoo + % * )%

3o/al ('* %*+ (' %'

Sour%e* 'rimary Data

DA!A $"LLE$!I"N INS!R#=EN!S

3he /echni9ue ado!/ed /o collec/ !rimary da/a 6as /hrough s/ruc/ured 9ues/ionnaire

and !ersonal in/erie6s. Based on /he reie6 of li/era/ure on em!o6ermen/ and de/ailed

discussion in /he human resource consul/an/s, Fiker/ scale 6as cons/ruc/ed follo6ing /he

!rocedure deelo!ed by Rensis Fiker/. Ini/ially, ++ s/a/emen/s consis/ing of fie inde!enden/

ariables and one de!enden/ ariable Organisa/ional <ffec/ieness are included in /he

9ues/ionnaire /ha/ reflec/s /he arious dimensions of em!loyee em!o6ermen/.

S!A!IS!I$AL !"LLS AND !E$HNI>#ES

3he !resen/ s/udy is a 9uali/a/ie analysis of /he res!onses and resul/s based on

obsera/ions. 3he collec/ed da/a is analyed and in/er!re/ed based on Deigh/ed 1erages,

Correla/ion coefficien/ analysis and Inde!enden/ /-/es/ 6i/h /he aid of Microsof/ <:cel

sof/6are and S/a/is/ical 2ackage for Social Sciences S2SS-(' Gersion.LI=I!A!I"NS "' !HE S!#DY



3he !resen/ s/udy has /he normal limi/a/ions of /ime, finance and o/her facili/ies

usually faced by all research scholars. 1!ar/ from /his limi/a/ion some of /he o/her limi/a/ions

6ere as underH

%. 3his research s/udy is limi/ed /o selec/ commercial 2ublic 2ria/e Banks in

Rayalaseema region only.

2. 3he resul/s of /he research canno/ be generalied /o o/her banks like rural, co-o!era/ie

and foreign.

. 3he accuracy of gien informa/ion may o6e /o change by /ime, 6ork !lace and indiidual

fac/ors.

!ab7e 1 Prof7e of SBI a8d I$I$I Ba8? E567oyees

Sour%e* 'rimary data

!ab7e 91.1 ;ob A4to8o5y a8d ts Res47ts

ELE=EN!S

Na5e of t@e Ba8?

SBI(%)

ICICI Bank(%)

1ge

20-25 years 3.7 22.0

26-30 years 39.0 68.0

31-35 years 28.9 10.0

40 years and

above 28.3 22.0

Total 100 1))

<duca/ion Eualifica/ion

Intermediate 2.7 '

Degree 40.1 12.0

Post Gradation 33.2 78.0

Pro!essiona" 24.1 10.0

Total 100 1))

Mari/al S/a/us

#arried 81.3 34.0

$nmarried 18.7 66.0Total 100 1))

<:!erience

0-5 years 26.7 90.0

5-10 years 42.8 6.0

10-15 years 2.1 4.0

15 years and

above 28.3 '

Total 100 1))



S.No. S!A!E=EN!SSBI

(=EANS+I$I$I Ba8?

(=EANS+

% 5o you hae ;ob 1u/onomy in your Bank (.(( (.+(

(=o6 many 5ecisions hae you made Di/hou/

Referring /o =igher 1u/hori/ies%.+ %.&

=o6 of/en you 2ar/ici!a/e in 2roblem Soling (.)' (.'

&Is your Bank effec/iely 0/iliing /he Bank7s S/aff

Sugges/ion Scheme(.&' (.)&

=ae you go/ any chance /o 2ar/ici!a/e in Branch

S/ra/egy 2re!ara/ions(.() %.$(

) =ae you any Con/rol oer /he Dork Schedule (.($ (.*(

+Is your O!inion is 1sked before Changes are

Made in /he Day Jou Dork (.) (.)*

*Is your Su!erior /ries /o Sole your Dork Rela/ed

2roblems(.+( (.+&

$Can you 2romise /he Cus/omer on Behalf of

Managemen/(.+% (.'*


!ab7e 91.2 $orre7ato8 $oeffce8t B& ;ob A4to8o5y9E567oyee Effect:e8ess

%arab7es E56. Effect:e8ess ;ob A4to8o5y

<m!loyee

<ffec/ieness

2earson Correla/ion % '.')

Sig. (-3ailed '.'''

A + +

;ob 1u/onomy

2earson Correla/ion '.') %

Sig. (-3ailed '.'''

A + +

. "orreation is significant at the (.() *eve +,-aied/.!ab7e9 1. ;ob A4to8o5y Dffere8ces B& SBI a8d I$I$I Ba8?

Group Statistics

Bank Aame A MeanS/d.

5eia/ionS/d. <rror

Mean

;ob 1u/onomy

5ifferences

Be/6een SBI and

ICICI Bank

%&I 187 2.22 .93903 .06867

I'I'I &an( 150 2.72 .66676 .05444


!ab7e9 2.1 E567oyee $o5548cato8 a8d ts Res47ts





S.No. S!A!E=EN!SSBI

(=EANS+I$I$I Ba8?

(=EANS+

%=o6 many 3raining 2rogrammes hae you

1//ended in Jour Career .+ %.)

(I hae Obsered <nrichmen/ in My 5ecision-

Making Skills due /o 3raining.$* .+*

3raining 2rogrammes has Im!roed My

2erformance Euali/y&.) &.'*

&3raining increases My Confidence and hel!s /o

3ackle Conflic/ Si/ua/ions&.%% &.'*

3raining 2rogrammes has <nhanced My

5isci!line.+ &.%&

) Bank !roides Fa/es/ 3raining 6heneer Ae63echnology 1do!/ed

.( .*)

+My 6ork Rela/ion 6i/h 2eers has become =eal/hy

due /o 3raining&.'' .+)


!ab7e9 .2 $orre7ato8 $oeffce8t B& E567oyee !ra883 9 Prod4ct:ty

%arab7es Prod4ct:ty !ra883

<m!loyee

2roduc/ii/y

2earson Correla/ion % '.'%*

Sig. (-3ailed '.''' A + +

<m!loyee

3raining

2earson Correla/ion '.'%* %

Sig. (-3ailed '.'''

A + +

. "orreation is significant at the (.() *eve +,-aied/.

!ab7e9 . E567oyee !ra883 Dffere8ces B& SBI a8d I$I$I Ba8?

Group Statistics

Bank Name

N Mean

Std.Deiati

on

Std.!rrorMean

<m!loyee 3raining

5ifferences

Be/6een SBI and

ICICI Bank

%&I 187 4.3636 .62765 .04590

I'I'I &an( 150 4.0800 .39323 .03211




!ab7e9 ,.1 E567oyee Rewards a8d ts I56act o8 E567oyee Perfor5a8ce

S.No. S!A!E=EN!SSBI

(=EANS+

I$I$I Ba8?

(=EANS+

%I beliee Our bank is 2rac/icing a air and

<9ui/able Re6ard Sys/em.) .$*

(I eel Sa/isfy, 6hen My 6ork is Recognied in

/he form of Re6ards&.+' &.&&

Re6ard has crea/es My 0ni9ue Iden/i/y in

Organia/ion- >big !ic/ure?&.%& &.)(

&I go/ more O!!or/uni/ies for 2ersonal 4ro6/h due

/o Re6ards

.* &.''

Mone/ary and Aon mone/ary Re6ards hel! me /o

im!roe Morale.*) .$)

)Re6ards increase My Res!onsibili/y /o6ards

Organia/ional 4oals. &.('

+I am Sa/isfied 6i/h /he 3rans!arency, Euali/y and

Euan/i/y of My bank7s Re6ard sys/em.(& .+&


!ab7e9 ,.2 $orre7ato8 $oeffce8t B& E567oyee Reward 9&or? =ot:ato8

%arab7es &or? =ot:ato8 Rewards

Dork

Mo/ia/ion

2earson Correla/ion % '.'%

Sig. (-3ailed '.'''

A + +

<m!loyee

Re6ard

2earson Correla/ion '.'% %

Sig. (-3ailed '.'''

A + +

. "orreation is significant at the (.(0 *eve +,-aied/.!ab7e9 ,. E567oyee Reward Dffere8ces B& SBI a8d I$I$I Ba8?

Group Statistics

Bank Name

N Mean

Std.Deiati

on

Std.!rrorMean

<m!loyee Re6ard

5ifferences%&I 187 3.235

31.0717 .07837



Be/6een SBI and

ICICI Bank I'I'I &an( 150 3.740

0 .65977 .05387


!ab7e9 -.1 "r3a8sato8a7 $47t4re a8d ts Res47ts

S.No. S!A!E=EN!SSBI

(=EANS+I$I$I Ba8?

(=EANS+

%I beliee </hics and =ones/y is /he only 2olicy of

our Bank7s Cul/ure&. .+(

(Cus/omer 5eligh/ is our only Mo/ie /o 2roide

Im!roe Ae6 Serices&.(( &.((

Conflic/s are Resoled /hrough 5iscussions Con/rol In/eren/ions

.*$ .*)

&5ecisions are made on 2rom!/ ac/s and

Informa/ion 6i/hou/ Bias.+& .+)

<ery <m!loyee Ideas are Concerned 6hile

making Im!or/an/ 5ecisions.%+ &.'(

)Our organia/ional Cul/ure makes <m!loyee /o

feel 2ride be a !ar/&.%* .*&

+

I feel 2osi/ie un 6ork!lace is /he Sign of our

Organia/ional Cul/ure &.'( &.%)


!ab7e9 -.2 $orre7ato8 $oeffce8t B& "r3a8sato8a7 $47t4re 9 E567oyee

;ob Satsfacto8

%arab7es ;ob Satsfacto8 "r3a8sato8a7 $47t4re

<m!loyee

;ob Sa/isfac/ion

2earson Correla/ion % '.'&

Sig. (-3ailed '.'''

A + +

Organisa/ional

Cul/ures

2earson Correla/ion '.'& %

Sig. (-3ailed '.'''

A + +

. "orreation is significant at the (.() *eve +,-aied/.

!ab7e9 -. "r3a8sato8a7 $47t4re Dffere8ces B& SBI a8d I$I$I Ba8?

Group Statistics

Bank

Name N

Mea

n

Std.

Deiation

Std.

!rrorMean



Organisa/ional

Cul/ure 5ifferences

Be/6een SBI and

ICICI Bank

%&I 187 4.021

4 .65548 .04793

I'I'I &an( 150 4.160

0 .41901 .03421


$"N$L#SI"N

3he !resen/ s/udy finds /ha/ /here is significan/ rela/ionshi! among em!loyee

em!o6ermen/ and selec/ed research ariables, and i/s im!ac/ on organisa/ional !erformance.

In curren/ scenario bo/h SBI and ICICI banks are !rac/icing em!loyee em!o6ermen/

!rac/ices, bu/ in !rescribed areas each one of /hem are effec/ie. =ere, ICICI bank is

!rac/icing be//er 1u/onomy !rac/ices, 6here SBI is ahead in !rac/icing be//er Communica/ionand 3raining. Dhile in /erms of Re6ards and Organisa/ional Cul/ure ICICI bank is ahead

com!aring /o SBI. Moreoer, /he oerall research analysis sho6s /ha/ !ublic banks are ahead

in !rac/icing be//er communica/ion and /raining 6here !ria/e banks ahead in au/onomy,

re6ards and organisa/ional cul/ure !rac/ices

RE'EREN$ES

%. 4urinder KaurH >1 3hesis on <m!loyee <m!o6ermen/ and Organia/ional

<ffec/ieness" 1 Com!ara/ie S/udy of 2ublic, 2ria/e and oreign banks in Some Aor/h

Indian S/a/es, submi//ed /o 3ha!ar 0niersi/y, 2un8ab, Aoember, ('%.

(. 1bbas 1li Ras/egar, Mi/ra Mahmoodian and 1li 1limadadiH S/udying and Iden/ifying

1ffec/ing ac/ors on <m!loyees7 <m!o6ermen/ Case S/udy" Mella/ Bank, ;. Basic.

1!!l. Sci. Res., ()))-)+&, ('%, ISSA ('$'-&'&.

. Chandra Mohan 2a/naik 1shok Kumar SahooH ><m!o6ermen/ of a6ard s/aff in

regional rural banks /hrough /raining sys/em" an analysis? 1sian ;ournal of

Mul/idimensional Research Gol.( Issue %, ;anuary ('%, ISSA ((+*-&*.

&. ernande, S. and Moldogaie, 3H ><m!loyee <m!o6ermen/ and ;ob Sa/isfac/ion in /he

0.S ederal Bureaucracy" 1 Self-5e/ermina/ion 3heory 2ers!ec/ie. 1 Reie6 2ublic

1dminis/ra/ion?. Ao, ('%, '(+'+&'%'+&+*.

. Lorah 1bu Kassim, Irma Jareen Md Jusoff and Agui Fee ongH >;ob <m!o6ermen/and Cus/omer Orien/a/ion of Bank <m!loyees in Kuching, Malaysia?, Con/em!orary Mg/

Research 2ages %%-%&', Gol. *, Ao. (, ;une ('%(.

). Eura/ul-1in ManoorH Im!ac/ of <m!loyees Mo/ia/ion on Organia/ional <ffec/ieness,

ISSA (%+-)')*('%(, Gol. , Ao-%.

+. 2ree/i S.Ra6a/H <ffec/ of 2sychological <m!o6ermen/ on Commi/men/ of <m!loyees"

1n <m!irical S/udy, I2<5R ol.%+ ('%%, I1CSI3 2ress, Singa!ore.

*. 1ng6enyi Callen AyanchamaH <m!loyee <m!o6ermen/ 2rac/ices in Commercial Banks

in Kenya, School Of Business, 0niersi/y Of Aairobi, (''$.

$. 2e/ers Silia Chigoirim and <lham MadaraniH 3he im!ac/ of em!loyee em!o6ermen/

on serice 9uali/y and cus/omer sa/isfac/ion in serice organia/ions-1 Case s/udy of Fansforsakringar Bank 1B, (''*, Malardalen 0niersi/y, Gas/eras.



%'. 5aid < Bo6en and <d6ard Fa6lerH 3he <m!loymen/ 1!!roach /o Serice, Cen/er for

<ffec/ie Organia/ions, ;anuary, %$$&.

%%. 4balaham 4badmosi" ><m!loyee Commi/men/ 1n oerie6?, Managemen/ Reie6,

%$$, ol. %(. !!. *+- $

%(. 5eco/ics and SummersH >1 2a/h 1nalysis of a Model of /he 1n/ecoden/s and

Conse9uences of Organisa/ional Commi/men/?, =uman Rela/ions,%$*+, !!. &&-&+'.

13.O.R Krishnas6ami and M. Rangana/ham" Me/hodology of Research in Social Sciences,

('', ISBA *%-*%*-&&-.

Documents

Employee Empowerment Practices in Indian Banking Sector - Thesis - Copy