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CHAPTER IV

Motivation Analysis: A Comparative Study of SBI and ICICI Banks

This chapter presents the analysis of employee perceived motivation and respondents

profile. It also presents the results of anova and t test performed between motivation and

respondents profile.

Analysis of Motivation and Respondents Profile

4.1. Gender Distribution

Since the days when women first began entering the work force scholars have studied perceived

gender differences related to motivation in organizational settings. From the vantage point of the

early 21st century, women have entered the workforce in large numbers. Although women have

begun to attain leadership positions in government and middle management levels in business,

those who reach top positions represent a very small portion of the population.

Eagly, Karau, Miner, and Johnson (1994) conducted a meta-analysis of the motivation to manage

issue that spanned 30 years. Their study compared male and female motivation to manage

research that used the Miner Sentence Completion Scale as it related to gender in hierarchic

organizations. The study emphasized that it is critical to understand the hierarchy of traditional

business organization and the power that administrators have over subordinates. Since the top

administrative positions are predominately male, managerial roles have traditionally been

defined from a masculine viewpoint.

Eagly et al. (1994) pointed out that a masculine-oriented managerial role description was a

barrier to females wanting to assume such a role. He alluded to several other theorists, including

Bass (as cited in Eagly et al., 1994), who expressed concern that women would encounter role

conflicts. Heilman (as cited in Eagly et al., 1994) stated that a “lack of fit would be perceived to

exist between women’s attributes and the requirements of the managerial role”. Motivation

continued to be considered a key to attaining management levels Alderfer (1969). Researchers

are still studying whether there are gender differences in motivation; hence an attempt has been

made to study difference in motivation due to gender.

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Table No 4.1. Gender Distribution

Gender

Banks Total

SBI ICICI

Male 106 71 177

70.7% 47.3% 59.0%

Female 44 79 123

29.3% 52.7% 41.0%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

The above analysis shows that 70.7 percent and 29.3 percent of the respondents were male and

female in SBI bank. The respondents in ICICI bank comprise more of female with 52.7 percent

and male 47.3 percent. The study has been administered by considering both the genders to be

important.

4.2. Age Distribution

Research on age and motivation is limited and conceptually ambiguous. Results of literature

review indicate that most age-related factors can have a negative impact on the work motivation

of older age employees. However, earlier research Paynter (2004), Rhodes (1983) has also found

a positive relation between age and work motivation. Furthermore, numerous factors intervene in

the relation between the different conceptualizations of age and work motivation. Consequently,

the present study wants to address age-related factors influencing the work motivation of bank

employees.

Table No 4.2. Age Distribution

Age of

Respondents Banks

Total SBI ICICI

Upto 25 years 15 35 50

10.0% 23.3% 16.7%

26 to 35 years 38 73 111

25.3% 48.7% 37.0%

36 to 45 years 52 39 91

34.7% 26.0% 30.3%

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46 Years and above 45 3 48

30.0% 2.0% 16.0%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

Findings showed that of all respondents in SBI, more than 34.7 percent were aged

between 36 – 45yrs followed by the age groups of above 46 yrs and 26 – 35yrs which

accounted for 30 percent and 25.3 percent respectively. At ICICI bank 48.7 percent

respondents were in the age group of 26 – 35yrs followed by 36 – 45yrs and below 25yrs

which accounted for 26 percent and 23.3 percent respectively. Interestingly only 2

percent of the respondents were in the age group of above 46yrs, this might be due to

issues relating to stress and job security. Whereas at SBI above 46yrs accounted for 30

percent this situation might be due to promotions and other benefits of superannuation.

The young respondents aged below 25yrs were 10 percent at SBI and at ICICI were 23.3

percent. This can be due to most of the public sector banks have certain selection

formalities which restricts the entry level of the candidates where as at private banks the

situation is different.

The mean age of employees is 35.7967 and S.D is 9.36059. Most of the sample

employees are in the age of 29 years, the minimum age being 20 yrs and maximum being

58 yrs.

Mean 35.7967

Mode 29.00

Std. Deviation 9.36059

Minimum 20.00

Maximum 58.00

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4.3. Job Experience

Work Tenure provides job a financial security, as well as the ability to take risks in

one's job. Studies showed that job experience may influence behavioral outcomes

indirectly by affecting goal level and goal commitment, as well as work motivation.

Longer the tenure of working higher the confidence and motivational levels of

individuals.

Table No 4.3. Job Experience

Job Experience Banks Total

SBI ICICI

1yr--5 yrs 21 58 79

14.0% 38.7% 26.3%

6yrs--10yrs 13 46 59

8.7% 30.7% 19.7%

11yrs--15yrs 36 32 68

24.0% 21.3% 22.7%

16yrs--20yrs 27 10 37

18.0% 6.7% 12.3%

21yrs--25yrs 20 4 24

13.3% 2.7% 8.0%

Above 26yrs 33 0 33

22.0% .0% 11.0%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

Mean 12.7400

Mode 12.00

Std. Deviation 8.90290

Minimum 1.00

Maximum 38.00

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Experience wise the statistics show that at SBI 24 percent of the respondents are having

experience between 11—15yrs. At ICICI bank 38.7 percent, 30.7 percent and 21.3 percent were

the number of respondents having work experience between 1—5yrs, 6 – 10yrs and 11 –15yrs

respectively. The study finds that nearly 90 percent of the samples at ICICI are having

experience from 1---15yrs. This trend can be due to quick promotions and performance based

incentives which motivate the employees stay in the organization for a longer period. The mean

and SD are 12.7400, 8.90290. The mode is 12 which indicate that most of the sample

respondents have 12 yrs of job experience. The minimum and maximum job experience is 1 yr

and 38 yrs.

4.4. Educational Background

A person can enhance his/her social and economic status through education. Higher levels of

education are generally expected to have a broader outlook and so are their attitudes, values,

perceptions and motivations.

Table No 4.4. Educational Background

Education

Banks Total

SBI ICICI

Graduate 90 44 134

60.0% 29.3% 44.7%

Post Graduate 57 86 143

38.0% 57.3% 47.7%

Professional 3 20 23

2.0% 13.3% 7.7%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

Education wise the study finds that 60 percent and 29.3 percent of the respondents are graduates

followed by 38 percent and 57.3 percent post graduates at SBI and ICICI banks. Professionals

account for 2 percent and 13.3 percent respectively.

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4.5. Designation

The type of employment and the job characteristics inherent to the job also have an impact on

work motivation. Studies show that motivation levels of employees can significantly go up or

down with change in their official designations. Looking at it relatively, how important are

designations when placed against other factors like pay package, relationships with peers, overall

work responsibilities, etc. in modern day organizations. According to Debasis Chatterji, CEO,

Netxcell “most service sectors such as telecom, banking, hospitality, retail, etc. has a lot of

people working in areas where they directly have to deal with customers or clients at such times

if the designation is attractive as it instills confidence in the individual and equips him/her to

handle the situation with confidence”. No wonder workplaces today are coming up with

interesting roles like chief executive officer, executive operations so on. Also with designation

there is a certain level of authority that is given and the individual feels elated to work with that

kind of authority. The following table presents the designations of sample employees at SBI and

ICICI.

Table No 4.5. Designation

Designation Banks Total

SBI ICICI within bank

Manager 28 39 67

18.7% 26% 22.3%

Assistant Manager 48 28 76

32% 18.7% 25.3%

Clerk 63 63 126

42% 42% 42%

Chief Manager 3 15 18

2% 10% 6%

Assistant General Manager 2 5 7

1.3% 3.3% 2.3%

Deputy Manager 6 0 6

4% 0% 2%

Total 150 150 300

100% 100% 100

Source: Survey

The analysis finds that 18.7 percent of the respondents are managers at SBI banks followed by

assistant managers and clerks with 32 and 42 percent respectively. 2 percent are chief managers.

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The study finds that at ICICI 26 percent and 18.7 percent of the respondents are managers and

assistant managers and 42 percent are clerks, 10 percent of the sample are chief managers The

respondent designations are different as career planning is based on the employee performance.

4.6. Income Distribution

Employees are most valuable assets of any organization. They are motivated in many different

ways, such as by recognition, promotional opportunities, and by money. Money has been

recognized as a chief source of satisfying the needs of people. Money not only satisfies

psychological needs but also the security and social needs. Every employee want to earn fair

wages and salaries, and employers want their workers to feel that is what they are getting. To

that end, it is logical that employees and employers alike view money as the fundamental

incentive for satisfactory job performance. The use of monetary or other financial incentives in

the classic “work performance paradigm” is based primarily on reinforcement theory.

Reinforcement theory focuses on the relationship between a target behavior like work

performance and its consequences on pay. The following table depicts the annual salaries of

sample employees in banks.

Table No 4.6. Income Distributions

Annual Salary

Banks Total

SBI ICICI Within bank

Upto Rs 3 lakhs 18 27 45

12% 18% 15%

Rs 3 lakhs to Rs 6 lakhs 118 40 158

78.7% 26.6% 52.7%

Rs 6 lakhs to Rs 9 lakhs 14 31 45

9.3% 20.7% 15%

Rs 9 lakhs to Rs 12 lakhs 0 15 15

0 10% 5%

Above Rs 12 lakhs 0 37 37

0 24.7% 12.3%

Total 150 150 300

100% 100% 100%

Source: Survey

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Mean 6.3429

Mode 4.00

Std. Deviation 4.15490

Minimum 1.12

Maximum 20.00

An interesting finding of the study is that SBI bank has no respondent having annual salary

above 9 lakhs, whereas 10 percent and 24.6 percent of the respondents of ICICI bank have

annual salary between 9 –12 lakhs and above 12 lakhs (10 +37 repondents). 78.7 percent of the

respondents at SBI have annual salary between 3-–6 lakhs followed by 12 percent and 9.3

percent drawing salary below 3 lakhs and 6—9 lakhs respectively. Respondents at ICICI drawing

annual salary between 3---6 lakhs and 6---9lakhs is 26.6 percent and 20.7 percent and below 3

lakhs is 18 percent. The reason for drawing more salary might be due to performance and

promotions which are based on quantity and quality of work they perform. The mean and SD are

6.3429 and 4.15490. The mode is 4. The minimum and maximum annual salary drawn by sample

employee is Rs 112000 and Rs 2000000.

4.7. Job Security

Job motivation and job security are issues both of which are related to working. Motivation

factors do change though as the economy goes up or down. During these tough times, job

security is a major concern for employees. They have to try their best, even when job security is

uncertain, for the sake of keeping self-esteem intact and knowing they are doing the best job

possible. It is observed that job security is one of the most effective factors on job motivation due

to its eliminating employee’s future anxiety. Job security, which is crucial for an employee in

terms of keeping his or her job or finding a new job, is also important for the employers since it

enables them to keep their employees or find new ones. The following table depicts the job

security of employees at SBI and ICICI.

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Table No 4.7. Job Security

Job Security

Banks Total

SBI ICICI

Uncertain 0 150 150

.0% 100.0% 50.0%

Certain 150 0 150

100.0% .0% 50.0%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

The study finds that Job security is certain at SBI and uncertain at ICICI banks.

4.8. Shifts

Work that is scheduled outside “normal” daylight hours (i.e. 9 am to 5 pm) is called “Shift

work”. Shift work schedules can vary from one workplace to another. Workers may rotate

through shifts or remain on a single shift (i.e. permanent nights). The modern expectation of a

regular work schedule is a 45-hr workweek, 8-hrs a day, Monday-through-Saturday. With the

introduction of shift work, a 6-day workweek may change to a 4 or 3-day workweek depending

on the length of a single shift. Studies have examined the differences between various workweek

schedules. When comparing a 6-day/8-hr work schedule to a 5-day/10-hr work schedule, most

studies found that employees are more tired at the end of a 10-hr shift. Studies also found

employees to be more fatigued following a 12-hr shift when compared to an 8-hr shift. The table

below shows shifts in work.

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Table No 4.8. Shifts

Shifts

Banks Total

SBI ICICI

Yes 0 48 48

.0% 32.0% 16.0%

No 150 102 252

100.0% 68.0% 84.0%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

As per the above analysis 100 percent of the respondents at SBI and 68 percent at ICICI do not

work in shifts.

Table No 4.9. Working in Shifts

Working in Shifts Banks Total

SBI ICICI

No Shift 150 102 252

100.0% 68.0% 84.0%

General/Day Shift 0 31 31

.0% 20.7% 10.3%

Alternative Shift 0 17 17

.0% 11.3% 5.7%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

The above analysis reveals that 20.7 percent of the respondents work in day shift, and 11.3

percent work in alternate shift. 100 percent sample of SBI and 68 percent of ICICI do not work

in shifts

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Table No 4.10. Working Days

Working Days in a

week

Banks Total

SBI ICICI

5 0 95 95

.0% 63.3% 31.7%

6 150 55 205

100.0% 36.7% 68.3%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

Almost 100 percent of SBI work for 6 days in a week and 63.3 percent of the ICICI respondents

work 5 days and 36.7 percent work for 6 days in a week.

4.9. Working Hours

Working hours are one of the important factors which effect employee motivation. A recent

study by University of Latvia examines certain aspects of employment conditions, such as self

assessment at work and people’s attitude towards working for long hours. The report was based

on the Survey on Human Capital in Latvia. The findings of the study revealed that Latvia

workers have long working hours and low pay which led to low motivation and fatigue. The

following table examines the working hours of sample employees’.

Table No 4.11. Working Hours

Working Hours in a

Week

Banks Total

SBI ICICI

8 hrs 78 26 104

52.0% 17.3% 34.7%

8 hrs--10 hrs 56 75 131

37.3% 50.0% 43.7%

10 hrs--12hrs 16 31 47

10.7% 20.7% 15.7%

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12 hrs--14 hrs 0 10 10

.0% 6.7% 3.3%

Above 14 hrs 0 8 8

.0% 5.3% 2.7%

Total 150 150 300

100.0% 100.0% 100.0%

Source: Survey

At SBI no respondent works for more than 12 hrs, 52 percent of the sample work for 8 hrs

followed by 37.3 percent and 10.7 percent for 8—10 hrs and 10---12 hrs respectively.

Comparatively at ICICI 20.7 percent work for 10---12 hrs. 6.7 percent work for 12---14 hrs and

5.3 percent work for more than 14 hrs. Most of the ICICI sample employees work for 8 to 10 hrs

which is 50 percent of the sample. This situation might be due to most of the times private banks

work for more long working hours.

4.10. Work Motivation and Satisfaction

The world of work has changed dramatically over the past decade. Organizations are being

assessed against international standards and best practices. This is due to downsizing and

expanding, increasing globalization, workforces diversifying, new organizational forms and

benchmarking. All these changes have a profound influence on how organizations, including

banking organizations, attempt to motivate their employees in order to have a competitive edge.

The importance of employee motivation and job satisfaction is growing all the time in the

organizations. Motivation is believed to lead to an increase in employees’ work performance.

That in turn leads to an increase in overall organizational productivity levels. Furthermore,

motivation is said to improve employee job satisfaction. Many researchers have been made to

find out the effect the job satisfaction and motivation have in the productivity of the company.

According to Oosthuizen (2001), motivation is one of the key factors in getting employees to

increase performance. He further adds that “in today’s competitive world and market it is

essential that an organisation have positively motivated employees to improve productivity and

efficiency”. Furthermore, Ströh (2001) outlined that some employees do not produce the quality

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of work or maintain a consistent level of work outputs, which they are capable of. This may be

attributed to many factors, including the under utilization of their skills, lack of a challenge, or

unstimulating leadership styles. This could result in motivation levels decreasing, and hence

overall job satisfaction levels decreasing.

Research shows that employees are motivated by various factors, which in turn should satisfy

certain needs and expectations Luthans (1989). Analoui’s (2000) research indicates that in terms

of motives, managers are interested in power, status, achievement, income and advancement.

These are specifically related to the job itself (known as intrinsic factors) and factors related to

the work environment (known as extrinsic factors) Buitendach & De Witte, (2005); Mehta et al.,

(2000). Managers are continually challenged to motivate a workforce to do two things. The first

challenge is to motivate employees towards helping the organization achieve its goals. The

second is to motivate the employees towards achieving their own personal goals

Motivation is a need satisfying process. It is an interaction between the individual and his/her

situation or background. One factor that may motivate one employee may not be the motivating

factor for another. According to research, a great number of employees are motivated by

interesting work content and good wages. As for other factors there is inconsistency in the order

of what motivates one from another, which is dependent upon his/her education, cultural

differences, financial condition and other contexts in which he works. The concept of employee

motivation has been the subject of study in many different disciplines. However, within each

discipline different theories prevail about what motivates people to go to work each day and how

these motivations can be affected by changing the rewards of working. While economic theory

attributes changes in behaviour to changes in relative prices, psychology generally focuses on

people’s preferences Frey et al (2002). Psychologists have argued for a long time that people are

not only motivated to do things because of rewards from the outside. According to these

psychologists, people can also be motivated to do things even though there is no external reward

but the behaviour itself. In this case people are said to be intrinsically motivated Deci (1975).

Luthans (1998) asserts that motivation is the process that arouses, energizes, directs, and sustains

behaviour and performance. That is, it is the process of stimulating people to action and to

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achieve a desired task. One way of stimulating people is to employ effective motivation, which

makes workers more satisfied with and committed to their jobs. Money is not the only motivator.

There are other incentives which can also serve as motivators. Vroom (1964) defined motivation

as an internal force, based on an individual’s conscious and unconscious needs that drive him/her

to achieve. Robbins (1993) further defines motivation as a needs-satisfying process that reveals

that when an individual’s needs are satisfied or motivated by some factors (motivators), the

individual will exert high levels of effort towards organizational goals.

Motivators are referred to as “factors of motivation.” Motivators are the factors that influence or

lead to positive willingness, and include specific needs, wants, drives or impulses Hersey &

Blanchard (1988). These factors (for example, recognition, work content, promotion,

supervision, salary and working conditions) could trigger this willingness to achieve

organizational goals. Work motivation is shaped by the interplay between individuals and their

work organizations. Organizations hire high potential people under the expectation that they will

work to the full extent of their abilities, and exert all their effort and mental resources in their

job. This expectation recognizes the existence of two important factors such as potential physical

and mental resources, and motivational forces that energize and regulate the allocation of those

resources to work related activities. Motivation regulates the amount of resources to be allocated,

the direction or goal towards which those resources will be allocated, and the persistence of

allocation and direction over time. Motivation affects choice, action, and performance.

Individuals engage in work activities because work is a source of satisfying their basic needs for

existence, relatedness and growth, and because work creates opportunities for developing a sense

of self-worth and well-being Erez & Earley (1993; Locke (1991). However, these expectations

are not always fulfilled. For several decades, the Roper Organization in New York City has been

polling about twelve hundred employees every few years, and has found job satisfaction in

America to be at its lowest level during the early 1990’s. Similarly, the Hay Group, a

Philadelphia consulting firm whose clients included American Airlines, Disney, GE, Chase

Manhattan, Maytag and others, has surveyed 750,000 middle managers in 1000 large

corporations, and found that the Work Motivation percentage expressing favorable attitudes

towards their companies dropped from 65% in 1987 to 55% in 1990 Fisher (1991) . Dissatisfied

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employees are not motivated to allocate effort and mental resources to do their work, and they

often show withdrawal behavior of lateness, absenteeism, and turnover, which is detrimental to

productivity. Therefore, motivating employees is essential for maintaining the competitive

advantage of the modern workplace.

4.11. Public and Private Sector Work-Motivation and Satisfaction

Overview

The purpose of this study is to research the different motivational factors that affect employees

motivation in the SBI and ICICI Banks. The banks represent one from public sector and the other

one being from private sector. Based on previous research it is viewed that employees employed

in the public sector will prioritize work motivation in different ways than their counterparts

employed in private sector. It is also observed that public sector and private sector employment

differ at a number of levels.

Today's work environment is undergoing a major shift; factors such as globalization, growing

economies, and improved technology are constantly presenting new challenges and creating new

opportunities for people. With these changes, people's perceptions regarding their jobs are also

changing. In this grow-or-die marketplace, the success of any organization relies on its

workforce. Satisfied and committed employees are the most significant assets of any

organization, including banks. As banking institutions are the backbone of a nation's economy,

the efficient management of human resources and the maintenance of higher job satisfaction

levels affect the growth and performance of an entire economy.

The Indian banking sector is a fast-growing financial service sector that has seen tremendous

progress following liberalization. The Indian banking system can be broadly categorized into

"scheduled commercial banks" and "non-scheduled commercial banks". Scheduled commercial

banks can be further classified into public sector banks, private sector banks (old and new) and

foreign banks. Over time, differences have been observed between public sector banks and

private sector banks in terms of various operational and efficiency parameters.

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Literature indicates that the performance of the private and foreign banks have been stronger

than that of public sector banks IBA (2008). A recent study Selvaraj (2009) reveals that private

banks are more successful than public sector banks in terms of implementing Total Quality

Management (TQM) initiatives, such as human resource management, customer focus, and top

management commitment. Furthermore, public and private sector banks differ with respect to

their compensation structures, working environments, technology, growth opportunities, and job

security provided to the employees. Public sector banks structure compensation in a way such

that there are lower pay differentials between the employees, long-term tenure is rewarded and

there is a high base pay, whereas in the private sector banks, there are larger pay differentials,

fewer rewards for tenure, and pay for performance D'Souza (2002).

In addition, the working environment in private sector banks has been found as growth driven,

technologically advanced, and devoid of bureaucracy, where employees' promotions are highly

contingent on their performance and merit. However, private sector banks do not provide job

security and would lay off their employees in cases of poor performance or adverse market

conditions (Jha, Gupta & Yadav, 2008; Singh & Kohli, 2006; Thakur, 2007). Bajpai and

Srivastava (2004) studied the satisfaction levels of employees of two public sector and two

private sector banks in India. The results indicated that layoff threats, quick turnover, less

welfare schemes, and less scope for vertical growth increased job dissatisfaction. In contrast,

secure job environment, welfare policies, and job stability increased the degree of job

satisfaction. In their study, Kumudha and Abraham (2008) compared 100 managers from 13

public and private sector banks and found that the programs related to self-development,

information about job openings, opportunities to learn new skills and retirement preparation

programs greatly influence the feelings of career satisfaction.

Public and private sector banks also differ with respect to their background and work culture. It

has been observed that the work culture of public sector banks was based on the concept of

socio-economic responsibility, in which profitability is secondary. On the other hand, private

sector banks work towards profitability. Because these differences between the sectors hold an

important factor in shaping the work culture of an organization, it needs to be explored how they

would likely affect job satisfaction. For the success and sustained growth of Indian banks, it is

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imperative to create a pool of committed employees by determining whether they are job

satisfied. Their satisfaction would affect their performance and commitment, which would

eventually influence the banks' growth and profitability.

The aim of this research is to analyze the levels of employee motivation and job satisfaction in

SBI and ICICI banks. The questionnaire was specifically designed to accomplish the objectives

of the study. The questionnaire consists of 62 questions, besides 11 questions on profile of the

respondents. A population refers to the entire group of people from which data can be sourced

and investigated and from which the researcher can make inferences (Cooper & Schindler, 2001;

Saunders, Lewis & Thornhill, 2000; Sekaran, 2000).

In this study the total numbers of respondents were 300, with 150 employees coming from SBI

and ICICI banks. A non-probability sampling design, namely, convenience sampling was used to

draw the sample. Convenience sampling involves collecting information from members of the

population who are most easily accessible and conveniently available to provide the required

information (Kerlinger, 1986). The rationale for using this method is that it is convenient, quick

and cost effective (Neuman, 1997; Terre Blanche & Durrheim, 1999).

A quantitative method was used to gather data for the research. The measuring instruments

included the Work Satisfaction and Motivation Questionnaire developed by De Beer (1987) and

a self developed questionnaire. The self developed questionnaire was used to determine the

personal information of Sample respondents. It includes variables such as age, gender,

experience, designation, education, salary, job security and so on.

4.12. Testing for reliability and Validity

In order to ensure credibility of findings by empirical research, the survey instrument should

have reliability and validity. Reliability refers to consistency. It suggests that the same thing

repeated or recurs under identical or very similar conditions. The opposite of reliability is a

measurement that yields erratic, unstable, or inconsistent results Neuman (2000). Validity is the

match between a construct, a conceptual definition, and a measure. It refers to actually

measuring what you define.

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4.12.1. Reliability

In this study, statistical analysis is performed by SPSS package of computer to verify the

dimensionality of constructs. The Cronbach coefficient alpha is used to measure the internal

consistency of the variables; the Cronbach’s and item to correlation are adopted. To test the

validity of the survey instrument, the questionnaire was pilot tested. 30 questionnaires were

distributed to the employees of both SBI and ICICI banks and the results were analysed using

SPSS package. Cronbach Coefficient Alpha is used to measure internal consistency of the data, it

is a commonly used measure of reliability. If the Cronbach Alpha is greater than 0.70 means it

has high reliability, if the Cronbach Alpha is between 0.50 and 0.60 the internal consistency is

still acceptable and if the Cronbach Alpha is smaller than 0.30 it has low reliability.

The second section contained the items, measuring work motivation. It is a 43-item questionnaire

using a Likert scale with responses ranging from Strongly Disagree = SD; Disagree = D; NS =

Not Sure; Agree = A; and Strongly Agree= SA; The items were adapted from De Beers (1987)

standardized questionnaire for work satisfaction and motivation was used to collect data. The

tool is a standardized tool and has been widely used by various researchers for studying

employee motivation. The tool was administered individually, with minor modifications, to all

the respondents and doubts (if any) were removed. De Beers tool measures motivational

orientation with sub dimensions, hence it can be said that it is difficult to measure the

motivational orientation directly and motivational orientation is a constraint. Motivational

orientation can be quantified with the help of its nine factors viz. work content, payment,

promotion, recognition, working conditions, benefits, personal, supervisor and general. The

modification yielded an r = 0.74 Cronbach Alpha.

The questionnaire incorporates the sixteen factors of Herzberg’s two-factor theory De Beer

(1987). The following categories were measured:

• Work itself/ Work Content

According to Hackman and Oldman’s job characteristics model, the core job dimensions are skill

variety, task identity, task significance, autonomy and feedback (Pearson, 1991; Robbins, 1998).

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It probed the respondents’ feelings about the type of work they do. Questions from 1 to 17 in the

questionnaire measured the work content opinions of the respondents’.

• Payment

Payment refers to the employee’s monthly salary, overtime, and increases. It considers whether

these are fair and equitable Kruger et al. (1996). It probed respondents’ satisfaction with their

salaries. Questions from 18 to 21 in the questionnaire measured the opinions of the respondents’

on payment.

• Promotion

Promotion and advancement refer to all changes in status or organisational hierarchy that include

more responsibility and power (Prinsloo, 1996). It probed for the opportunity that the

organization offers for promotion. Questions from 22 to 24 in the questionnaire measured the

opinions of the respondents’ on promotion opportunities.

• Recognition

Recognition is the perception of rewards that is related to performance and what is required to

earn this recognition Sherman et al. (1996). Recognition can be received from management,

colleagues or clients Prinsloo, (1996). It probed whether the respondent was receiving the

recognition and feedback for the jobs they perform. Questions from 25 to 28 in the questionnaire

measured the opinions of the respondents’ on recognition.

• Working Conditions

Working conditions refer to the physical working environment, the availability of facilities and

aids and the quantity of work Prinsloo (1996). It also includes the general work rules that apply

to an individual French (2003). This was probed as the fifth factor and looked at opportunity to

mix with colleagues and interpersonal relations. Questions from 29 to 31 in the questionnaire

measured the opinions of the respondents’ on working conditions.

168

• Benefits

Benefits are an indirect form of compensation that is mainly intended to improve the quality of

work life for an employee (Sherman & Bohlander, 1992 cited in Swanepoel, 1998). It looked at

whether the benefits such as pension, medical schemes and leave were satisfactory. Questions

from 32 to 34 in the questionnaire measured the opinions of the respondents’ on benefits.

• Personal

Personal refers to whether the individual’s qualities, knowledge and skills are utilized

appropriately Prinsloo (1996). It probed the respondents’ feelings towards their job. Questions

from 35 to 36 in the questionnaire measured the opinions of the respondents’ on personal.

• Supervision

An individual can have an agreeable relationship with a supervisor because there are certain

characteristics of the supervisor’s role that need to be learnt. The competence and the proficiency

of the supervisor entail job knowledge, leadership skills and solving of problems Prinsloo

(1996). It probed the level of satisfaction with the manager. Questions from 37 to 40 in the

questionnaire measured the opinions of the respondents’ on leader supervision.

• Security and overall satisfaction

Security (General) refers to overall satisfaction and whether the employee has considered

resigning or changing jobs. According to Prinsloo (1996), an individual can experience a sense

of security in the work that an individual does. It probed if the respondents’ had considered

alternative employment, and hence their level of satisfaction with the organization. Questions

from 41 to 43 in the questionnaire measured the opinions of the respondents’ on general and

overall satisfaction.

4.13. Statistical Techniques

The Statistical Package for the Social Sciences (SPSS) was used for all statistical calculations.

This assisted in describing the data more succinctly and to make inferences about the

characteristics of populations on the basis of data from the sample. The accomplished survey

forms were collated, encoded and statistically analyzed. Analysis was carried out through the

169

Statistical Package for the Social Sciences (SPSS). A total score is calculated for each

respondent in terms of the nine categories. Further to measure the motivation levels to be high or

low, the average of each of the nine dimensions has been taken. The average value above 2.5 is

considered to be high motivation and below 2.5 is considered as low motivation.

Anova was employed to determine whether there is a difference in the motivation dimensions

based on respondent’s profile (namely age, educational background, job experience, annual

salary, designation, working in shifts, working days, and working hours). The respondent’s

profile of both SBI and ICICI are compared with the application of t test namely banks, gender,

job security and shifts.

4.13.1. Descriptive Statistics

Descriptive analysis aims to describe the data by investigating the distribution of scores on each

variable, and by determining whether the scores on different variables are related to each other

Terre Blanche & Durrheim (1999). The descriptive statistics used in this study included means,

frequencies, percentages and standard deviations. The mean is a measure of central tendency,

which provides an arithmetic average for the distribution of scores Coolican (1999), Neuman,

(1997).

4.13.2. Analysis of Variance (ANOVA)

According to Coolican (1999), anova procedures test the significance of the differences between

sample means where more than two conditions are used, or when several independent variables

are involved. In this study, this statistical method isused to establish if a statistically significant

difference exists between levels of motivation and biographical variables. According to Hinkle et

al (1982), “in anova, the hypothesis is that the mean performance in the population is the same

for all groups (equality of population means).” They add that mean differences are tested for

statistical significance. Mouton and Marais (1990) further states that anova makes it possible to

appraise the separate and joint influence of several independent variables on the experimental

criterion.

170

4.13.3. Independent Samples t-test

The t-test is used to compare the values of the means from two samples and test whether it is

likely that the samples are from populations having different mean values. The t test is used for

analysis as it compares the means between two unrelated groups on the same continuous,

dependent variable.

4.14. Descriptive Statistics of the Work Satisfaction and Motivation

Questionnaire

Table No 4.12. Descriptive Statistics

Descriptive Statistics

Variable Mean Std. Deviation

Work Content 1.99 0.081

Payment 1.52 0.5

Promotion 1.81 0.392

Recognition 1.89 0.305

Working Conditions 1.79 0.408

Benefits 1.65 0.477

Personal 1.62 0.486

Leader Supervision 1.92 0.272

General 1.57 0.496

Source: Survey

As per the dimensions of work motivation assessed by the Work Satisfaction and Motivation

Questionnaire, the above table indicates that the means for the work content, payment,

promotion, recognition, working conditions, benefits, personal, leader/supervisor and general

ranged from a high of 1.99 to a low of 1.52. It therefore appears that staff in the sample is

relatively motivated; however, the mean values for payment, benefits, personal and general were

the lowest. These mean values indicate the areas that employees were most likely to be de

motivated and dissatisfied.

171

As per the above table the respondents in the sample are most likely to be motivated due to their

work content, working conditions, promotion, recognition and leader supervision. They are least

motivated by the remuneration they receive, general, personal and benefits.

Furthermore, the rank order of dimensions of motivation from most motivated to least motivated

by the sample respondents is depicted in the following table.

4.15. Rank order of motivational factors from most motivating to least

motivating

Table No 4.13. Rank Order

Descriptive Statistics

Variable Mean Std. Deviation

Work Content 1.99 0.081

Leader Supervision 1.92 0.272

Recognition 1.89 0.305

Promotion 1.81 0.392

Working Conditions 1.79 0.408

Benefits 1.65 0.477

Personal 1.62 0.486

General 1.57 0.496

Payment 1.52 0.5

Source: Survey

4.16. Work Content/Work Itself

Motivation influences productivity and organizations need to understand what motivates

employees to reach peak performance. It is not an easy task to increase employee motivation

because employees respond in different ways to their jobs and their organization's practices.

Motivation is the set of processes that moves a person toward a goal. Thus, motivated behaviors

are voluntary choices controlled by the individual employee.

172

Herzberg's Two-Factor Theory describes needs in terms of satisfaction and dissatisfaction.

Frederick Herzberg examined motivation in the light of job content and contest. Motivating

employees is a two-step process. First provide hygiene’s and then motivators. One continuum

ranges from no satisfaction to satisfaction. The other continuum ranges from dissatisfaction to no

dissatisfaction.

Satisfaction comes from motivators that are intrinsic or job content, such as achievement,

recognition, advancement, responsibility, the work itself, and growth possibilities. Herzberg uses

the term motivators for job satisfiers since they involve job content and the satisfaction that

results from them. Motivators are considered job turn ons. They are necessary for substantial

improvements in work performance and move the employee beyond satisfaction to superior

performance. Motivators correspond to Maslow's higher-level needs of esteem and self-

actualization.

Dissatisfaction occurs when the following hygiene factors, extrinsic or job context, are not

present on the job: pay, status, job security, working conditions, company policy, peer relations,

and supervision. Herzberg uses the term hygiene for these factors because they are preventive in

nature. They will not produce motivation, but they can prevent motivation from occurring.

Hygiene factors can be considered job stay-ons because they encourage an employee to stay on a

job. Once these factors are provided, they do not necessarily promote motivation; but their

absence can create employee dissatisfaction. Hygiene factors correspond to Maslow's

physiological, safety, and social needs in that they are extrinsic, or peripheral, to the job. They

are present in the work environment of job context.

Motivation comes from the employee's feelings of accomplishment or job content rather than

from the environmental factors or job context. Motivators encourage an employee to strive to do

his or her best. Job enrichment can be used to meet higher-level needs. To enrich a job, a

supervisor can introduce new or more difficult tasks, assign individuals specialized tasks that

enable them to become experts, or grant additional authority to employees.

Work content measures the actual content of the job and its positive or negative effect upon the

employees’. It views whether the job is characterized as interesting or boring, varied or routine,

173

creative or stultifying, excessively easy or excessively difficult, challenging or non-demanding.

The following table depicts the motivational level of employees of SBI and ICICI.

Table No 4.14. Work Content

Banks

Work Content SBI ICICI Total

2 0 2

Low 100.0% .0% 100.0%

148 150 298

High 49.7% 50.% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: survey

As per the above analysis almost all the sample respondents of SBI and all the sample

respondents ICICI have high work content. It is interesting to note that almost all the sample

respondents view the work to be interesting, creative and challenging.

4.17. Payment

The question of money and pay as a motivator in the workplace is not new. Years of research,

and countless books and articles on motivation include references to money and pay. The use of

monetary or other financial incentives in the classic “work performance paradigm” is based

primarily on reinforcement theory. Reinforcement theory focuses on the relationship between a

target behavior (e.g., work performance) and its consequences (e.g., pay), and it is premised on

the principles and techniques of organizational behavior modification.

Organizational behavior modification is a framework within which employee behaviors are

identified, measured and analyzed in terms of their functional consequences (i.e., existing

reinforcements) and where an intervention is developed using principles of reinforcement.

Organizations use a variety of pay structures in an effort to use pay as a motivator. Straight-

174

salary pay seems to fall most obviously into Herzberg's hygiene or maintenance factors, which

means it is necessary, but not motivating. Other pay structures that include commissions,

bonuses and other incentives may have more ability to motivate performance. Some

psychologists and analysts indicate that pay may have varying levels of motivational influence

on employees. The biggest problem with a straight-pay structure is that employees quickly

become used to earning a certain level of income regardless of the results they produce. This

prompts them to seek or need alternative types of motivation to push beyond meeting basic

expectations and to pursue higher standards of excellence.

Payment refers to the employee’s monthly salary, overtime, and increases. It considers whether

these are fair and equitable Kruger et al (1996). The following table depicts the motivational

levels of employees of SBI and ICICI with respect to payment.

Table No 4.15. Payment

Payment

Banks

SBI ICICI Total

Low 78 67 145

53.8% 46.2% 100.0%

High 72 83 155

46.5% 53.5% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

As per the above table 53.8 percent and 46.2 percent of the sample respondents of SBI and ICICI

banks considered payment to be low. Which shows that pay or pay related benefits are not

motivating employees. 46.5 percent and 53.5 percent of SBI and ICICI have shown a high level.

This trend can be due to ICICI salaries and incentives are based on performance.

175

4.18. Promotion

Promotions are regular prizes offered to encourage more effort at the lower levels, properly

reward the promoted and sort employees into more senior jobs that better match their relative

abilities and accumulated human capital. Promotion ladders and promotion tournaments

supplement theories of careers that are built on the accumulation of general and specific human

capital by introducing implicit contracts that commit workers to higher levels of effort and

employers to reward this with pay rises and periodic promotions later in careers. The simplest

form of incentive pay is a promotions ladder. This requires recruits to accept lower paid port-of-

entry jobs. This early period of employment is a screening process. Good performance leads to

promotion. When promotion ladders are used as deferred compensation, almost all junior

workers who prove themselves are promoted. The prospect of promotion encourages the good

workers to stay and invest in specific human capital. Job seekers will self-select by limiting their

applications to the type of jobs where they expect to succeed and be promoted out of the less

well paid port-of-entry jobs. More talented workers are usually more productive higher up in

organizational hierarchies. Promotions assign workers to jobs better suiting their abilities and

quickly move up talented workers. These are other purposes of promotions. They can be used to

reward past employee efforts, promote investments in specific human capital and lower job

turnover Lazear (1998). The following table depicts the motivational level of employees of SBI

and ICICI with regard to promotion.

Table No 4.16. Promotion

Promotion

Banks

SBI ICICI Total

Low 9 48 57

15.8% 84.2% 100.0%

High 141 102 243

58.0% 42.0% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

176

The above table shows that the majority of the sample respondents of both SBI and ICICI are

highly satisfied and motivated with promotional opportunities provided at banks. Career

advancement and hierarchical changes influence employee to perform well as responsibility and

power motivates every employee.

4.19. Recognition

Employees want to be recognized for the work they do. Especially when working in a pair or

committee, they want to be recognized for their contributions. There are many effective and

creative ways to motivate employees and recognize their accomplishments. As noted, Herzberg's

theory suggests that opportunities for promotions and actual promotions are more likely to

motivate higher performance than regular pay structures. This is supported by Maslow's earlier

needs theory, which ranks self-esteem and self-actualization as higher-order needs compared

with physiological needs, which would include pay, as lower-order needs. Promotions do usually

increase pay, but the motivational influence stems from recognition, increased responsibility,

more challenging work and a personal sense of accomplishment. All of which are motivating

factors. Herzberg even notes "opportunities for advancement" specifically as a motivator. The

following table presents the employee motivational levels based on recognition.

Table No 4.17. Recognition

Recognition

Banks

SBI ICICI Total

Low 12 19 31

38.7% 61.3% 100.0%

High 138 131 269

51.3% 48.7% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

177

As per the above analysis majority of the respondents are highly motivated and satisfied with the

recognition they receive from organization, clients, and colleagues.

4.20. Working Conditions/ Environment

The organization must provide opportunities which satisfy employee needs. It must ensure to

provide a motivating environment in the work place. Each person is different and unique and has

a different mix of needs in different degree in him/her. This must be appreciated and the working

environment must be so structured that it provides opportunities for satisfying their needs.

A motivating environment in which people are challenged to stretch beyond their

comfort zone, grow and learn.

A highly energizing and creative environment in which people had the opportunity to

experiment and explore new ways of thinking and new ideas.

An environment that encouraged participation, collaboration, sharing, and team spirit.

An environment in which people have the freedom and flexibility to do their job and

make decisions about their work inspiring and motivating.

An environment that provides meaningful work and is emotionally and intellectually

stimulating

A positive environment which is supportive, open, and caring Prinsloo (1996)

Work environment is a major factor in motivating employees. Social relationships, creative

freedom, working hours, general work rules and quantity of work all play a role in the workplace

motivation. Hence an attempt has been made to study how these factors influence motivation at

SBI and ICICI banks.

Table No 4.18. Working Conditions

Working

Conditions

Banks

SBI ICICI Total

Low 25 38 63

39.7% 60.3% 100.0%

High 125 112 237

52.7% 47.3% 100.0%

178

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

The above table depicts that majority of the sample respondents are satisfied with the working

conditions provided at the banks. Compared to ICICI, SBI employees are highly satisfied and

motivated with the work environment and conditions. This situation might be due to private bank

are more rigid in maintaining rules and regulations. More over the quantity of work as well as

physical work environment is different from that of Public banks.

4.21. Benefits

Employee benefits are a crucial part of motivation strategy. Rewarding them for exceptional

work and meeting challenging targets, or implementing an ‘employee of the month’ scheme, can

motivate staff to achieve their targets. Research has proven that a happier workforce is a more

productive one and that employees stay longer in their roles. By offering flexible benefits and

incentives, staff is encouraged to reach their full potential. Benefits are an indirect form of

compensation that is mainly intended to improve the quality of work life for an employee. The

study looked at whether the benefits such as pension, medical schemes and leave facilities

provided at banks were satisfactory and motivating. The following table depicts the motivational

level of employees of SBI and ICICI banks with respect to benefits.

Table No 4.19. Benefits

Benefits

Banks

SBI ICICI Total

Low 27 77 104

26.0% 74.0% 100.0%

High 123 73 196

62.8% 37.2% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

179

As per the above analysis sample employees from SBI bank are showing high motivational

levels than employees from ICICI bank. This situation might be due to public banks pension

schemes, medical benefits and leave facilities are different from that of a private bank. Most of

the private banks do not have retirement benefits and the leave rules are also very rigid. The

situation of low motivation in ICICI bank reflects this.

4.22. Personal

The extent to which employee’s creativity, skills and knowledge are utilized, encouraged and

appreciated in the workplace plays a major role in employee motivation. When employees feel

free to express their ideas, they are encouraged to invest themselves in company goals, thereby

enhancing intrinsic motivation. In a work environment where creativity is valued, and the choice

of work is based on qualifications and skills it enhances the employee motivation and satisfaction

towards job. The motivational levels tend to be higher, as they receive praise for their

suggestions and work. The following table depicts the motivational levels of the sample

respondents of SBI and ICICI banks.

Table No 4.20. Personal

Personal

Banks

SBI ICICI Total

Low 39 75 114

34.2% 65.8% 100.0%

High 111 75 186

59.7% 40.3% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

As per the analysis the sample respondents of SBI are showing high motivational levels

compared to ICICI sample employees. This trend shows that employees of SBI are given choice

of work preference and departments.

180

4.23. Leader Supervision

Every individual has untapped potential energy and enthusiasm that produces the high job

performance. Effective leaders are able to release individuals’ potential energy and build teams

that are motivated and ready to take on the task at hand Leadership is the process of guiding and

influencing subordinates for the accomplishment of desired goals. It involves the integration of

organizational interests with personal goals. A person can be an effective manager when he

possesses the qualities of a good leader. It is through leadership that a manager can build up

confidence and zeal among his subordinates. In order to guide his subordinates in the desired

direction, a manager should adopt an appropriate style of leadership. The pattern and quality of

leadership determines the level of motivation. Leadership is always related to a particular

situation. The manager provides the encouragement, guidance, support, and resources to help

employees succeed. He fosters teamwork, participation, collaboration, and the sharing of

information. Supervision implies expert overseeing of subordinates at work in order to guide and

regulate their efforts. Every manager has to supervise the work of his subordinates to see that

they do their work as desired. Supervision is one important element of the process of directing.

The purpose of supervision is to ensure that subordinates perform their tasks according to

prescribed procedures and as efficiently as possible. The following table shows the satisfaction

and motivation levels of sample respondents in relation to leader supervision at banks.

Table No 4.21. Leader Supervision

Leader supervision

Banks

SBI ICICI Total

Low 12 12 24

50.0% 50.0% 100.0%

High 138 138 276

50.0% 50.0% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

181

As per the analysis the sample respondents showed a high a level of motivation in both the

banks. This trend shows that the respondents of both SBI and ICICI have a very good

relationship with manager. Leader supervision at both the banks is encouraging and motivating.

4.24. Security (General)/ Overall Satisfaction

In today’s competitive workplace, salaries and benefits are no longer enough to attract

employees and keep them satisfied. Organizations’ make the actual work more fulfilling and

energizing so employees see an advantage of staying with the organization, instead of just

moving on to an organization that can offer a larger salary. Creating work environments that are

motivating helps considerably in retention of employees. Not surprisingly, factors such as an

economic downturn, organization downsizing and changes in general organization structure or

ownership affect motivation. These events create a tense work environment that not only

diminishes motivation, but also may directly affect work quality itself. It is important during

these difficult times to reassure employees as much as possible. Stability of workforce is very

important from the point of view of reputation and goodwill of a concern. The employees can

remain loyal to the organizations only when they feel that organizations value them. Security

refers to the job stability and overall satisfaction of the job. It also probes whether the employee

has considered resigning or changing jobs. The following analysis reveals the overall satisfaction

of employees with the banks.

Table No 4.22. Security ( General)

General

Banks

SBI ICICI Total

Low 89 40 129

69.0% 31.0% 100.0%

High 61 110 171

35.7% 64.3% 100.0%

Total 150 150 300

50.0% 50.0% 100.0%

Source: Survey

182

The above analysis depicts that compare to SBI, ICICI banks motivational levels are high even

though there is no job security. Contrarily SBI sample showed low motivational levels in spite of

high job security. This trend shows that job security is one of the motivational factor and not the

only motivational factor which satisfies employees. Challenging jobs, skill variety jobs keep the

employees motivated and stay in the banks for a longer tenure.

4.25. ANALYSIS OF VARIANCE (Anova)

Anova was employed to determine whether there is a difference in the motivation dimensions

based on respondent’s profile (namely age, educational background, job experience, annual

salary, designation, job security and working in shifts, working days, and working hours).

4.26. Independent Samples t-test

The t-test is used to compare the values of the means from two samples and test whether it is

likely that the samples are from populations having different mean values. The t test is used for

analysis as it compares the means between two unrelated groups on the same continuous,

dependent variable. The respondents profile of both SBI and ICICI are compared with the

application of t test (namely banks, gender).

4.27. Hypothesis Testing

Hypotheses cannot be tested directly on the population, due to time and financial constraints, and

the population being too large in most cases. Differences which appear to exist between groups

in the sample data may in reality, namely in the actual population, not exist Salkind, 2000).

Consequently, it is common practice for researchers to apply a guideline for determining which

differences are large enough to be considered ‘real’ and which are due to chance. The most

common practice is to state a specific significance level that must be reached. The significance

level, which supports such a decision, is a statement of the probability that an observed

difference is due to chance. The higher the probability or p-value, the less the probability is that

the observed relationship between variables in the sample is a reliable indicator of the actual

relationship between the respective variables in the population. A smaller p-value is therefore

preferred in most cases StatSoft (2002).

183

Conventionally, the p-levels of 0.05 and 0.01 are used by most researchers to determine the

significance of the statistical tests performed. For the purposes of the present study a significance

level of 0.05 was considered adequate. All relationships between variables denoted by p-values

equal to, or smaller than 0.05, were therefore regarded as significant, i.e. as indicative of a true

relationship in the population. The absence of a linear relationship between variables were

indicated by p-values larger than 0.05.

In order to determine whether there were any significant differences with regard to employee

motivation and between the demographic groups, the analysis of variance test (Anova) was

performed. Differences were considered significant for p-values equal to, or less than 0.05. There

are statistically significant differences in motivational levels based on demographic profile such

as gender, age, educational level, job experience, annual salary, designation, job security

working in shifts, working days and working hours.

Demographic variables and employee motivation

Table No 4.23. Descriptive Statistics of Banks

Motivational Dimensions Banks N Mean

Std.

Deviation

Std. Error

Mean

Work Content

SBI 150 1.9866 0.1150 0.0093

ICICI 150 2 0 0

Payment

SBI 150 1.48 0.5012 0.0409

ICICI 150 1.5533 0.4988 0.0407

Promotion

SBI 150 1.94 0.2382 0.0194

ICICI 150 1.68 0.4680 0.0382

Recognition

SBI 150 1.92 0.2722 0.0222

ICICI 150 1.8733 0.3337 0.0272

Working Conditions

SBI 150 1.8333 0.3739 0.0305

ICICI 150 1.7466 0.4363 0.03563

Benefits

SBI 150 1.82 0.3854 0.0314

ICICI 150 1.4866 0.5014 0.0409

184

Personal

SBI 150 1.74 0.4401 0.0359

ICICI 150 1.5 0.5016 0.0409

Leader Supervision

SBI 150 1.92 0.2722 0.0222

ICICI 150 1.92 0.2722 0.0222

Security (General)

SBI 150 1.4066 0.4928 0.0402

ICICI 150 1.7333 0.4436 0.0362

Source: Survey

Null Hypotheses: There is no statistically significant difference in employee motivational

dimensions in SBI and ICICI banks. The following table depicts the t test results.

Table No 4.24. Independent samples t test of Banks

Motivational

Dimensions

Levene's Test for

Equality of Variances t-test for Equality of Means

F Sig. t df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95% Confidence

Interval of the

Difference

Lower Upper

Work

Content

Equal

variances

assumed

3.307 .070 6.719 298 .000 .2872 .04274 .20307 .37129

Equal

variances

not

assumed

6.719 279.721 .000 .2872 .04274 .20304 .37132

Payment Equal

variances

assumed

25.285 .000 -1.539 298 .125 -.1583 .10285 -.36074 .04408

Equal

variances

not

assumed

-1.539 273.136 .125 -.1583 .10285 -.36082 .04415

Promotion Equal

variances

assumed

2.249 .135 9.148 298 .000 .7868 .08600 .61754 .95604

185

Equal

variances

not

assumed

9.148 282.071 .000 .7868 .08600 .61750 .95608

Recognition Equal

variances

assumed

1.050 .306 4.949 298 .000 .3483 .07039 .20982 .48685

Equal

variances

not

assumed

4.949 295.970 .000 .3483 .07039 .20981 .48685

Working

Conditions

Equal

variances

assumed

.872 .351 2.950 298 .003 .3111 .10545 .10358 .51864

Equal

variances

not

assumed

2.950 297.251 .003 .3111 .10545 .10358 .51864

Benefits Equal

variances

assumed

1.231 .268 6.070 298 .000 .6577 .10836 .44450 .87099

Equal

variances

not

assumed

6.070 297.850 .000 .6577 .10836 .44450 .87099

Personal Equal

variances

assumed

.113 .737 3.219 298 .001 .4333 .13460 .16845 .69822

Equal

variances

not

assumed

3.219 296.311 .001 .4333 .13460 .16844 .69822

Leader

Supervision

Equal

variances

assumed

.259 .611 3.399 298 .001 .2717 .07994 .11436 .42898

Equal

variances

not

assumed

3.399 297.903 .001 .2717 .07994 .11436 .42898

186

Security Equal

variances

assumed

13.533 .000 -5.419 298 .000 -.5401 .09967 -.73622 -.34393

Equal

variances

not

assumed

-5.419 281.506 .000 -.5401 .09967 -.73626 -.34388

Source: Survey

As viewed in the above Table the following relationships are significant at the 95% level

Work motivation, banks and work content (p < 0.05)

Work motivation, banks and promotion (p < 0.05)

Work motivation, banks and benefits (p < 0.05)

Work motivation, banks and recognition (p < 0.05)

Work motivation, banks and working conditions (p < 0.05)

Work motivation, banks and leader supervision (p < 0.05)

Work motivation, banks and personal (p < 0.05)

Work motivation, banks and security (p < 0.05)

As viewed in the above Table the following relationships are not significant at the 95% level.

Work motivation, banks and payment (p > 0.05)

As per the t test results the null hypothesis is rejected with respect to work content, promotion,

benefits, recognition, working conditions and leader supervision, personal and security as the p

value is less than .05. It can be concluded that there is there is statistically significant difference

between employee work motivation and banks with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for payment. It can be concluded that there is no

statistically significant difference between these motivational dimensions and banks.

187

4.28. Gender and Motivational Dimensions

Null Hypotheses: There is statistically no significant difference in gender and employee

motivational dimensions in SBI and ICICI banks. The following table depicts the t test results.

Table No 4.25. Gender and Motivation Descriptive Statistics

Motivational Dimensions Gender N Mean Std. Deviation

Std. Error

Mean

Work Content

Male 177 3.7342 0.39763 0.02989

Female 123 3.5705 0.37595 0.0339

Payment

Male 177 2.5763 0.97656 0.0734

Female 123 2.6931 0.75464 0.06804

Promotion

Male 177 3.3089 0.88265 0.06634

Female 123 3.0704 0.76016 0.06854

Recognition

Male 177 3.459 0.63577 0.04779

Female 123 3.4106 0.63061 0.05686

Working Conditions

Male 177 3.3164 0.97848 0.07355

Female 123 3.2656 0.84499 0.07619

Benefits

Male 177 3.3333 0.88623 0.06661

Female 123 2.8184 1.06128 0.09569

Personal

Male 177 3.0395 1.19949 0.09016

Female 123 2.9512 1.16368 0.10493

Leader Supervision

Male 177 3.6568 0.74796 0.05622

Female 123 3.5366 0.63268 0.05705

Security (General)

Male 177 2.4896 0.8813 0.06624

Female 123 2.9025 0.88163 0.07949

Source: Survey

188

Table No 4.26. Independent samples t test Gender and Motivation

Motivational

Dimensions

Levene's Test for

Equality of

Variances t-test for Equality of Means

F Sig. t df

Sig.

(2-

tailed)

Mean

Difference

Std. Error

Difference

95% Confidence

Interval of the

Difference

Lower Upper

Work

Content

Equal

variances

assumed 0.01 0.925 3.586 298 0 0.1637 0.04565 0.0739 0.25354

Equal

variances

not

assumed 3.622 271.625 0 0.1637 0.04519 0.0747 0.25267

Payment Equal

variances

assumed 9.97 0.002 -1.115 298 0.266 -0.1168 0.10476 -0.323 0.08934

Equal

variances

not

assumed -1.167 294.607 0.244 -0.1168 0.10009

-

0.3138 0.08016

Promotion Equal

variances

assumed 1.79 0.182 2.434 298 0.016 0.2385 0.09798 0.0456 0.43129

Equal

variances

not

assumed 2.5 284.554 0.013 0.2385 0.09539 0.0507 0.42623

Recognition Equal

variances

assumed 0 0.978 0.652 298 0.515 0.0485 0.07438

-

0.0979 0.19486

Equal

variances

not

assumed 0.653 263.934 0.515 0.0485 0.07428

-

0.0978 0.19472

Working

Conditions

Equal

variances

assumed 3.84 0.051 0.467 298 0.641 0.0508 0.10872

-

0.1632 0.26475

189

Equal

variances

not

assumed 0.48 284.226 0.632 0.0508 0.1059

-

0.1577 0.25923

Benefits Equal

variances

assumed 11 0.001 4.56 298 0 0.5149 0.1129 0.2927 0.73705

Equal

variances

not

assumed 4.416 231.244 0 0.5149 0.11659 0.2852 0.74459

Personal Equal

variances

assumed 0.01 0.919 0.635 298 0.526 0.0883 0.1391

-

0.1854 0.36207

Equal

variances

not

assumed 0.638 267.556 0.524 0.0883 0.13834

-

0.1841 0.3607

Leader

Supervision

Equal

variances

assumed 0.35 0.556 1.456 298 0.146 0.1202 0.08253

-

0.0422 0.28261

Equal

variances

not

assumed 1.501 286.636 0.135 0.1202 0.08009

-

0.0375 0.27784

Security

(General)

Equal

variances

assumed 1.08 0.299 -3.99 298 0 -0.4129 0.10347

-

0.6165

-

0.20924

Equal

variances

not

assumed -3.99 262.517 0 -0.4129 0.10348

-

0.6166

-

0.20911

Source: Survey

As viewed in the above Table gender and benefits, personal and security have significant

difference at the 95% level

Gender and work content (p < 0.05)

Gender and promotion (p < 0.05)

Gender and benefits (p < 0.05)

190

Gender and security (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Gender and payment (p > 0.05)

Gender and recognition (p > 0.05)

Gender and working conditions (p > 0.05)

Gender and leader supervision (p > 0.05)

Gender and personal (p > 0.05)

As per the t test results the null hypothesis is rejected with respect to work content, promotion,

benefits and security as the p value is less than .05. It can be concluded that there is significant

difference between employee work motivation and gender with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for factors payment, recognition, working

conditions, leader supervision and personal. It can be concluded that there is no significant

difference between these motivational dimensions and gender in both the banks.

4.29. Age and Motivational Dimensions

Null Hypotheses: There is statistically no significant difference in age and employee

motivational dimensions in SBI and ICICI banks. The following table depicts the anova results.

Table No 4.27. Age and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 7.501 36 0.208 1.387 0.078

Within

Groups 39.515 263 0.15

Total 47.016 299

191

Payment

Between

Groups 42.187 36 1.172 1.571 0.025

Within

Groups 196.125 263 0.746

Total 238.312 299

Promotion

Between

Groups 42.977 36 1.194 1.86 0.003

Within

Groups 168.764 263 0.642

Total 211.741 299

Recognition

Between

Groups 13.179 36 0.366 0.903 0.632

Within

Groups 106.648 263 0.406

Total 119.827 299

Working Conditions

Between

Groups 36.329 36 1.009 1.209 0.202

Within

Groups 219.475 263 0.835

Total 255.804 299

Benefits

Between

Groups 49.011 36 1.361 1.456 0.052

Within

Groups 245.867 263 0.935

Total 294.879 299

Personal

Between

Groups 68.175 36 1.894 1.42 0.065

Within

Groups 350.822 263 1.334

Total 418.997 299

192

Leader Supervision

Between

Groups 23.911 36 0.664 1.404 0.071

Within

Groups 124.435 263 0.473

Total 148.346 299

Security (General)

Between

Groups 39.957 36 1.11 1.431 0.06

Within

Groups 203.937 263 0.775

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Age and payment (p < 0.05)

Age and Promotion (p < 0.05)

Age and benefits (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Age and work content (p > 0.05)

Age and recognition (p > 0.05)

Age and working conditions (p > 0.05)

Age and personal (p > 0.05)

Age and leader supervision (p > 0.05)

Age and security (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to payment, promotion and

benefits as the p value is less than .05. It can be concluded that there is statistically significant

difference between employee work motivation and age with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for factors work content, recognition, working

conditions, personal, leader supervision and security. This indicates that the groups have unequal

variances. It can be concluded that there is no significant difference between these motivational

dimensions and age in both the banks.

193

4.30. Educational Levels and Motivational Dimensions

Null Hypotheses: There is no significant difference in educational levels of respondents and

employee motivational dimensions in SBI and ICICI banks. The following table depicts the

anova results.

Table No 4.28. Education and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 0.891 2 0.446 2.87 0.058

Within

Groups 46.124 297 0.155

Total 47.016 299

Payment

Between

Groups 7.115 2 3.558 4.57 0.011

Within

Groups 231.197 297 0.778

Total 238.312 299

Promotion

Between

Groups 11.941 2 5.971 8.875 0

Within

Groups 199.8 297 0.673

Total 211.741 299

Recognition

Between

Groups 1.461 2 0.73 1.833 0.162

Within

Groups 118.366 297 0.399

Total 119.827 299

194

Working Conditions

Between

Groups 9.203 2 4.601 5.542 0.004

Within

Groups 246.601 297 0.83

Total 255.804 299

Benefits

Between

Groups 3.28 2 1.64 1.67 0.19

Within

Groups 291.599 297 0.982

Total 294.879 299

Personal

Between

Groups 29.076 2 14.538 11.073 0

Within

Groups 389.921 297 1.313

Total 418.997 299

Leader Supervision

Between

Groups 8.728 2 4.364 9.283 0

Within

Groups 139.618 297 0.47

Total 148.346 299

Security (General)

Between

Groups 4.519 2 2.26 2.804 0.062

Within

Groups 239.376 297 0.806

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Education and payment (p < 0.05)

Education and promotion (p < 0.05)

Education and working conditions (p < 0.05)

Education and personal (p < 0.05)

195

Education and leader supervision (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Education and work content (p > 0.05)

Education and recognition (p > 0.05)

Education and benefits (p > 0.05)

Education and security (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to payment, promotion,

working conditions, personal, and leader supervision as the p value is less than .05. It can be

concluded that there is significant difference between the mean values of employee work

motivation and educational levels with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for factors work content, recognition, benefit and

security. It can be concluded that there is no statistically significant difference between these

motivational dimensions and educational levels of respondents in both the banks.

4.31. Job Experience and Motivational Dimensions

Null Hypotheses: There is no significant difference in tenure of work / job experience of

respondents and employee motivational dimensions in SBI and ICICI banks. The following table

depicts the anova results.

Table No 4.29. Job Experience and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 9.344 33 0.283 1.999 0.002

Within

Groups 37.672 266 0.142

Total 47.016 299

196

Payment

Between

Groups 47.472 33 1.439 2.005 0.001

Within

Groups 190.841 266 0.717

Total 238.312 299

Promotion

Between

Groups 55.466 33 1.681 2.861 0

Within

Groups 156.275 266 0.587

Total 211.741 299

Recognition

Between

Groups 17.128 33 0.519 1.344 0.107

Within

Groups 102.699 266 0.386

Total 119.827 299

Working Conditions

Between

Groups 41.138 33 1.247 1.545 0.034

Within

Groups 214.666 266 0.807

Total 255.804 299

Benefits

Between

Groups 52.288 33 1.584 1.737 0.01

Within

Groups 242.591 266 0.912

Total 294.879 299

Personal

Between

Groups 73.896 33 2.239 1.726 0.011

Within

Groups 345.1 266 1.297

Total 418.997 299

197

Leader Supervision

Between

Groups 31.622 33 0.958 2.184 0

Within

Groups 116.724 266 0.439

Total 148.346 299

Security (General)

Between

Groups 46.353 33 1.405 1.891 0.003

Within

Groups 197.542 266 0.743

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Job experience and work content (p < 0.05)

Job experience and payment (p < 0.05)

Job experience and promotion (p < 0.05)

Job experience and working conditions (p < 0.05)

Job experience and benefits (p < 0.05)

Job experience and personal (p < 0.05)

Job experience and leader supervision (p < 0.05)

Job experience and security (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Job experience and recognition (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to work content, payment,

promotion, working conditions, benefits, personal, leader supervision and security as the p value

is less than .05. It can be concluded that there is statistically significant difference between

employee work motivation and job experience with respect to SBI and ICICI banks.Alternatively

the null hypothesis is accepted for factors recognition. The table values indicate that they have

198

unequal variances. It can be concluded that there is no significant difference between employee

recognition and job experience of respondents in both the banks.

4.32. Income levels of respondents and Motivational Dimensions

Null Hypotheses: There is no significant difference in income levels of respondents and

employee motivational dimensions in SBI and ICICI banks. The following table depicts the

anova results.

Table No 4.30. Income Levels and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 3.792 4 0.948 6.471 0

Within

Groups 43.224 295 0.147

Total 47.016 299

Payment

Between

Groups 4.954 4 1.239 1.566 0.183

Within

Groups 233.358 295 0.791

Total 238.312 299

Promotion

Between

Groups 24.854 4 6.214 9.808 0

Within

Groups 186.887 295 0.634

Total 211.741 299

Recognition

Between

Groups 11.229 4 2.807 7.626 0

Within

Groups 108.598 295 0.368

Total 119.827 299

199

Working Conditions

Between

Groups 13.008 4 3.252 3.951 0.004

Within

Groups 242.796 295 0.823

Total 255.804 299

Benefits

Between

Groups 24.153 4 6.038 6.58 0

Within

Groups 270.725 295 0.918

Total 294.879 299

Personal

Between

Groups 25.665 4 6.416 4.812 0.001

Within

Groups 393.332 295 1.333

Total 418.997 299

Leader Supervision

Between

Groups 7.296 4 1.824 3.815 0.005

Within

Groups 141.05 295 0.478

Total 148.346 299

Security (General)

Between

Groups 22.138 4 5.535 7.363 0

Within

Groups 221.757 295 0.752

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences in variances are significant at the 95%

level

Income levels and work content (p < 0.05)

Income levels and promotion (p < 0.05)

200

Income levels and recognition (p < 0.05)

Income levels and working conditions (p < 0.05)

Income levels and benefits (p < 0.05)

Income levels and personal (p < 0.05)

Income levels and leader supervision (p < 0.05)

Income levels and security (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Income levels and payment (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to work content, promotion,

recognition, working conditions, benefits, personal, leader supervision and security as the p value

is less than .05. It can be concluded that there is significant difference between employee work

motivation and income levels of respondents with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for factors and payment. It can be concluded that

there is no significant difference in variances between payment and income levels of the

respondents in both the banks.

4.33. Designation of respondents and Motivational Dimensions

Null Hypotheses: There is no significant difference in designation of respondents and employee

motivational dimensions in SBI and ICICI banks. The following table depicts the anova results.

Table No 4.31. Designation and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 3.128 5 0.626 4.191 0.001

Within

Groups 43.888 294 0.149

Total 47.016 299

201

Payment

Between

Groups 14.033 5 2.807 3.679 0.003

Within

Groups 224.28 294 0.763

Total 238.312 299

Promotion

Between

Groups 5.982 5 1.196 1.709 0.132

Within

Groups 205.759 294 0.7

Total 211.741 299

Recognition

Between

Groups 13.287 5 2.657 7.333 0

Within

Groups 106.54 294 0.362

Total 119.827 299

Working Conditions

Between

Groups 18.551 5 3.71 4.598 0

Within

Groups 237.253 294 0.807

Total 255.804 299

Benefits

Between

Groups 21.267 5 4.253 4.57 0

Within

Groups 273.611 294 0.931

Total 294.879 299

Personal

Between

Groups 56.41 5 11.282 9.148 0

Within

Groups 362.587 294 1.233

Total 418.997 299

202

Leader Supervision

Between

Groups 11.838 5 2.368 5.099 0

Within

Groups 136.507 294 0.464

Total 148.346 299

Security (General)

Between

Groups 16.958 5 3.392 4.394 0.001

Within

Groups 226.937 294 0.772

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Designation and work content (p < 0.05)

Designation and payment (p < 0.05)

Designation and recognition (p < 0.05)

Designation working conditions (p < 0.05)

Designation benefits (p < 0.05)

Designation personal (p < 0.05)

Designation leader supervision (p < 0.05)

Designation security (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Designation and promotion (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to work content, payment,

recognition, working conditions, benefits, personal, leader supervision and security as the p value

is less than .05. It can be concluded that there is significant difference between employee work

motivation dimensions and designation of respondents with respect to SBI and ICICI banks.

203

Alternatively the null hypothesis is accepted for factor promotion. It can be concluded that there

is no significant difference between promotion and designation of respondents in both the banks.

4.34. Job security of respondents and Motivational Dimensions

Null Hypotheses: There is no significant difference in job security of respondents and employee

motivational dimensions in SBI and ICICI banks. The following table depicts the anova results.

Table No 4.32. Job Security and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 6.185 1 6.185 45.144 0

Within

Groups 40.83 298 0.137

Total 47.016 299

Payment

Between

Groups 1.88 1 1.88 2.37 0.125

Within

Groups 236.432 298 0.793

Total 238.312 299

Promotion

Between

Groups 46.427 1 46.427 83.692 0

Within

Groups 165.314 298 0.555

Total 211.741 299

Recognition

Between

Groups 9.1 1 9.1 24.491 0

Within

Groups 110.727 298 0.372

Total 119.827 299

204

Working Conditions

Between

Groups 7.259 1 7.259 8.703 0.003

Within

Groups 248.545 298 0.834

Total 255.804 299

Benefits

Between

Groups 32.447 1 32.447 36.845 0

Within

Groups 262.431 298 0.881

Total 294.879 299

Personal

Between

Groups 14.083 1 14.083 10.365 0.001

Within

Groups 404.913 298 1.359

Total 418.997 299

Leader Supervision

Between

Groups 5.535 1 5.535 11.55 0.001

Within

Groups 142.81 298 0.479

Total 148.346 299

Security (General)

Between

Groups 21.876 1 21.876 29.363 0

Within

Groups 222.019 298 0.745

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Job security and work content (p < 0.05)

Job security and promotion (p < 0.05)

Job security and recognition (p < 0.05)

205

Job security and working conditions (p < 0.05)

Job security and benefits (p < 0.05)

Job security and personal (p < 0.05)

Job security and leader supervision (p < 0.05)

Job security and security (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Job security and payment (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to work content, promotion,

recognition, working conditions, benefits, personal, leader supervision and security as the p value

is less than .05. It can be concluded that there is significant difference in the variances between

employee work motivation and job security of respondents with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for factors payment, and. It can be concluded that

there is no significant difference between payment and job security of respondents in both the

banks.

4.35. Working in Shifts and Motivational Dimensions

Null Hypotheses: There is no significant difference in shift works and employee motivational

dimensions in SBI and ICICI banks. The following table depicts the anova results.

Table No 4.33. Working in Shifts and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 1.33 2 0.665 4.321 0.014

Within

Groups 45.686 297 0.154

Total 47.016 299

206

Payment

Between

Groups 3.226 2 1.613 2.038 0.132

Within

Groups 235.087 297 0.792

Total 238.312 299

Promotion

Between

Groups 7.673 2 3.836 5.583 0.004

Within

Groups 204.069 297 0.687

Total 211.741 299

Recognition

Between

Groups 5.11 2 2.555 6.615 0.002

Within

Groups 114.717 297 0.386

Total 119.827 299

Working Conditions

Between

Groups 10.952 2 5.476 6.642 0.002

Within

Groups 244.852 297 0.824

Total 255.804 299

Benefits

Between

Groups 5.377 2 2.689 2.758 0.065

Within

Groups 289.502 297 0.975

Total 294.879 299

Personal

Between

Groups 17.657 2 8.829 6.533 0.002

Within

Groups 401.339 297 1.351

Total 418.997 299

207

Leader Supervision

Between

Groups 2.688 2 1.344 2.741 0.066

Within

Groups 145.658 297 0.49

Total 148.346 299

Security (General)

Between

Groups 7.223 2 3.611 4.532 0.012

Within

Groups 236.672 297 0.797

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Working in shifts and work content (p < 0.05)

Working in shifts and promotion (p < 0.05)

Working in shifts and recognition (p < 0.05)

Working in shifts and working conditions (p < 0.05)

Working in shifts and personal (p < 0.05)

Working in shifts and security (p < 0.05)

As viewed in the above Table the following differences are not significant at the 95% level.

Working in shifts and payment (p > 0.05)

Working in shifts and benefits (p > 0.05)

Working in shifts leader supervision (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to work content, promotion,

recognition, working conditions, personal and security as the p value is less than .05. It can be

concluded that there is significant difference between employee work motivation and shift works

levels with respect to SBI and ICICI banks. Alternatively the null hypothesis is accepted for

factors payment, benefit and leader supervision. It can be concluded that there is no significant

208

difference between these motivational dimensions and working in shifts in both the banks by

sample respondents.

4.36. Working days in a week and Motivational Dimensions

Null Hypotheses: There is no significant difference in number of working days in a week and

employee motivational dimensions in SBI and ICICI banks. The following table depicts the

anova results.

Table No 4.34. Working Days in a Week and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups .007 1 .007 1.065 .303

Within

Groups 1.980 298 .007

Total 1.987 299

Payment

Between

Groups .076 1 .076 .301 .584

Within

Groups 74.841 298 .251

Total 74.917 299

Promotion

Between

Groups .404 1 .404 2.631 .106

Within

Groups 45.766 298 .154

Total 46.170 299

Recognition

Between

Groups .045 1 .045 .482 .488

Within

Groups 27.752 298 .093

Total 27.797 299

209

Working Conditions

Between

Groups .069 1 .069 .412 .522

Within

Groups 49.701 298 .167

Total 49.770 299

Benefits

Between

Groups 2.863 1 2.863 13.107 .000

Within

Groups 65.084 298 .218

Total 67.947 299

Personal

Between

Groups .295 1 .295 1.251 .264

Within

Groups 70.385 298 .236

Total 70.680 299

Leader Supervision

Between

Groups .162 1 .162 2.206 .139

Within

Groups 21.918 298 .074

Total 22.080 299

Security (General)

Between

Groups 2.022 1 2.022 8.425 .004

Within

Groups 71.508 298 .240

Total 73.530 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Working days and benefits (p < 0.05)

Working days and security (p < 0.05)

210

As viewed in the above Table the following differences are not significant at the 95% level.

Working days and work content (p > 0.05)

Working days and payment (p > 0.05)

Working days and promotion (p > 0.05)

Working days and recognition (p > 0.05)

Working days and working conditions (p > 0.05)

Working days and personal (p > 0.05)

Working days and leader supervision (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to benefits and security as the

p value is less than .05. It can be concluded that there is significant differences between

employee work motivation and working days in a week with respect to SBI and ICICI banks.

Alternatively the null hypothesis is accepted for factors work content, payment, promotion,

recognition, working conditions, personal and leader supervision. It can be concluded that there

is no significant differences between these motivational dimensions and working days in a week

in both the banks by sample respondents.

4.37. Working hours in a day and Motivational Dimensions

Null Hypotheses: There is no significant difference in number of working days in a week and

employee motivational dimensions in SBI and ICICI banks. The following table depicts the

anova results.

211

Table No 4.35. Working Hours in a Day and Motivation

Motivational

Dimensions ANOVA

Sum of

Squares df

Mean

Square F Sig.

Work Content

Between

Groups 3.531 4 0.883 5.988 0

Within

Groups 43.485 295 0.147

Total 47.016 299

Payment

Between

Groups 39.301 4 9.825 14.564 0

Within

Groups 199.011 295 0.675

Total 238.312 299

Promotion

Between

Groups 16.268 4 4.067 6.138 0

Within

Groups 195.473 295 0.663

Total 211.741 299

Recognition

Between

Groups 3.115 4 0.779 1.968 0.099

Within

Groups 116.713 295 0.396

Total 119.827 299

Working Conditions

Between

Groups 26.212 4 6.553 8.42 0

Within

Groups 229.592 295 0.778

Total 255.804 299

212

Benefits

Between

Groups 33.501 4 8.375 9.453 0

Within

Groups 261.378 295 0.886

Total 294.879 299

Personal

Between

Groups 46.963 4 11.741 9.31 0

Within

Groups 372.034 295 1.261

Total 418.997 299

Leader Supervision

Between

Groups 2.953 4 0.738 1.498 0.203

Within

Groups 145.393 295 0.493

Total 148.346 299

Security (General)

Between

Groups 6.434 4 1.609 1.998 0.095

Within

Groups 237.461 295 0.805

Total 243.895 299

Source: Survey

As viewed in the above Table the following differences are significant at the 95% level

Working hours and work content (p < 0.05)

Working hours and payment (p < 0.05)

Working hours and promotion (p < 0.05)

Working hours and working conditions (p < 0.05)

Working hours and benefits (p < 0.05)

Working hours and personal (p < 0.05)

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As viewed in the above Table the following differences are not significant at the 95% level.

Working hours and recognition (p > 0.05)

Working hours leader supervision (p > 0.05)

Working hours and security (p > 0.05)

As per the anova results the null hypothesis is rejected with respect to work content, payment,

promotion, working conditions, benefits and personal as the p value is less than .05. It can be

concluded that there is significant differences between employee work motivation and working

hours in a day with respect to SBI and ICICI banks sample respondents.

Alternatively the null hypothesis is accepted for factors recognition, leader supervision and

security. It can be concluded that there is no significant differences between these motivational

dimensions and working hours in a day in both the banks.

Summary

Today's work environment is undergoing a major shift; factors such as globalization, growing

economies, and improved technology are constantly presenting new challenges and creating new

opportunities for people. With these changes, people's perceptions regarding their jobs are also

changing. In this grow-or-die marketplace, the success of any organization relies on its

workforce. Satisfied and committed employees are the most significant assets of any

organization, including banks. As banking institutions are the backbone of a nation's economy,

the efficient management of human resources and the maintenance of higher job satisfaction

levels affect the growth and performance of an entire economy.

Based on previous research it is found that employees employed in the public sector will

prioritize work motivation in different ways than their counterparts employed in private sector. It

is also observed that public sector and private sector employment differ at a number of levels.

With respect to the dimensions of work motivation assessed by the Work Satisfaction and

Motivation Questionnaire, the analysis finds that the respondents in the sample are most likely

214

to be motivated due to their work content, working conditions, promotion, recognition and leader

supervision. They are least motivated by the remuneration they receive, security, personal and

benefits.

Since motivation influences productivity, organizations need to understand what motivates

employees to reach peak performance. It is not an easy task to increase employee motivation

because employees respond in different ways to their jobs and their organization's practices. As

per the findings almost all the sample respondents of SBI and all the sample respondents of

ICICI have high work content. It is interesting to note that almost all the sample respondents

view the work to be interesting, creative and challenging. It is found that pay or pay related

benefits are not highly motivating employees. Though both SBI and ICICI banks have shown a

high level of motivation comparatively ICICI bank employees are more motivated. This trend

can be due to ICICI banks salaries and incentives are based on performance.

The study finds that the employees of both SBI and ICICI are highly satisfied and motivated with

promotional opportunities provided at banks. Career advancement and hierarchical changes

influence employee to perform well as responsibility and power motivates every employee. The

study draws conclusion that the employees are satisfied with recognition they receive from

organization, clients, and colleagues. It is found that most of the employees are satisfied with the

working conditions provided at the banks. Compared to ICICI, SBI employees are highly

satisfied and motivated with the work environment and conditions. This situation might be due to

private bank are more rigid in maintaining rules and regulations. More over the quantity of work

as well as physical work environment is different from that of Public banks.

The study finds that the sample employees from SBI bank have shown high motivational levels

than employees from ICICI bank. This situation might be due to public banks pension schemes,

medical benefits and leave facilities are different from that of a private bank. Most of the private

banks do not have retirement benefits and the leave rules are also very rigid. The situation of low

motivation in ICICI bank reflects this. The study reveals that the employees are satisfied with

choice of work preference and departments and the leader supervision at both the banks is

encouraging and motivating. An interesting finding of the study is that compare to SBI, ICICI

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banks motivational levels are high even though there is no job security. Contrarily SBI sample

showed low motivational levels in spite of high job security. This trend shows that job security is

one of the motivational factor and not the only motivational factor which satisfies employees.

Challenging jobs, skill variety jobs keep the employees motivated and stay in the banks for a

longer tenure.

Anova was employed to determine whether there is a difference in the motivation dimensions

based on respondent’s profile. Independent samples t test was also administered and the

respondent’s profile of both SBI and ICICI are compared.

The study finds from the t test results that, the null hypothesis is rejected and there is significant

difference between banks and motivational dimensions such as promotion, benefits, personal and

general. Similarly there is difference between gender and benefits, personal and security.

Alternatively the null hypothesis is accepted for factors work content, payment, recognition,

working conditions and leader supervision in banks and it is found that there is no significant

difference between these motivational dimensions and banks. Similarly the null hypothesis is

accepted for factors work content, payment, promotion, recognition, working conditions and

leader supervision with respect to gender.

The anova results show that the null hypothesis is rejected with respect to age and payment,

promotion and benefits in banks. There is significant difference between educational background

and payment, promotion, working conditions, personal, and leader supervision. Similarly job

experience and motivational dimensions such as work content, payment, promotion, working

conditions, benefits, personal, and leader supervision have significant difference. The null

hypothesis is rejected with respect to income levels and motivational dimensions such as work

content, promotion, recognition, working conditions, benefits, personal, leader supervision and

security. As for designation there is significant difference between motivation dimensions and

work content, payment, recognition, working conditions, benefits, personal, leader supervision

and security.

216

The null hypothesis is rejected for work content, promotion, recognition, working conditions,

benefits, personal, leader supervision and security and job security. Similarly benefits, general

and working days, working hours and work content, payment, promotion, working conditions,

benefits and personal have significant difference.

The anova results show that there is no significant difference between educational levels of

respondents in the banks and work content, recognition, benefit and security. Similarly employee

recognition and job experience have no significant difference. The study draws the inference that

payment and income levels of employees have no significant difference with motivational

dimensions. Similarly promotion and designation are not interrelated and it does not affect the

motivation of employees in banks. The study also finds that there is no significant difference

between payment, motivational dimensions and job security. Alternatively the null hypothesis is

accepted for factors payment, benefit and leader supervision which draws the conclusion that

there is no significant difference between these motivational dimensions and working in shifts in

the banks.

Working days have no significant difference with work content, payment, promotion,

recognition, working conditions, personal and leader supervision. Similarly working hours in a

day and recognition, leader supervision and security have no significant difference.

217

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