Analysisofdata

Data Analysis, Interpretation and
Discussion of Employees’ Data
CHAPTER 5
DATA ANALYSIS, INTERPRETATION AND DISCUSSION OF
EMPLOYEES’ DATA
5.1 INTRODUCTION
The objectives of this study are: 1) to study the satisfaction level of clients/customers of the
banks, 2) to study the work culture of the employees of the banks, 3) to delineate the
satisfaction level of the employees of the banks, 4) to study the impact of work culture on
employee satisfaction and 5) to study the relationship between employee satisfaction and
client satisfaction in banks. Chapter 4 was devoted to the first objective and this chapter
delineates the next three objectives of the study.
This chapter has been divided into four sections. The first section describes the demographic
characteristics of the respondents and certain bank variables. The second section aims to
identify the attributes of work culture and the variables affecting employee satisfaction in
banks. This section also discusses the dimensions of work culture and employee satisfaction
extracted by factor analysis. The third section details out the comparisons of the work culture
dimensions and employee satisfaction dimensions between two groups based on
characteristics of employee respondents and bank characteristics. Comparisons of these
dimensions across various demographic characteristics of employee respondents (more than
two groups) have also been dealt with in the same section. Last section deals with correlates
and determinants of employees’ satisfaction with respect to work culture dimensions and
demographic characteristics of the respondents.
5.2 SECTION 1
5.2.1 Personal Profile of the respondents
The first section of the instrument gathered information about the personal profile of the
respondents and a few bank variables which included gender, age, marital status,
qualifications, income, experience, bank type and location of branch. Age, income and
experience had three groups each and gender, marital status, qualification and location of
branch had two categories each. The characteristics are shown in Table5.1.
92 Ph. D. Thesis
Chapter 5
Table 5.1: Profile of the employee respondents by type of bank
Public Sector Private Sector

Banks Banks Total
Profile of employees (N=331) (N=330) (N=661)
Number Number Number
percentage percentage percentage
Gender Female 65 19.6 107 32.4 172 26.0
Male 266 80.4 223 67.6 489 74.0
Age less than 31yrs. 15 4.5 140 42.4 155 23.4
31-44yrs. 163 49.2 150 45.5 313 47.4
more than 44yrs. 153 46.2 40 12.1 193 29.2
Marital Unmarried 7 2.1 58 17.6 65 9.8
Married 324 97.9 272 82.4 596 90.2
Qualification Graduate 152 5.9 99 30.0 251 38.0
Postgraduate 179 54.1 231 70.0 410 62.0
Income Less than ` 35000 a month 46 13.9 190 57.6 236 35.7
`35000-44000a month 159 48.0 88 26.7 247 37.4
More than `44000a month 126 38.1 52 15.8 178 26.9
Experience More than 20 years 159 48.0 34 10.3 193 29.2
20 years 141 42.6 45 13.6 186 28.1
10 years 31 9.4 251 76.1 282 42.7
Location of Delhi 269 81.3 257 77.9 526 79.6
Branch NCR 62 18.7 73 22.1 135 20.4
The total number of employee respondents in this research is 661. Of them, 331 (50.01
percent) are employees of public sector banks, and 330 (49.09 percent) are from private sector
banks. Profile of employees according to each background variables has been explained as
follows:
Gender: The respondents are not equally distributed in the category of gender. The
percentage of male and female employees in public sector banks is 80.4 percent and 19.6
percent respectively whereas in private sector banks, it is 67.6 percent and 32.4 percent
respectively. As is clear from Figure 1, the male employees supersede female clients in
number in both the public and private sector banks.
Figure 5.1: Employees’ profile: Gender
Ph. D. Thesis 93
Age: The employees of public and private sector banks are divided into three groups
according to their age and these three groups are of less than 31 years of age (Age 1), 31-44
years (Age2) and more than 44 years of age (Age3). Of all the employees, 4.5 percent
employees of public sector banks are in 1st group, 49.2 percent in 2nd group and 46.2 percent
in 3rd group whereas they are 42.4 percent, 45.4 percent and 12.1 percent respectively in
private sector banks. The strength of younger generation (less than 31 years) is only 4.5
percent in public sector banks whereas it is 42.4 percent in private sector banks as shown in
Figure 5.2. It might be because of the fact that for more than the last 10 years, there has been
no recruitment in the public sector banks in India. Even the replacements against the retired
employees in these banks have not been brought in. Private sector banks, on the other hand,
are expanding very fast and have been major source of the employment in the banking
industry during last 15 years.
Figure 5.2: Employees’ profile: Age
Marital Status: According to their marital status, public sector banks have 97.9 percent
married employees and 2.1 percent unmarried employees whereas private sector banks have
82.4 percent married and 17.6 percent unmarried employees. The married employees
outnumber the unmarried ones as shown in Figure 5.3.
Figure 5.3: Employees’ profile: Marital status
94 Ph. D. Thesis
Chapter 5
Educational Qualifications: Of all the sampled employees, 45.9 percent employees of public
sector banks are graduates and 54.1 percent postgraduates whereas in private sector banks,
they are 30 percent and 70 percent respectively as shown in Figure 5.4.
Figure 5.4: Employees’ profile: Qualification
Experience: According to experience, the employees of the banks are divided into three
groups. The employees of first group (E1) have the experience of more than 20 years, second
group employees (E2) have 20 years’ experience and the third group employees (E3) have 10
years’ experience. Figure 5.5 shows that 48.04 percent employees of public sector banks are
in 1st group, 42.6 percent in 2nd group and only 9.4 percent in 3rd group whereas they are 10.3
percent, 13.6 percent and 76.1 percent in private sector banks respectively. As is clear from
the figure, the number of employees is increasing with the increase in experience in the public
sector banks whereas it is decreasing in the private sector banks.
Employees' profile by experience

76.1
80.0
60.0 48.4 E1
42.6 42.7
E2
40.0 29.2 28.1
E3
20.0 9.4 10.3 13.6
0.0
Public Private Total
Figure 5.5: Employees’ profile: Experience
It might be because of the reason that the maximum age of the private banks in India is not
more than 15 years; they do not have the experienced staff. On the other hand, there is no
recruitment in public sector banks for the last 10 years and they have relatively quite senior
staff.
Ph. D. Thesis 95
Income: As per income, the employees are also divided into three groups. First group (I1)
has employees whose income is less than`35000 a month, 2nd group (I2) earning between
`35000-44000 and 3rd group (I3) earning more than `44000 a month. The employees of public
sector banks falling into these three groups are 13.9 percent, 48 percent and 38.1percent
respectively whereas those in private sector banks are 57.6 percent, 26.7 percent and 15.8
percent respectively. The scenario is in sharp contrast in both the banks as is clear from Graph
5.6. The number of employees drawing lowest salary in public sector banks is minimum (only
13.9 percent) whereas this number is maximum (57.6 percent) in private sector banks as is
clear from Figure 5.6.
Figure 5.6: Employees’ profile: Income
The reason can be that the number of senior employees in public sector banks is more and
they are drawing more salary than the younger ones whereas the number of younger
employees in private sector banks is more than the other age groups and they are drawing less
salary than the senior ones.
Location of Branch
The survey of the branches in Delhi and NCR revealed that 81.3 percent respondents are from
Delhi banks and 18.7 are from NCR in public sector banks whereas they are 77.9 percent and
21.1 percent in the private sector banks respectively as is clear from Figure 5.7.
96 Ph. D. Thesis
Chapter 5
Employees' profile by location of branch

100.0
81.3 77.9 79.6
80.0
60.0
Delhi
40.0
18.7 22.1 20.4 OtherNCR
20.0
0.0
Public Private Total
Figure 5.7: Employees’ profile: Branch location
5.3 SECTION 2
5.3.1 Identification of factors of Work Culture in banks
In order to identify the items of work culture in banks, exhaustive literature survey was done
and focus group discussion was conducted. On the basis of literature survey and pre testing of
the questionnaire, total 27 items were chosen for the study. These items were made statements
in the questionnaire. The employees of the banks were asked to rate these statements on a 5
point Likert scale ranging from 1 to 5, 1 being very low, 2 low, 3 moderate, 4 high and 5
being very high. The questionnaire was personally given to 800 respondents, of which 700
were received out of which 661 were usable. Table 5.2 enlists all the 27 items that were made
statements in the questionnaire and were used for factor analysis.
Table 5.2: Items/ variables of Work Culture chosen for the study
S. No. Items
1. The opportunity of participating in the decision making process.
2. Emphasis on rules and regulations.
3. The opportunity for independent thought and action in the job.
4. The opportunity for taking initiative.
5. The scope of discussion of personal problems with the seniors.
6. The assistance from the seniors to solve the problems.
7. The encouragement from the seniors to be innovative.
8. The feeling of employees that they are members of a well functioning team.
9. *The friction between superiors and subordinates.
10. The pride of employees in belonging to the organization
11. Management's initiative in adopting new technology.
12. The sense of responsibility amongst employees.
Ph. D. Thesis 97
The effect of outstanding performance on receiving special rewards and

13.
recognition.
14. The chances of taking risk by the organization.
15. Rotation of responsibilities of the employees by management.
16. The identification of employees with the organization.
17. The effect of job performance on higher pay.
18. The opportunity in job for participating in setting of goals.
19. The consideration of seniors to subordinates’ feelings or situation.
20. The opportunity of conveying one's ideas to his/her seniors.
21. The faith of management in the integrity of its employees.
22. The clarity of rewards’ & punishments’ standards for everyone.
23. Chances of getting support from the seniors, when one commits a mistake.
24. The effect of outstanding job performance on receiving a promotion.
The delegation of responsibility to junior managers to make decision within their
25.
jurisdiction.
26. The supervisors' interest in seeing that the workers do their work well.
27. The enforcement of discipline in the organization.
(*The item marked with an asterisk is first reversed so that 5 becomes 1, 4 becomes 2, 2 becomes 4 and 1
becomes 5. This makes all items unidirectional.)
Cronbach alpha was calculated to measure the internal consistency and reliability of the
instrument. The cronbach alpha came as 0.750 as shown in Table 5.3, thus the instrument was
considered reliable for the study.
Table 5.3: Cronbach Alpha
Reliability Statistics
Cronbach's Alpha N of Items
0.750 27
Factor analysis was done to extract and club the items of work culture. Principal component
analysis was the method of extraction. Varimax was the rotation method. The factors
extracted for further study are shown in Table 5.4. Factors and factor loading of each item are
given below in Table 5.4. The table is followed by the explanation of all these nine
dimensions.
98 Ph. D. Thesis
Chapter 5
Table 5.4: Factors of Work Culture

Factor Names Items Factor Loading
1. Disciplined and • Management's initiative in adopting new
.685
enterprising culture technology.
• The enforcement of discipline in the
.610
organization.
• Emphasis on rules and regulations. .553
• The opportunity for taking initiative. .328
2. Affinity with the • The pride of employees in belonging to the
.636
organization organization.
• The identification of employees with the
.574
organization.
• The feeling of employees that they are
.529
members of a well functioning team.
• The friction between superiors and .528
subordinates.
3. Performance Norms • The clarity of rewards’ & punishments’ .726
standards for everyone.
• The supervisors' interest in seeing that the .539
workers do their work well.
• The faith of management in the integrity of its .532
employees.
• The sense of responsibility amongst .370
employees.
4. Relationship with seniors • The scope of discussion of personal problems .746
with seniors.
• The assistance from seniors to solve the .700
problems.
5. Meritorious culture • The effect of outstanding performance on .674
receiving special rewards and recognition.
• The effect of job performance on higher pay. .565
• The opportunity in the job for participating in .381
setting of goals.
• The effect of outstanding job performance on .321
receiving a promotion.
6. Empathy • The consideration of seniors to subordinates’ .675
feelings or situation.
• The opportunity of conveying one's ideas to .578
his/her seniors.
7. Risk taking • The chances of taking risk by the .730
organization.
• Rotation of the responsibilities of employees .593
by management.
8. Innovative and • The opportunity for independent thought and .661
participative culture action in the job.
• The opportunity of participating in the .545
decision making process.
• The encouragement from the seniors to be .380
innovative.
9. Empowerment • The delegation of responsibility to junior .545
managers to make decision within their
jurisdiction.
• Chances of getting support from the seniors, .663
when one commits a mistake.
Ph. D. Thesis 99
Factor 1 - Disciplined and enterprising culture: Disciplined and enterprising culture is the
name given to the first dimension of work culture identified through factor analysis. The items
included in this are: management's initiative in adopting new technology, the enforcement of
discipline in the organization, emphasis on rules and regulations and the opportunity for
taking initiative. Robbins [193] recognized the impact of organizational rules and policies on
job satisfaction.
Factor 2 - Affinity with the organization: It emerged out as the second factor and has four
items in it: the pride of employees in belonging to the organization, the identification of
employees with the organization, the feeling of employees that they are members of a well
functioning team and the friction between superiors and subordinates. Organizational
identification is ‘‘the perception of oneness with or belongingness to an organization, where
the individual defines himself or herself in terms of the organization(s) of which he or she is a
member.’’ [258]. Pratt [259] states that identification with the organization can satisfy the
individual’s holistic need, since organizations provide meaning and help the individual to find
a sense in his or her life.
Factor 3 - Performance Norms: This term is given to third factor, which includes; the clarity
of rewards’ & punishments’ standards for everyone, the supervisors' interest in seeing that the
workers do their work well, the faith of management in the integrity of its employees and the
sense of responsibility amongst employees. Robbins [193] states that factors affecting job
satisfaction include “meeting performance standards, living with working conditions". A few
other authors concur that customer’s assessments of continuously provided services may
depend solely on performance, thereby suggesting that performance-based measures explain
more of the variance in an overall measure of service satisfaction [260].
Factor 4 - Relationship with seniors: This factor includes the scope of discussion of
personal problems with the seniors and the assistance from seniors to solve the problems. The
number one reason people quit their jobs, according to a study, is their dissatisfaction with
their supervisors [261]. Brief and Guzzo [209] investigated the relationship between
organization culture and total organizational change in organizations. They found that these
organizations were more successful because they were more effective in managing three
aspects of the organizational environment: the nature of interpersonal relationships, the nature
of the hierarchy and the focus on support and rewards.
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Chapter 5
Factor 5 - Meritorious culture: The effect of outstanding performance on receiving special

rewards and recognition, the effect of job performance on higher pay, the opportunity in the
job for participating in setting of goals and the effect of outstanding job performance on
receiving a promotion emerged out as an important factor of work culture. Meritorious
culture in the banks make the employees feel attached with the organization and help in
motivating them. According to Armstrong [262], in the successful companies workers
received more money if they met certain production quotas. Genuine behavior-based rewards
and recognition are likely to enhance self-esteem, self-efficacy, personal control and
optimism—and in some cases, belongingness [263]. A substantial body of evidence has
focused on the impact of incentive compensation and performance management systems on
firm performance. In addition, protecting employees from arbitrary treatment, perhaps via a
formal grievance procedure, may also motivate them to work harder because they expect their
effort to be fairly rewarded [264].
Factor 6 - Empathy: Empathetic culture in the organization refers to the consideration of

seniors to subordinates’ feelings and the opportunity of conveying one's ideas to his/her
seniors or situation. Armstrong [262] believes that finding ways to recognize employees is a
key part of establishing a strong work culture. “It all goes back to the golden rule—‘Do unto
others as you would do to you. Treat your employees with respect and courtesy, and
communicate with them about what’s going on,” says Armstrong. Before stating their
viewpoint or opinion, they communicate respect for the speaker's words and emotions, and
ask relevant questions. Covey also [265] states, "They seek first to understand before being
understood." Empathic leaders understand their followers and, thereby, know what
consequences interest them and which can be used to improve their work performance [265].
Factor 7 - Risk taking: The chances of taking risk by the organization and rotation of
responsibilities of employees by management are grouped as Risk taking factor. Jobs that
have too little challenge create boredom, but too much challenge creates frustration and a
feeling of failure. Under conditions of moderate challenge, most employees will experience
efficiency and satisfaction [266]. Rotating managers to different jobs is likely to reduce the
tendency of complacency and also has the added benefit of task variety, which has been seen
to relate positively to job satisfaction [267]. According to Neumann [267], the work culture
can be improved in a number of ways by, for example: ensuring that jobs which pose a risk
and which cannot be completely eliminated are rotated so that no individual spends long on
Ph. D. Thesis 101

that task and ensuring that all employees have sufficient variety of tasks to enable them to use
different skills to make their job more satisfying. Employees tend to prefer jobs that give them
opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback
on how well they are doing.
Factor 8 - Innovative and participative culture: The opportunity for independent thought
and action in the job, the opportunity of participating in the decision making process and the
encouragement from the seniors to be innovative make the work culture of any organization
Innovative and participative. Gunnarson and NilesJolly[209] were of the opinion that an
organizational environment that promoted innovation enhanced organizational performance
and success. Odom, Boxx and Dunn [268] emphasized on the Innovative and participative
culture by pointing that the bureaucratic culture was not conducive to encouraging positive
employee behavior. Participative culture emphasizes on the contribution of organizational
members in decision making and creates the feeling of responsibility, ownership and more
commitment to the organization. Ahghar has cited Toosi who has pointed out that
Participative culture emphasizes on human dignity in workplace, creates ownership feeling,
empowers a disabled person, breaks silence culture and finally links human mind and heart to
his/her tongue[269]. These days, this issue is well understood that being a pioneer in major
changes without participation and cooperation will not lead to success in any organizational
level. Therefore, it needs paramount trainings to found participation principles among
manpower [270]. Kravetz [217] amplified Kanter's earlier findings by showing that
management practices fostering participation, autonomy, and creativity were closely
correlated with objective indicators of organizational performance.
Factor 9 - Empowerment: One of the most important factors responsible for work culture is
the delegation of responsibility to junior managers to make decision within their jurisdiction
with the support from the seniors. Authentic involvement (empowerment) is self-directed and
occurs when employees in the organizations are "treated like a mature, adult human being; as
an equal, not subordinate, able to use their innate intelligence and skills daily, even hourly;
able to achieve; given responsibility; and recognized for doing a good job[271]. According to
Geller [263] when people feel empowered, they also feel ownership for the process and go
beyond the call of duty to make the process work. They become self-accountable. Effective
organizations empower their employees, use teamwork, and continuously develop the
capacity of their employees [272].
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Chapter 5
5.3.2 Identification of factors of Employee Satisfaction in Banks
On the basis of literature and the pre-testing of the questionnaire, total 29 items were chosen
to capture the satisfaction level of employees working in the banks in Delhi and NCR. These
items were made statements in the questionnaire. The respondents were asked to rate these
factors on a 5 point Likert scale ranging from 1 to 5, 1 being strongly disagree, 2 disagree, 3
neither agree nor disagree, 4 agree and 5 being strongly agree. Table 5.5 enlists all the 29
items that were translated into statements in the questionnaire and were used for factor
analysis.
Table 5.5: Items of Employee Satisfaction chosen for the study
Items
1 Modern equipments
2 Nicely dressed employees
3 Convenient location of branches
4 Sufficient parking space
5 Convenient timings
6 Physical facilities in the bank
7 General ambience and comfort level of the bank
8 Performance of machines
9 Facility and ambience of safe deposit vault/lockers
10 The interest rate offered by the bank on various deposits
11 The charges taken by the bank on various services (locker rent, payment of utility bills etc)
12 Bank's various useful and convincing deposit schemes
13 Bank's remittance/funds transfer system
14 Bank's record maintaining procedure
15 The behavior of the employees
16 The required knowledge, skill and abilities of the bank employees
17 Bank’s handling its customers' service problems efficiently
18 Bank’s keeping its customers' best interest at heart.
19 Bank employees’ willingness to help among themselves
20 The management’s concern about employees’ problems
21 Promotion policy of the bank
22 Recognition to innovative suggestions/ideas
23 Judicious and fair delegation of power
24 Reward and punishment policy
25 Training and enhancement of knowledge
26 Entertainment and recreation
27 Feedback from employees/clients
28 Implementation of good suggestions given by the clients/employees
29 Safe future in the bank
Ph. D. Thesis 103

Cronbach alpha was calculated to measure the internal consistency and reliability of the
instrument. The cronbach alpha came as 0.780 as shown in table 5.6, thus the instrument was
considered reliable for the study.
Table 5.6: Cronbach Alpha

Reliability Statistics
Cronbach's Alpha No. of Items
0.780 29
Factor analysis was done to extract and club the factors responsible for employee satisfaction.
The factors extracted for further study are shown in Table 5.7. These 9 factors that were
ultimately extracted have been referred to as dimensions of employee satisfaction. Table 5.7 is
followed by the explanation of all these nine dimensions.
Table 5.7: Factors of Employee Satisfaction
Factor Names Items Factor
Loading
1. Participative • The bank implements the good suggestions given by clients
.740
environment and employees.
• The bank takes regular feedback from the clients and
.588
employees in order to improve its service.
• Bank takes good care of your training for enhancement of
.575
your knowledge.
• Management gives due recognition to your innovative
.458
suggestions/ideas.
• The bank handles its customers' service problems efficiently. .375
2. Hygiene Factors • The bank has modern looking equipments. .701
• The bank's employees are nicely dressed. .609
• The physical facilities in the bank (waiting lounge, drinking
.545
water, washrooms etc.) are good.
• Management takes care of your entertainment and .477
recreation.
3. Fair and • The reward and punishment policy is fair. .673
Empathetic • The delegation of power is judicious and fair. .615
Management • The management is concerned about your problems. .585
• The management keeps its employees' best interest at heart. .440
• You are satisfied with the knowledge, skill and abilities of .382
your seniors, peers and juniors.
4. Smooth • The bank's remittance/funds transfer system is efficient. .612
operations • The charges taken by the bank on various services (locker .573
rent, payment of utility bills etc) are reasonable.
• The performance of machines in the bank (computers, .522
printers, counting machines etc.) is good.
• The general ambience and comfort level of the bank is .451
appealing.
5. Considerate • The bank's various deposit schemes are useful and .638
environment convincing.
• Bank employees are always willing to help each other. .591
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Chapter 5
6. Efficient • The interest rate offered by the bank on various deposits is .723
environment quite good.
• You are satisfied with the bank's record maintaining .547
procedure.
• The behavior of your seniors creates confidence in you. .415
7. Accessibility • Sufficient parking space available. .716
• The location of branches of the bank is convenient. .593
8. Feel Good Factor • The bank has convenient working hours. .652
• Your future is safe in the bank. .463
9. Trust • You are satisfied with the promotion policy of your bank. .661
• The facility and ambience of safe deposit vault/lockers is .591
good.
Factor 1- Participative environment: Participative environment is the name given to the

first dimension of employee satisfaction identified through factor analysis. The items included
in this are: taking regular feedback from the clients and employees in order to improve its
service, implementing the good suggestions given by the employees, taking good care of
employees’ training for enhancement of knowledge, management giving due recognition to
employees’/clients’ innovative suggestions/ideas and the bank’s handling its customers'
service problems efficiently. Employee participation systems [273] and team-based
production systems [274] have been argued to positively affect employee satisfaction.
Increased employee participation and involvement in decision making processes lead to an
increase in the level of their commitment towards their organization. It has been investigated
that group level task interdependence increases the feeling of belongingness and coordination
among employees and hence increases the degree of job satisfaction [275]
Factor 2 - Hygiene factors: It emerged out as the second factor and has four items in it i.e.
modern looking equipments in the bank, appearance of bank’s staff, the physical facilities in
the bank (waiting lounge, drinking water, washrooms etc.) and management’s taking care of
employees’ entertainment and recreation. All the items coming under this factor deal with
Hygiene factors in the bank.
Technological innovation in the work process has evidently brought about higher level of
service quality and volume of production [276] [277] [278]. Zohir [279] stated that canteen
facilities, transport facilities and other Hygiene Factors also have the positive role in
employee satisfaction.
Factor 3 - Fair and empathetic management: This term is given to the third factor, which
includes; the reward and punishment policy, judicious and fair delegation of power,
Ph. D. Thesis 105

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

best interest at heart and knowledge and skill and abilities of the seniors, peers and juniors in
the bank. All these items refer to the fair and empathetic environment that the employees
expect from the management. According to Kannan [280], equity theory is founded on the
assumption that workers expect justice, fair play, or equity in treatment by their employers.
An employee seeks a fair balance between what he or she puts into the job and what he or she
gets out of it. Equitable rewards [182] have been cited as important factors of employee
satisfaction. Style of leadership also plays an important role in determining level of job
satisfaction. Foels, Driskell, Muller, and Salas [281], using a meta-analytic integration of
research evidence to address the paradox, reveal that there is a significant tendency for groups
experiencing democratic leadership to be more satisfied than groups experiencing autocratic
leadership. Increased upward communication and its reward also result in job satisfaction.
Avtgis [282] indicated that people who reported increased communication and high reward in
communication also reported greater relational satisfaction and greater perceived
organizational influence.
Sirota et al.[283], in a major study of motivation and job satisfaction, involving 135,000
respondents from various countries and groupings, found that organizations employing
motivation schemes, that include three major constructs, i.e. equity, camaraderie and
achievement, simultaneously, tend to be far more effective than those organizations that do
not have such schemes Training practices used by organizations may have an effect, direct or
indirect on both employee motivation and organizational commitment [284] The larger the
gap between the skills required and those possessed by the employees, the greater the lack of
job satisfaction of the employees and the turnover intentions. Rowden [285] and Conine [286]
propose that training may be used as a tool to increase job satisfaction. Tsai et al. [287] found
that employees committed to learning showed a higher level of job satisfaction with a positive
effect on their performance.
Factor 4 - Smooth operations: This factor includes the bank's remittance/funds transfer
system, the charges taken by the bank on various services, the performance of machines in the
bank and the general ambience and comfort level of the bank. These are all related to Smooth
operations of all the functionaries in the banks. Many a times, employees show their irritation
because they are not happy with the various machines in the banks as computers, printers and
counting machines etc. as they are not working properly and they find themselves
106 Ph. D. Thesis

Chapter 5
handicapped in the absence of these facilities. Burke [288] found that employees reporting
greater job satisfaction also rated the quality of the firm’s products and services more highly.
Factor 5 - Considerate environment: The bank's various useful and convincing deposit
schemes and employees’ willingness to help each other have been all clubbed under
Considerate environment which emerged out as an important factor of employees satisfaction.
Considerate environment in the bank makes the employees feel attached to the organization
and helps in motivating them. Supportive working conditions and supportive colleagues have
been identified as conducive to job satisfaction by Locke [177]. According to him, having
supportive and friendly co-workers leads to increased job satisfaction. When an organization
cares for its employees, it definitely gets their support as reward. Organizational investment in
employee’s well being results in the higher satisfaction in employees. Taylor [173] suggested
that job satisfaction is directly related to company’s investment in employee’s well being.
Factor 6 - Efficient environment: Efficient environment refers to an employee’s perception

of how much the bank adopts the efficient schemes and how it maintains the various records
in the bank. An efficient system in the bank will certainly motivate its employees to be
efficient in their day to day work in the bank. Employees derive professional efficiency as
well as personal comfort from their work environment. They get more out of their work than
merely money or tangible achievements. For most employees, work also satisfies their need
for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers
leads to increased job satisfaction [289].
Factor 7 - Accessibility: Sufficient parking space and the convenient location of the bank and
their branches have been grouped as Accessibility factor. When the location of branches of a
particular bank are not convenient and the sufficient parking space is not available especially
in Delhi and NCR region, it becomes a major issue and creates stress in the mind of the
employees which reduces their satisfaction in the bank. Cronin and Taylor [86] also argue that
non-quality elements like convenience and accessibility may modify the level of satisfaction.
Factor 8 - Feel Good Factor: Convenient working hours and the safety of their future make
the employees feel good in the organization. Sinha [290] studied the job satisfaction prevalent
in Indian offices, and analyzed the causative impacts on satisfaction and dissatisfaction.
Interesting work, social status, and boss were found as crucial factors contributing to
Ph. D. Thesis 107

satisfaction whereas inadequate salary and lack of security were regarded as important factors
causing dissatisfaction.
Factor 9 - Trust: One of the important factors responsible for employee satisfaction in banks
is the promotion policy and employees’ and clients’ Trust in that particular bank. Lack of faith
of the employees in the management and lack of Trust in the hearts of clients make the
employees shaky which make them dissatisfied workers. Employees want a fair unambiguous
pay system and promotion policies. Satisfaction is not linked to the absolute amount one is
paid; rather, it is the perception of fairness. Similarly, employees seek fair promotion policies
and practices. Promotion provides opportunities for personal growth, more responsibilities
and increased social status. Individuals who perceive that promotion decisions are made in a
fair and just manner are likely to experience satisfaction from their jobs [291].
Fair promotional policies in any organization become the foundation of their growth. When an
employee gets fair promotion, which is generally based on his true assessment, he gets a type
of recognition, and hence, increases his job-satisfaction. Kalleberg and Mastekaasa [292]
found that promotions increase employee’s perceptions of the quality of their job and thereby
enhance both their satisfaction and commitment. From the consumers’ point of view, banking
was not commoditized and was more to do with Trust and tradition rather than speed of
service and convenience [293].
5.4 SECTION 3
5.4.1: Comparison of dimensions of Work Culture between two groups of various

background variables using t-test
The t-test shows the difference between two groups and in this study, comparison has been
done between private and public sector banks, male and female respondents, graduate and
postgraduate respondents, married and unmarried respondents and respondents of Delhi and
NCR region in all the selected banks and then in private and public sector banks separately.
The interpretation and discussion pertaining to comparison of various groups are given
below one by one.
108 Ph. D. Thesis

Chapter 5
5.4.1.1 Comparison of dimensions of Work Culture between Public and Private sector
banks
As per type of banks, the banks have been divided into two categories i.e. public sector banks
(N=331) and private sector banks (N=330). The t-test shown in Table 5.8 gives the
comparison of dimensions of work culture between public and private sector banks.
Disciplined and enterprising culture is a factor where there is a significant difference between
public and private sector banks (t=7.33, p ≤ .01). The respondents/ employees of both the
banks have been shown as Disciplined and enterprising but the mean is higher in private
sector banks (M=3.39) as compared to public sector banks (Mean=3.07). It means that the
employees of private sector banks are more Disciplined and enterprising than the employees
of public sector banks.
There is a significant difference in the mean values (t=3.09, p ≤ .01) in Affinity with the
organization between private and public sector banks. The mean is higher in private sector
banks (Mean=3.33) as compared to public sector banks (Mean=3.21). Significant difference in
the Meritorious culture (t=5.20, p ≤ .01) between private and public sector banks is also seen.
The mean of Meritorious culture is higher in private sector banks (Mean=3.42) as compared to
public sector banks (Mean= 3.22). Risk taking is perceived to be higher in private sector
banks (Mean= 2.59) as compared to public sector banks (Mean= 2.41). The difference is
significant at t=3.09, p ≤ .01. It can be implied that both the public and private sector banks
lack in Risk taking approach. But this tendency is little better in private sector banks than in
public sector banks.
Also there is a significant difference in Innovative and participative work culture between
private and public sector banks (t=2.51 p ≤ .01). The mean is higher in private sector banks
(Mean= 3.05) as compared to public sector banks (Mean= 2.93) which means that the
employees of private sector banks are Innovative and participative whereas the employees of
public sector banks have been found lacking in this dimension.
No significant difference is found in the mean values of other dimensions of work culture
between public sector and private sector banks as perceived by employees. But it is clear from
Table 5.8 that employee respondents of both types of banks lack in Performance Norms
(Mean=2.85 and 2.94), Relationship with seniors (Mean=2.55 and 2.60), Empathy
(Mean=2.81 and 2.90) and Empowerment (Mean=2.80 and 2.86).
Ph. D. Thesis 109

Table 5.8: Comparison of dimensions of Work Culture between Public and Private Sector Banks
Dimensions of Work Culture Public Sec Banks Private Sec Banks
(N= 331) (N=330) t-value
Mean S.D Mean S.D
Disciplined and enterprising culture 3.07 0.50 3.39 0.61 7.33**
Affinity with the organization 3.21 0.46 3.33 0.51 3.09**
Performance norms 2.85 0.56 2.94 0.64 1.82NS
Relationship with seniors 2.55 0.79 2.60 0.85 0.71NS
Meritorious culture 3.22 0.47 3.42 0.51 5.20**
Empathy 2.81 0.66 2.90 0.73 1.68NS
Risk taking 2.41 0.72 2.59 0.79 3.09**
Innovative and participative culture 2.93 0.57 3.05 0.62 2.51**
Empowerment 2.80 0.54 2.86 0.59 1.48 NS
**significant at .01 level NS= not significant
5.4.1.2 Comparison of dimensions of Work Culture between Male and Female employees
Significant difference is found in the mean values of only two dimensions of work culture
between female and male respondents Table 5.9 shows a significant difference in the mean
values (t=3.17, p ≤ .01) in Meritorious culture between female and male respondents. Both the
groups are inclined towards merit oriented culture but the mean is higher in females (M=3.43)
as compared to male respondents (M=3.29) implying that the female employees of the banks
are more inclined towards Meritorious culture than the male employees Also there is a
significant difference in Innovative and participative work culture between male and female
respondents (t=2.91 p ≤ .01). The mean is higher in female employees (M= 3.10) as compared
to male employees (M= 2.95) which means that the female respondents are Innovative and
participative whereas male respondents lack in this dimension.
No significant difference is found in the mean values of other dimensions of work culture
between female and male employee respondents implying that employees of both the groups
do not vary on these dimensions. But it is clear from Table 5.9 that both female and male
employees of banks are Disciplined and enterprising (M=3.29 and 3.21) and have Affinity
with the organization (M=3.26 and 3.26). But at the same time the employees, irrespective of
the gender, are lacking in Performance Norms (M=2.91 and 2.89), Relationship with seniors
(M=2.53 and 2.59), Empathy (M=2.88 and 2.85), Risk taking (M=2.53 and 2.49) and
Empowerment (M=2.85 and 2.83).
110 Ph. D. Thesis

Chapter 5
Table 5.9: Comparison of dimensions of Work Culture between Male and Female employees
Female Male
Dimensions of Work Culture (N=172) (N=489) t-value
Mean S.D Mean S.D
Disciplined and enterprising culture 3.29 0.59 3.21 0.58 1.59NS
Affinity with the organization 3.26 0.48 3.26 0.48 0.88NS
Relationship with seniors 2.53 0.80 2.59 0.84 0.76
Empathy 2.88 0.71 2.85 0.70 0.34
Risk taking 2.53 0.74 2.49 0.77 0.64
Innovative and participative culture 3.10 0.58 2.95 0.60 2.91**
Empowerment 2.85 0.61 2.83 0.55 0.40
5.4.1.3 Comparison of dimensions of Work Culture between Female and Male employees
in Public Sector Banks
There is no significant difference in the mean values of any dimension of work culture as
perceived by female and male employees of public sector banks. It is clear from Table 5.10
that both the groups are Disciplined and enterprising (M=3.15 and 3.05), have Affinity with
the Organization (M=3.22 and 3.21) and are Meritorious culture oriented (M=3.32 and 3.20).
But at the same time, these groups are lacking in Performance norms (M=2.91 and 2.84),
Relationship with seniors (M=2.55 and 2.55), Empathy (M=2.91 and 2.79), Risk taking
(M=2.50 and 2.39) and Empowerment (M=2.91 and 2.77). Female employees are
Innovative and participative (M=3.04) but male employees are lacking in this dimension
(M= 2.90).
Table 5.10: Comparison of dimensions of Work Culture between Female and Male employees in
Public Sector Banks
Female Male
Mean S.D Mean S.D
Relationship with seniors 2.55 0.75 2.55 0.80 0.01 NS
Meritorious culture 3.32 0.52 3.20 0.45 1.93NS
Empathy 2.91 0.67 2.79 0.65 1.28NS
Risk taking 2.50 0.67 2.39 0.74 1.09NS
Innovative and participative culture 3.04 0.54 2.90 0.58 1.76 NS
Empowerment 2.91 0.60 2.77 0.52 1.83 NS
NS= not significant
Ph. D. Thesis 111

5.4.1.4 Comparison of dimensions of Work Culture between Female and Male employees
in Private Sector Banks
No significant difference has been found in the mean values of any dimension of workculture
as perceived by female and male employees of private sector banks. It is clear from Table
5.11 that both the groups are Disciplined and enterprising (M=3.38 and 3.40), have Affinity
with the organization(M=3.35 and 3.32) are Meritorious culture oriented (M=3.49 and 3.39)
and are Innovative and participative (M=3.14 and 3.00) But at the same time, these groups
are lacking in Performance norms (M=2.91 and 2.95), Relationship with seniors (M=2.52 and
2.63), Empathy (M=2.86 and 2.93) Risk taking (M=2.56 and 2.61) and Empowerment
(M=2.81 and 2.89).
Table 5.11: Comparison of dimensions of Work Culture between Female and Male employees in
Private Sector Banks
Female Male
Mean S.D Mean S.D
Performance norms 2.91 0.59 2.95 0.66 0.58 NS
Meritorious culture 3.49 0.52 3.39 0.51 1.63 NS
Empathy 2.86 0.73 2.93 0.73 0.86NS
Risk taking 2.56 0.78 2.61 0.79 0.61NS
Innovative and participative 3.14 0.60 3.00 0.62 1.87NS
Empowerment 2.81 0.62 2.89 0.57 1.18NS
NS= not significant
5.4.1.5 Comparison of dimensions of Work Culture between Graduate and Postgraduate

employees
perceived by graduate and postgraduate employees of the banks. It appears that the level of
education does not make any difference in the perception of the employees towards the work
culture. But it is clear from Table 5.12 that both the groups are Disciplined and enterprising
(M=3.21 and 3.25), have Affinity with the organization (M=3.25 and 3.28) and are inclined
towards Meritorious culture (M=3.29 and 3.34). At the same time, both the groups lack in
Performance Norms (M=2.90 and 2.89), Relationship with seniors (M=2.57 and 2.58),
Empathy (M=2.86 and 2.86), Risk taking (M=2.47 and 2.52) and Empowerment (M=2.81 and
2.85). Postgraduate employees are Innovative and participative (M=3.01) whereas the
graduate ones are lacking in this dimension (M=2.94).
112 Ph. D. Thesis

Chapter 5
Table 5.12: Comparison of dimensions of Work Culture between Graduate and Postgraduate employees
Graduates Postgraduates
Mean S.D Mean S.D
Disciplined and enterprising culture 3.21 0.59 3.25 0.58 0.91 NS
Empathy 2.86 0.69 2.86 0.70 0.15NS
Risk taking 2.47 0.78 2.52 0.75 0.77NS
Innovative and participative 2.94 0.59 3.01 0.60 1.50 NS
Empowerment 2.81 0.55 2.85 0.57 0.81 NS
NS= not significant

employees in Public Sector Banks
perceived by graduate and postgraduate employees of public sector banks. In public sector
banks, it appears that the level of education, graduate or postgraduate, does not make any
significant difference in the perception of the employees towards the work culture. It is clear
from Table 5.13, that both the groups of public sector banks are Disciplined and enterprising
(M=3.04 and 3.10), have Affinity with the organization (M=3.20 and 3.22) and are inclined
towards Meritorious culture (M=3.20 and 3.25). But at the same time, these groups are
lacking in Performance norms (M=2.88 and 2.83), Relationship with seniors (M=2.56 and
2.55), Empathy (M=2.84 and 2.80), Risk taking (M=2.40 and 2.42), Innovative and
participative culture (M=2.93 and 2.93) and Empowerment (M=2.81 and 2.79).
Graduate Postgraduate
Mean S.D Mean S.D
Disciplined and enterprising culture 3.04 0.50 3.10 0.52 1.20 NS
Empathy 2.84 0.66 2.80 0.66 0.63NS
Risk taking 2.40 0.70 2.42 0.75 0.18NS
Innovative and participative 2.93 0.58 2.93 0.57 0.01NS
Empowerment 2.81 0.54 2.79 0.54 0.42NS
NS= not significant
Ph. D. Thesis 113


employees in Private Sector Banks
Similar to the public sector banks, there is no significant difference in the mean values of any
dimension of work culture as perceived by graduate and postgraduate employees of private
sector banks also. Table 5.14 shows the employees of both the groups are Disciplined and
enterprising (M=3.47 and 3.36), have Affinity with the organization (M=3.32 and 3.33) and
are Meritorious culture oriented (M=3.45 and 3.41). But at the same time, employees of these
groups are lacking in Performance Norms (M=2.93 and 2.94), Relationship with seniors
(M=2.58 and 2.61), Empathy (M=2.90 and 2.90), Risk taking (M=2.58 and 2.60) and
Empowerment (M=2.80 and 2.89). Postgraduate employees are Innovative and participative
(M=3.08) whereas graduate employees are lacking in this dimension (M=2.96).
Graduates Postgraduates
Dimensions of Work Culture (N=99) (N=231)
Mean S.D Mean S.D t-value
Performance norms 2.93 0.69 2.94 0.62 0.08 NS
Empathy 2.90 0.73 2.90 0.73 0.01NS
Risk taking 2.58 0.89 2.60 0.74 0.20 NS
Innovative and participative culture 2.96 0.61 3.08 0.62 1.59NS
Empowerment 2.80 0.56 2.89 0.60 1.23NS
NS= not significant
5.4.1.8 Comparison of dimensions of Work Culture between Married and Unmarried

employees
The t-test shown in Table 5.15 gives the comparison of dimensions of work culture between
married and unmarried employee respondents. There is a significant difference in the mean
values of six out of nine dimensions of Work Culture between married and unmarried
employees. Disciplined and enterprising culture is a factor where there is a significant
difference between unmarried and married employee respondents (t=4.86, p ≤ .01). Both
married and unmarried employees are Disciplined and enterprising but the mean is higher in
unmarried respondents (Mean=3.56) as compared to married respondents (Mean=3.20) which
means that the unmarried employees are more Disciplined and enterprising than the married
employees. There is a significant difference in the mean values (t=2.54, p ≤ .01) in Affinity
114 Ph. D. Thesis
Chapter 5
with the organization between unmarried and married employees. The mean is higher in
unmarried employees (Mean=3.42) as compared to married ones (Mean=3.25). Also there is
a significant difference in Performance norms between unmarried and married employees
(t=4.23 p ≤ .01). The mean is higher in unmarried employees (Mean= 3.19) as compared to
married employees (Mean= 2.86) implying that the unmarried employees exhibit Performance
norms whereas the married ones lack in these dimensions.
Significant difference in Relationship with seniors (t=2.33, p ≤ .05) between unmarried and
married employees is also seen. Both female and male respondents show unsatisfactory
perception regarding Relationship with seniors but the situation is better in unmarried
employees (Mean= 2.80) than in married employees (Mean=2.55).
Though the employees of both the groups are Meritorious culture oriented but this orientation
is perceived to be higher in unmarried employees (M= 3.62) as compared to married
employees (M= 3.29). The difference is significant at t=5.21, p ≤ .01. Also there is a
significant difference in Innovative and participative culture between unmarried and married
employees (t=2.08, p ≤ .05). The mean is higher in unmarried ones (M= 3.13) as compared to
married employees (M= 2.97) which means that unmarried employees are Innovative and
participative whereas married respondents lack in this dimension.
There is no significant difference in other three dimensions but Table 5.15 shows that both the
groups lack in Empathy (M=2.97 and M=2.85), Risk taking (M=2.65 and M=2.49) and
Empowerment (M=2.92 and M=2.82)
Table 5.15: Comparison of dimensions of Work Culture between Married and Unmarried employees
Unmarried Married
Mean S.D Mean S.D
Disciplined and enterprising culture 3.56 0.58 3.20 0.57 4.86**
Affinity with the organization 3.42 0.55 3.25 0.48 2.54**
Performance norms 3.19 0.57 2.86 0.60 4.23**
Relationship with seniors 2.80 0.85 2.55 0.81 2.33*
Empathy 2.97 0.70 2.85 0.69 1.06 NS
Risk taking 2.65 0.80 2.49 0.75 1.60 NS
Innovative and participative culture 3.13 0.70 2.97 0.58 2.08*
Empowerment 2.92 0.63 2.82 0.56 1.39 NS
*significant at .05 level **significant at .01 level NS= not significant
Ph. D. Thesis 115

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

Delhi and NCR
No significant difference is found in the mean values of any dimension of work culture
between Delhi and NCR, implying that work culture of the banks does not vary in any of the
dimensions with change in the region as shown in Table 5.16. It is clear from Table 5.16 that
employees of banks in both Delhi and NCR are Disciplined and enterprising (Mean=3.22 and
3.30). They have Affinity with the organization (Mean=3.26 and 3.30) and are inclined
towards Meritorious culture (Mean=3.31 and 3.40). But at the same time, the same employees
of both the regions lack in Performance norms (Mean=2.89 and 2.97), Relationship with
seniors (Mean=2.60 and 2.49), Empathy (Mean=2.85 and 2.89), Risk taking (Mean=2.49 and
2.56), and Empowerment (Mean=2.83 and 2.84). Employees of NCR are Innovative and
participative (Mean=3.05) and the employees of Delhi are lacking in this dimension
(Mean=2.97).
Table 5.16: Comparison of dimensions of Work Culture between respondents of banks in Delhi and NCR
Delhi NCR
Dimensions of Work Culture (N= 526) (N=135) t-value
Mean S.D Mean S.D
Affinity with the organization 3.26 0.48 3.30 0.51 0.71 NS
Meritorious culture 3.31 0.51 3.40 0.48 0.96 NS
Empathy 2.85 0.70 2.89 0.67 0.62NS
Risk taking 2.49 0.76 2.56 0.76 0.90NS
Empowerment 2.83 0.58 2.84 0.51 0.30 NS
NS= not significant

Delhi and NCR in Public Sector Banks
Significant difference has been found in the mean values of only two dimensions of work
culture between Delhi and NCR in public sector banks. Table 5.17 is showing a significant
difference in the mean values (t=2.04, p ≤ .05) in Performance norms between respondents of
Delhi and NCR. The mean is higher in NCR (M=2.98) as compared to Delhi respondents
(M=2.82) implying that the employees of both the regions are lacking in Performance norms
but the employees of Delhi banks show lower Performance Norms than the employees of
banks in NCR. Also there is a significant difference in Relationship with seniors (t=2.03 p ≤
116 Ph. D. Thesis

Chapter 5
.05). Both the groups are lacking in this dimension but the mean is higher in Delhi banks (M=
2.59) as compared to NCR (M= 2.37).
No significant difference has been found in the mean value of other dimensions of work
culture between Delhi and NCR implying that work culture of employees of both the groups
does not vary with region in these dimensions as shown in Table 5.17. It is clear from the
table that employees of both the groups are Disciplined and enterprising (M=3.08 and 3.04),
have Affinity with the organization (M=3.23 and 3.15) and are inclined towards Meritorious
culture (M=3.22 and 3.26). But at the same time the employees, irrespective of the region
they are working in, are lacking in Empathy (M=2.80 and 2.87), Risk taking (M=2.41 and
2.44), Innovative and participative culture (M=2.92 and 2.97) and Empowerment (M=2.81
and 2.77).
Delhi NCR
Mean S.D Mean S.D
Affinity with the organization 3.23 0.46 3.15 0.45 1.19 NS
Performance norms 2.82 0.56 2.98 0.56 2.04*
Relationship with seniors 2.59 0.77 2.37 0.83 2.03*
Empathy 2.80 0.64 2.87 0.72 0.75NS
Risk taking 2.41 0.72 2.44 0.75 0.28NS
Empowerment 2.81 0.53 2.77 0.55 0.54NS
*significant at .05 level NS= not significant

Delhi and NCR in Private Sector Banks
perceived by employees of private sector banks of both Delhi and NCR. It might be because
of the fact that the infrastructure, technology, deployment of staff and product classification
etc. are almost the same in Delhi and NCR as far as private sector banks are concerned.
But it is clear from Table 5.18 that both the groups are Disciplined and enterprising (M=3.36
and 3.51), have Affinity with the organization (M=3.30 and 3.42), are inclined towards
Meritorious culture (M=3.42 and 3.45) and are Innovative and participative (M=3.03 and
3.11). At the same time, both the groups are lacking in Performance norms (M=2.94 and
Ph. D. Thesis 117

2.95), Relationship with seniors (M=2.60 and 2.60), Empathy (M=2.90 and 2.91), Risk
taking (M=2.58 and 2.66) and Empowerment (M=2.85 and 2.91).
Delhi NCR
Mean S.D Mean S.D
Relationship with seniors 2.60 0.86 2.60 0.84 .03 NS
Empathy 2.90 0.75 2.91 0.63 0.09NS
Risk taking 2.58 0.79 2.66 0.75 0.78NS
Innovative and participative culture 3.03 0.63 3.11 0.58 1.08 NS
Empowerment 2.85 0.62 2.91 0.47 0.78NS
NS= not significant
5.4.2 Comparison of dimensions of Work Culture across various Experience, Age and
Income groups (ANOVA)
A few characteristics of the respondents had more than two categories/options. For this, one
way analysis of variance was applied along with Post hoc test (Duncan’s Mean Test) in order
to compare the dimensions of work culture across the various groups of respondents for all the
banks and also for public sector banks and private sector banks separately. The personal
characteristics included experience, age and income of all the respondents.
5.4.2.1 Comparison of dimensions of Work Culture across three Experience groups
The three experience groups have been shown in Table 5.19 as Experience1 (E1), Experience
2 (E2) and Experience 3 (E3). Respondents/employees in E1 are those who have the
experience of more than 20 years, E2 is that group which has 20 years experience whereas E3
has 10 years’ experience to their credit.
Significant difference has been found in the mean values of eight out of nine dimensions of
work culture in banks as perceived by employee respondents across the various experience
groups. It can be seen that F value is highest in case of Disciplined and enterprising culture
(f=36.11,p<0.1) followed by Meritorious culture (f=21.71p<.01), Innovative and Participative
(f=11.26 p<0.1), Risk taking (f=6.74 p<0.1), Empathy (f=5.26 p<0.1), Performance Norms
(f=5.18 p<0.1), Affinity with the organization(f=4.59 p<0.1) and Relationship with seniors
118 Ph. D. Thesis

Chapter 5
(f=3.81 p<0.5). All the factors except Empathy (as shown in Table 5.19) are exhibited better
by the E3 group and Empathy is exhibited better by E2 group.
Table 5.19: Comparisons of dimensions of Work Culture across three Experience groups
(E1= more than 20 yrs., E2=20 yrs, E3 =10 yrs.) - Duncan’s Mean Test
E1 E2 E3 E1 E1 E2 F-value
Dimensions of (N=193) (N=186) (N=282) v/s v/s v/s
Work Culture Mean S.D Mean S.D Mean S.D E2 E3 E3
Disciplined and enterprising
culture 3.02 0.50 3.13 0.53 3.44 0.61 - * * 36.11**
Affinity with the organization 3.22 0.45 3.22 0.47 3.34 0.52 - * * 4.59**
Performance Norms 2.79 0.66 2.88 0.53 2.97 0.60 - * - 5.18**
Relationship with seniors 2.50 0.81 2.50 0.78 2.68 0.84 - * * 3.81*
Meritorious culture 3.20 0.50 3.23 0.45 3.46 0.50 - * * 21.71**
Empathy 2.73 0.65 2.93 0.66 2.90 0.73 * * 5.26**
Risk taking 2.41 0.75 2.41 0.71 2.63 0.78 - * * 6.74**
Innovative and Participative 2.87 0.59 2.92 0.57 3.11 0.60 - * * 11.26**
Empowerment 2.77 0.52 2.82 0.58 2.88 0.58 - - - 2.08NS
There is no significant difference across three experience groups as far as Empowerment is

concerned. Table 5.19 shows all the values of mean and standard deviation of the dimensions
of work culture across the three experience groups. It is interesting to note that the mean in
seven out of eight factors is highest in E3 indicating that E3 employees who have 10 years’
experience are more Disciplined and enterprising (Mean=3.44) , and have more Affinity with
the organization (Mean=3.34) than the other Experience group. The same group is more
Meritorious culture oriented also (Mean=3.46) and more Innovative and participative than the
other E groups.
All the three groups have been shown lacking in Performance Norms, Relationship with
seniors, Empathy and Risk taking as the mean value is less than three in all the groups but
the mean of E3 is highest in all the groups. In Empathy, the mean is highest in E2 implying
that the employees having 20 years’ experience are better than the other E groups.
There is a significant difference between E1 and E3, and E2 and E3 as far as Disciplined and
enterprising culture, Affinity with the organization, Relationship with seniors, Meritorious
culture, Risk taking and Innovative and participative culture are concerned. It can be seen that
mean is higher in E3 implying that E3 group which has 10 years’ experience are more
Disciplined, more Meritorious and more Innovative and participative than E2 and E1. All the
groups are low in Risk taking and Relationship with seniors. But the mean value is higher in
E3 than E1 and E2. There is significant difference between E1 and E2, and E1 and E3 as far
Ph. D. Thesis 119

as Empathy is concerned. It is clear from Table 5.19 that the mean is less than three in all the
groups implying that all the groups are lacking in Empathy but the mean is higher in E2 than
E1 and E3.
5.4.2.2 Comparisons of dimensions of Work Culture across three Experience groups in

Public Sector Banks
Significant difference has been found in the mean values of three out of nine dimensions of
work culture in public sector banks as perceived by employee respondents across the various
experience groups. Affinity with the Organization, Meritorious culture and Empathy have
shown significant differences at .05 level in mean and standard deviation values, with F
values of 3.83, 3.64 and 3.81 respectively. There is no significant difference among three
experience groups as far as other factors are concerned.
It is interesting to note that the mean is highest in E1as far as Affinity with the Organization is
concerned indicating that E1 employees who have experience of more than 20 years have
Affinity with the organization in comparison with the other experience groups. In contrast
with Affinity with the organization, the mean value is highest in E3 employees among all the
three groups as far as Meritorious culture is concerned indicating that the E3 employees
having experience of 10 years are more inclined towards Meritorious culture (M=3.44) than
the other two groups. None of the groups is Empathetic but E2 employees, who have 20 years
experience have a mean score of (M= 2.93), are quite close to empathetic culture in the banks.
There is a significant difference between E1 and E3, and E2 and E3 as far as Affinity with the
Organization and Meritorious culture are concerned. It can be seen from Table 5.20 that out
of E1 and E3, mean is higher in E1 (M=3.25) than E3 (M=3.00) implying that E1 employees
(more than 20 years’ experience) have more bonding than E3 group. Out of E2 and E3, mean
is higher in E2 (M=3.22) than E3 (M=3.00) indicating that E2 employees have more Affinity
with the organization as compared to E3. The score of Meritorious culture is highest in E3
(M=3.44) indicating that least experienced employees are more Meritorious culture oriented
than E1 (M=3.21) and E2 (M=3.19). There is significant difference between E1 and E2 as far
as Empathy is concerned. Both the groups of the public sector banks are lacking in Empathy
but the mean value is higher in E2 ((M=2.93) than E1 (M=2.75).
120 Ph. D. Thesis

Chapter 5
Table 5.20: Comparisons of dimensions of Work Culture among three Experience groups in Public Sector
Banks
(E1= more than 20 yrs, E2=20 yrs, E3 =10 yrs) - Duncan’s Mean Test
Work Culture Mean S.D Mean S.D Mean S.D E2 E3 E3
Disciplined and 3.02 0.50 3.12 0.48 3.12 0.63 - - - 1.43NS
enterprising culture
Affinity with the 3.25 0.44 3.22 0.47 3.00 0.44 - * * 3.83*
organization
Performance Norms 0.61 0.05 0.52 0.04 0.44 0.08 - - - 1.56 NS
Relationship with seniors 2.56 0.80 2.54 0.78 2.55 0.78 - - - 0.03 NS
Meritorious culture 3.21 0.48 3.19 0.44 3.44 0.44 - * * 3.64*
Empathy 2.75 0.67 2.93 0.65 2.66 0.58 * - - 3.81 *
Risk taking culture 2.42 0.76 2.40 0.68 2.40 0.74 - - - 0.02 NS
Innovative and 2.92 0.58 2.91 0.56 3.04 0.59 - - - 0.68 NS
participative culture
Empowerment 2.79 0.53 2.82 0.57 2.77 0.44 - - - 0.13
5.4.2.3 Comparisons of dimensions of Work Culture across three Experience groups in

As Table 5.21 shows there is significant difference in the mean value of five out of nine
dimensions of work culture in banks as perceived by employee respondents of private sector
banks across the various experience groups.
Disciplined and enterprising culture, Affinity with the organization, Relationship with seniors,
Meritorious culture and Innovative and participative culture have shown significant
differences at .01 level in mean and standard deviation values, with F values of 11.66, 5.85,
7.17, 5.59 and 10.45 respectively. There is no significant difference across three experience
groups as far as other factors are concerned.
It is interesting to note that in all the factors showing significant difference, the mean is
highest in E3. The least experienced employees are more Disciplined and enterprising
(M=3.48) than the other two groups. Similarly, they have more Affinity with the organization
(M=3.38), they are Meritorious culture oriented (M=3.47) and are more Innovative and
participative (M=3.12) than the other E groups. In the dimension namely Relationship with
seniors, the mean is less than three in all the groups but it is highest in E3 (M=2.69).
There is significant difference between E1 and E3, and E2 and E3 as far as Disciplined and
enterprising culture and Relationship with seniors are concerned. It can be seen from table
5.21 that out of E1 and E3, and E2 and E3 the mean is higher in E3 than E1 and E2. It implies
Ph. D. Thesis 121

that the least experienced employees are more Disciplined and enterprising than the
experienced ones whereas the employees of the same group are lacking in Relationship with
seniors. But the mean is highest in E3 when compared to E1 and E2. There is significant
difference between E1 and E2 and E1 and E3 as far as Innovative and participative culture is
concerned. But out of three groups, E2 is better than E1 and E3 is better than E1. Significant
difference is also seen between E1 and E3 in the dimensions namely Affinity with the
organization, Meritorious culture, Empathy and Risk taking. The mean in all these dimensions
is higher in E3 than E1.
Table 5.21: Comparison of dimensions of Work Culture across three Experience groups in
(E1= more than 20 yrs., E2=20 yrs., E3 =10 yrs.) - Duncan’s Mean Test
E1 E2 E3 E1 E1 E2
Dimensions of Work Culture (N=34) (N=45) (N=251) v/s v/s v/s F-value
Mean S.D Mean S.D Mean S.D E2 E3 E3
Disciplined and enterprising 3.04 0.48 3.17 0.65 3.48 0.60 - * * 11.66**
culture
Affinity with the organization 3.09 0.47 3.23 0.47 3.38 0.51 - * - 5.85 **
Performance norms 2.71 0.84 2.93 0.55 2.97 0.62 - * - 2.44NS
Relationship with seniors 2.19 0.83 2.38 0.78 2.69 0.85 - * * 7.17**
Meritorious culture 3.18 0.58 3.33 0.44 3.47 0.51 - * - 5.59**
Empathy 2.63 0.57 2.96 0.69 2.93 0.75 - * - 2.71 NS
Risk taking culture 2.34 0.71 2.44 0.81 2.66 0.78 - * - 3.44NS
Innovative and participative 2.64 0.59 2.94 0.59 3.12 0.60 * * - 10.45**
culture
Empowerment 2.71 0.48 2.82 0.60 2.89 0.60 - - - 1.65NS
5.4.2.4 Comparison of dimensions of Work Culture across three Age groups
The three age groups have been shown in Table 5.22 as Age1 (A1), Age 2 (A2) and Age3
(A3). Respondents/employees in A1 are less than 31 years of age, A2 is that group which falls
between 31 and 44 years of age and A3 employees are 45 years old or more than that.
Significant difference has been found in the mean values of eight out of nine dimensions of
work culture in banks as perceived by respondents of the various age groups. Disciplined and
enterprising culture, Performance Norms, Meritorious culture, Risk taking and Innovative and
participative culture have shown highly significant differences at .01 level in mean and
standard deviation values, with F values of 35.51, 6.37, 23.28, 7.06 and 9.43 respectively.
Affinity with the organization, Relationship with seniors and Empathy have shown significant
122 Ph. D. Thesis

Chapter 5
difference at .05 level in mean and standard deviation values, with F value of 4.12, 3.80 and
3.33 respectively. There is no significant difference across three age groups as far as
Empowerment is concerned. It is interesting to note that the mean in all eight factors (showing
significant difference) is highest in A1 indicating that the employees falling in youngest age
group A1 (less than 31) are more Disciplined and enterprising, more well connecting, more
Meritorious culture oriented and more Innovative and participative in comparison with the
other age groups. The employees of all the three age groups are lacking in Performance
norms, Relationship with seniors, Empathy and Risk taking but the situation is little better in
A1 than A2 and A3 in these dimensions.
Table 5.22: Comparison of dimensions of Work Culture across three Age groups
(A1= less than 31, A2= 31-44, A3=45 and above) - Duncan’s Mean Test
A1 A2 A3 A1 A1 A2 F-value
Work Culture Mean S.D Mean S.D Mean S.D A2 A3 A3
Disciplined and 3.54 0.58 3.20 0.57 3.04 0.51 * * * 35.51**
Affinity with the 3.37 0.56 3.24 0.47 3.24 0.45 * * - 4.12*
organization
Performance norms 2.99 0.65 2.93 0.54 2.77 0.64 - * * 6.37**
Relationship with seniors 2.73 0.90 2.55 0.77 2.50 0.82 * * - 3.80*
Meritorious culture 3.55 0.49 3.28 0.48 3.22 0.50 * * - 23.28**
Empathy 2.96 0.75 2.87 0.69 2.77 0.64 - * - 3.33*
Risk taking culture 2.69 0.80 2.48 0.74 2.39 0.74 * * - 7.06**
Innovative and 3.14 0.61 2.99 0.60 2.86 0.56 * * * 9.43**
Empowerment 2.84 0.62 2.85 0.56 2.79 0.52 - - - 0.65NS
There is significant difference between A1 and A2, A1 and A3, and A2 and A3 as far as
Disciplined and enterprising culture and Innovative and participative culture in banks are
concerned. It can be seen that mean is higher in A1 than A2 implying that A1 group, the
group which is less than 31 years of age, is more disciplined, enterprising and innovative than
A2. Similarly out of A1 and A3, the mean is higher in A1 implying that again the same A1
group is more disciplined, enterprising and innovative than A3. There is significant difference
between A1 and A2, and A1 and A3 as far as Affinity with the organization, Relationship
with seniors, Meritorious culture and Risk taking are concerned. It can be seen that mean is
higher in A1 than A2 and A3 in Affinity with the Organization and Meritorious culture
indicating that A1 group is better than A2 and A3 in these dimensions. The mean value is less
Ph. D. Thesis 123

than 3 in Relationship with seniors and Risk taking but Table 5.22 shows that the mean is
highest in A1.There is significant difference between A1 and A3 as far as Empathy is
concerned. The mean is again less than 3 in both the groups but the situation is better in A1
(M=2.96) than A3 (M=2.77).
5.4.2.5 Comparison of dimensions of Work Culture across three Age groups in Public
Sector Banks
Significant difference has been found in the mean values of only two dimensions of work
culture in banks as perceived by respondents of the various age groups in public sector banks.
Disciplined and enterprising culture and Affinity with the Organization have shown
significant differences at .05 levels in mean and standard deviation values, with F values of
3.08 and 3.48 respectively. There is no significant difference across three age groups as far as
other dimensions are concerned. In Disciplined and enterprising culture, the mean is highest in
A1 (less than 31 years old) implying that the employees of youngest age group are more
Disciplined and enterprising (M=3.37) than the other two age groups whereas in Affinity with
the organization, A3 (45 years and above) is better (M=3.27) than the other age groups in
public sector banks.
Table 5.23: Comparison of dimensions of Work Culture across three Age groups in Public Sector Banks
Disciplined and enterprising
culture 3.37 0.53 3.08 0.50 3.03 0.50 * * - 3.08*
Affinity with the organization 2.98 0.50 3.18 0.46 3.27 0.45 - * 3.48*
Performance norms 3.00 0.56 2.91 0.52 2.78 0.60 - - * 2.68NS
Relationship with seniors 2.67 0.82 2.52 0.77 2.58 0.81 - - - 0.40NS
Meritorious culture 3.43 0.32 3.20 0.47 3.23 0.47 - - - 1.73 NS
Empathy 2.53 0.67 2.88 0.65 2.77 0.65 - - - 2.55 NS
Risk taking culture 2.43 0.73 2.43 0.70 2.39 0.75 - - - 0.15 NS
Innovative and participative 2.96 0.68 2.95 0.59 2.91 0.54 - - - 0.19 NS
culture
Empowerment 2.83 0.49 2.79 0.54 2.80 0.54 - - - 0.05NS
There is significant difference between A1 and A2, and A1 and A3, as far as Disciplined and
enterprising culture in public sector banks is concerned. It can be seen that mean is higher in
A1 (M=3.37) than A2 (M=3.08) and A3 (M=3.03) implying that A1group is more Disciplined
124 Ph. D. Thesis

Chapter 5
and enterprising than A2 and A3. Significant difference can be seen in Table 5.23 between A1
and A3 as far as Affinity with the organization is concerned. Mean value is 2.98 in A1 and
3.27 in A3 indicating that A1 is slightly lacking in Affinity with the organization whereas A3
has Affinity with the Organization. There is significant difference between A2 and A3 as far
as Performance norms are concerned. Both the groups are lacking in Performance norms but
the situation is slightly better in A2 (M=2.91) than in A3 (M=2.78).
5.4.2.6 Comparison of dimensions of Work Culture across three Age groups in Private
Sector Banks
Significant differences have been found in the mean values of six dimensions of work culture
in banks as perceived by respondents of the various age groups in private sector banks.
Disciplined and enterprising culture, Affinity with the Organization, Relationship with
seniors, Meritorious culture and Innovative and Participative culture have shown highly
significant differences at .01 level in mean and standard deviation values, with F values of
11.89, 5.16, 6.70, 11.82 and 9.66 respectively. Risk taking has shown significant difference at
.05 levels in mean and standard deviation values, with 3.61 F value. There is no significant
difference across three age groups in private sector banks as far as Performance Norms,
Empathy and Empowerment are concerned. Table 5.24 shows all the values of mean and
standard deviation of the dimensions of work culture across the three age groups in private
sector banks. Again the mean in all six factors (showing significant difference) is highest in
A1 indicating that the employees of youngest age group A1 (less than 31) are more
Disciplined and enterprising, more well connecting, more Meritorious culture oriented and
more Innovative and participative than the other age groups. On the contrary, all the groups
are lacking in Relationship with seniors and Risk taking as the mean is less than three. But the
mean value is highest in A1.
There is significant difference across all the age groups as far as Disciplined and enterprising
culture, Meritorious culture and Empathy are concerned. It can be seen that mean is higher in
A1 than A2 and A3, and out of A2 and A3 it is higher in A2 implying that A1 group, the
group which is less than 31 years of age, is more Disciplined and enterprising, more
Meritorious culture oriented and more Empathetic than A2 and A3. Similarly out of A2 and
A3, the mean is higher in A2 than A3 implying that A2 group is more Disciplined and
enterprising, more Meritorious culture oriented and more Empathetic than A3.
Ph. D. Thesis 125

There is significant difference between A1 and A3, and A2 and A3 as far as Affinity with the
organization, Relationship with seniors and Innovative and participative culture are
concerned. The employees of A1group (Mean=3.41) have more Affinity with the
Organization than A3 (Mean=3.13) and A2 (Mean=3.37). It can be seen that mean is less
than three in all the groups as far as Relationship with seniors is concerned implying that all
the groups are lacking in this dimension but the mean is lowest in A3 (Mean=2.19) when
compared with A1(Mean=2.74) and A2(Mean=2.58). As far as Innovative and participative
culture is concerned, A1 and A3 show sharp contrast in their behaviors and so do A2 and A3.
A1 (Mean=3.16) employees are Innovative and participative whereas A3 (M=2.68) are
lacking in this dimension. Employees of A2 (Mean=3.04) are Innovative and participative
whereas A3 (Mean=2.68) are lacking in this dimension. Out of A1 and A3, and A2 and A3,
mean is higher in A1 and A2 indicating that A1 group is more Innovative and participative
than A3 and A2 group is more Innovative and participative than A3. Both the groups A1 and
A3 are lacking in Performance norms but there is significant difference between A1 and A3 as
shown in Table 5.24. A1 employees are better (Mean=2.99) than A3 (Mean=2.74).
Table 5.24: Comparison of dimensions of Work Culture across three Age groups in Private Sector Banks
A1 A2 A3 A1 A1 A2
Dimensions of (N=140) (N=150) (N=40) v/s v/s v/s F-value
Disciplined and 3.56 0.58 3.32 0.62 3.09 0.54 * * * 11.89**
Affinity with the 3.41 0.56 3.37 0.47 3.13 0.46 - * * 5.16**
organization
Performance Norms 2.99 0.66 2.95 0.57 2.74 0.79 - * - 2.26 NS
Relationship with 2.74 0.91 2.58 0.77 2.19 0.83 - * * 6.70**
seniors
Meritorious culture 3.56 0.50 3.36 0.47 3.18 0.58 * * * 11.82**
Empathy 3.00 0.75 2.85 0.73 2.75 0.61 * * * 2.60 NS
Risk taking culture 2.71 0.80 2.54 0.78 2.38 0.72 - * 3.61 *
Innovative and 3.16 0.60 3.04 0.61 2.68 0.57 - * * 9.66 **
Empowerment 2.84 0.64 2.91 0.56 2.75 0.48 - - - 1.38NS
5.4.2.7 Comparison of dimensions of Work Culture across three Income groups
The three Income groups have been shown in Table 5.25 as Income 1(I1), Income 2 (I2) and
Income 3 (I3). Respondents/employees in I1 group are earning less than `35000, group I2 is
earning between `35000 and `44000 and I3 group is earning more than `44000.
126 Ph. D. Thesis

Chapter 5
Significant difference has been found in the mean values of five out of nine dimensions of
work culture in banks as perceived by respondents of the various Income groups. Disciplined
and enterprising culture, Meritorious culture and Innovative and participative culture have
shown highly significant differences at .01 level in mean and standard deviation values, with
F values of 21.93, 10.52 and 7.23 respectively. Relationship with seniors and Risk taking have
shown significant difference at .05 level in mean and standard deviation values, with F value
of 3.81 and 3.90 respectively. There is no significant difference across three income groups as
far Affinity with the Organization, Performance norms, Empathy and Empowerment are
concerned.
It is clear from Table 5.25 that the mean of all five factors (showing significant difference) is
highest in I1 indicating that the respondents belonging to lowest income group are more
Disciplined and enterprising, more Meritorious culture oriented and more Innovative and
participative than the other income groups. All the three income groups are lacking in
Relationship with seniors and Risk taking but I1 group is little better than the other groups.
Table 5.25: Comparison of dimensions of Work Culture across three Income groups
(I1= less than` 35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test
I1 I2 I3 I1 I1 I2 F-value
Work Culture Mean S.D Mean S.D Mean S.D I2 I3 I3
Disciplined and 3.43 0.60 3.10 0.54 3.16 0.55 * * - 21.93**
Affinity with the 3.28 0.47 3.24 0.48 3.29 0.52 - - - 0.80NS
organization
Performance Norms 2.92 0.57 2.85 0.59 2.92 0.66 - - - 1.08NS
Relationship with seniors 2.69 0.83 2.49 0.79 2.54 0.83 * - - 3.81*
Meritorious culture 3.44 0.49 3.28 0.49 3.23 0.50 * * - 10.52**
Empathy 2.92 0.71 2.81 0.66 2.85 0.71 - - - 1.62NS
Risk taking 2.59 0.80 2.40 0.73 2.52 0.74 * 3.90*
Innovative and 3.10 0.58 2.93 0.60 2.92 0.59 * * - 7.23**
Empowerment 2.85 0.58 2.78 0.58 2.88 0.52 - - - 1.88NS
There is significant difference between I1 and I2, I1 and I3 as far as Disciplined and
enterprising culture, Meritorious culture and Innovative and participative culture in banks are
concerned. It can be seen that mean is higher in I1 than I2 implying that I1 group, the
respondents of lowest income group are more Disciplined and enterprising, more inclined to
Meritorious culture, more Innovative and participative than I2. Similarly out of I1 and I3, the
mean is higher in 11 than A3 implying that again the same I1 group is more Disciplined and
Ph. D. Thesis 127

enterprising and more inclined to Meritorious culture and more Innovative and participative
than A3. There is significant difference between I1 and I2 as far as Relationship with seniors
and Risk taking are concerned. The mean is less than 3 in both the groups indicating that both
I1 and I2 are lacking in Relationship with seniors and Risk taking but the situation of I1 group
is better than I2 in these two dimensions also.
5.4.2.8 Comparison of dimensions of Work Culture across three Income groups in Public
Sector Banks
No significant difference has been found in the mean values of any dimension of work culture
in banks as perceived by respondents of the various income groups in public sector banks as
shown in Table 5.26. But the table shows all the three groups manifest Disciplined and
enterprising culture, Affinity with the organization, Meritorious culture as the mean in all the
three groups is more than three. On the other hand, the mean is less than three in all the groups
as far as Performance norms, Relationship with seniors, Empathy, Risk taking and
Empowerment are concerned implying that the employees of all the three groups are lacking
in all these dimensions.
Table 5.26: Comparison of dimensions of Work Culture across three Income groups in Public Sector
Banks
(I1= less than ` 35000, I2= ` 35000-44000, I3=above `44000) - Duncan’s Mean Test
I1 I2 I3 I1 I1 I2
Disciplined and 3.13 0.59 3.06 0.51 3.07 0.47 - - - 0.36NS
Affinity with the 3.15 0.46 3.20 0.46 3.26 0.46 - - - 1.16NS
organization
Performance norms 2.96 0.48 2.82 0.56 2.86 0.59 - - - 1.15 NS
Relationship with 2.54 0.82 2.56 0.79 2.55 0.78 - - - 0.01NS
seniors
Meritorious culture 3.26 0.53 3.24 0.46 3.19 0.45 - - - 0.47 NS
Empathy 2.78 0.67 2.86 0.61 2.77 0.70 - - - 0.70 NS
Risk taking 2.47 0.67 2.35 0.71 2.47 0.76 - - - 1.06 NS
Innovative and 3.05 0.51 2.94 0.60 2.87 0.55 - - - 1.84 NS
Empowerment 2.76 0.49 2.81 0.60 2.81 0.47 - - - 0.14NS
NS= not significant
128 Ph. D. Thesis

Chapter 5
5.4.2.9 Comparison of dimensions of Work Culture across three Income groups in

Significant difference has been found in the mean values of six out of nine dimensions of
work culture in banks as perceived by respondents of the various income groups in private
sector banks. Disciplined and enterprising culture, Relationship with seniors and
Empowerment have shown highly significant differences at .01 level in mean and standard
deviation values, with F values of 8.81,5.68 and 5.46 respectively. Meritorious culture,
Empathy and Innovative and participative culture have shown significant difference at .05
level in mean and standard deviation values, with F value of 3.20, 4.09 and 3.90 respectively
It is clear from Table 5.27 that the means of Disciplined and enterprising culture, Relationship
with seniors, Meritorious culture and Innovative and participative culture (showing significant
difference) are highest in I1 indicating that the respondents belonging to lowest income group
are more Disciplined and enterprising, better in Relationship with seniors, more inclined
towards Meritorious culture and more Innovative and participative than the other income
groups. Mean of Empathy and Empowerment is highest in the highest income group
indicating that the highest income group is Empathetic and Empowered whereas the other
income groups are found lacking in these dimensions.
There is significant difference between I1 and I2, and I2 and I3 as far as Disciplined and
enterprising culture and Empathy is concerned. Out of I1 and I2, I1 group is more Disciplined
and enterprising and out of I2 and I3, I3 is more Disciplined and enterprising one. In
Empathy, out of I1 and I2 (Mean less than 3), I1 (Mean=2.96) is close to empathetic behavior
whereas I2 (Mean=2.72) employees are lacking in Empathy. Out of I2 and I3, I2 is lacking in
Empathy whereas I3 employees are Empathetic.
There is significant difference between I1 and I2 as far as Relationship with seniors,

Meritorious culture and Innovative and participative culture are concerned. Both the groups
are lacking in Relationship with seniors (Mean is less than 3) but this behavior is little better
in I1 than I2. In Meritorious culture, both I1 and I2 group employees are inclined toward
Meritorious culture but I1 is more Meritorious than I2. When it comes to Innovative and
participative culture in private Banks, mean is higher in I1 than I2 and the situation is in
contrast with each other. I1employees (Mean=3.12) are Innovative and participative whereas
Ph. D. Thesis 129
I2 (Mean =2.90) employees are lacking in Innovation and participation. There is significant
difference across I1 and I3, and I2 and I3 as far as Empowerment is concerned. The
employees of I3 (highest income group) perceive that they are Empowered whereas I1 and I2
employees do not perceive them as Empowered ones.
Table 5.27: Comparison of dimensions of Work Culture across three Income groups in Private Sector
Banks
(I1= less than `35000, I2=`35000-44000, I3=above` 44000) - Duncan’s Mean Test
I1 I2 I3 I1 I1 I2
Disciplined and enterprising 3.50 0.58 3.17 0.60 3.38 0.67 8.81**
culture * - *
Affinity with the organization 3.32 0.47 3.32 0.51 3.38 0.66 - - - 0.38NS
Performance norms 2.91 0.59 2.91 0.64 3.07 0.79 - - - 1.25NS
Relationship with seniors 2.73 0.83 2.37 0.80 2.52 0.95 * - - 5.68**
Meritorious culture 3.48 0.47 3.34 0.53 3.34 0.61 * - - 3.20*
Empathy 2.96 0.72 2.72 0.74 3.03 0.70 * - * 4.09*
Risk taking 2.62 0.83 2.50 0.74 2.65 0.69 - - - 0.99 NS
Innovative and participative 3.12 0.60 2.90 0.61 3.03 0.65 * - - 3.90*
culture
Empowerment 2.87 0.60 2.73 0.54 3.07 0.58 - * * 5.46**
5.4.3 Comparison of dimensions of Employee Satisfaction between two groups using t-

test
In order to study the comparison of the dimensions of employee satisfaction between various
groups of employee respondents, t-test was applied. The explanations of all the comparisons
are given below.
5.4.3.1 Comparison of dimensions of Employee Satisfaction between Public and Private

Sector Banks
It is seen in Table 5.28 that there is significant difference in the mean values of five factors
between public and private sector banks. In Participative environment, there is a significant
difference in employee satisfaction (t=5.26, p ≤ .01). The mean is higher in private sector
banks (Mean=3.48) as compared to public sector banks (Mean=3.28) which means that the
employees of private sector banks are more satisfied than the employees of public sector
banks. Significant difference is again noticed (t=5.23, p ≤ .01) in the mean values of Hygiene
130 Ph. D. Thesis

Chapter 5
Factors. The mean is higher in private sector banks (Mean=3.42) as compared to public sector
banks (Mean=3.18). Significant difference in Fair and empathetic management (t=5.69, p ≤
.01) between private and public sector banks is seen. The employees of both types of banks
are not satisfied with Fair and empathetic management. But the mean is higher in private
sector banks (M=2.90) as compared to public sector banks (Mean= 2.67) implying that the
situation is little better in private sector banks.
Smooth operations is perceived to be better in private sector banks (Mean= 3.37) as compared
to public sector banks (Mean= 3.19). The difference is significant at t=4.44, p ≤ .01. Also
there is a significant difference in Efficient environment between private and public sector
banks (t=3.17 p ≤ .01). The mean is higher in private sector banks (Mean= 3.25) as compared
to public sector banks (M= 3.10) which means that employees of private sector banks are
more satisfied than the private sector banks as far as Efficient environment is concerned.
There is no significant difference in other dimensions of employee satisfaction. But Table

5.28 shows that the employees of both the public and private sector banks are not satisfied
with Considerate environment (Mean=2.72 and 2.80) and Accessibility (Mean=2.78 and
2.84). At the same time, the employees of both the groups are satisfied with Feel good factor
(Mean=3.11 and 3.17) and Trust (Mean=3.31 and 3.29).
Table 5.28: Comparison of dimensions of Employee Satisfaction between Public and Private Sector Banks
Public Sector Banks Private Sector Banks t-value
Dimensions of (N= 331) (N=330)
Employee Satisfaction Mean S.D Mean S.D
Participative environment 3.28 0.42 3.48 0.57 5.26 **
Hygiene Factors 3.18 0.50 3.42 0.65 5.23**
Fair & empathetic management 2.67 0.49 2.90 0.56 5.69**
Smooth operations 3.19 0.45 3.37 0.56 4.44**
Considerate environment 2.72 0.64 2.80 0.69 1.37NS
Efficient environment 3.10 0.60 3.25 0.63 3.17**
Accessibility 2.78 0.77 2.84 0.81 1.05NS
Feel good factor 3.11 0.60 3.17 0.69 1.00NS
Trust 3.31 0.70 3.29 0.70 0.32 NS
Ph. D. Thesis 131

5.4.3.2 Comparison of dimensions of Employee Satisfaction between Female and Male

employee respondents
Significant differences have been found in the mean values of only two out of nine
dimensions of employee satisfaction between male and female employees of the banks.
Participative environment is perceived to be better by female employees (M= 3.47) as
compared to male employees (M= 3.35). The difference is significant at t=2.79, p ≤ .01. Also
there is a significant difference in the Smooth operations factor between female and male
employees (t=3.37 p ≤ .01). The mean is higher in female employees (M= 3.39) as compared
to male employees (M= 3.24) which means that female employees of banks are more satisfied
than the male employees as far as Smooth operations are concerned.
Though there is no significant difference in the other dimension of employees satisfaction,

Table 5.29 shows that the employees of both the groups are satisfied with Hygiene Factors
(M=3.36 and M=3.28), Efficient environment (M=3.16 and M=3.18), Feel Good Factor
(M=3.18 and M=3.13) and Trust (M=3.38 and M=3.28). At the same time, the employees of
both the groups are not satisfied with Fair and empathetic management (M=2.83 and
M=2.77), Considerate environment (M=2.78 and M=2.75) and Accessibility (M=2.85 and
M=2.80).
Table 5.29: Comparison of dimensions of Employee Satisfaction between

Male and Female employees
Female Male
Dimensions of (N= 172) (N=489) t-value
Participative environment 3.47 0.46 3.35 0.52 2.79**
Hygiene Factors 3.36 0.60 3.28 0.59 1.60 NS
Fair and empathetic 2.83 0.56 2.77 0.53 1.28NS
Considerate environment 2.78 0.67 2.75 0.66 0.54 NS
Efficient environment 3.16 0.59 3.18 0.63 0.38NS
Feel good factor 3.18 0.62 3.13 0.65 0.88 NS
Trust 3.38 0.64 3.28 0.72 1.64 NS
132 Ph. D. Thesis

Chapter 5

employee respondents in Public Sector Banks
Smooth operations is a dimension where there is a significant difference in employee

satisfaction between two groups (t=2.50, p ≤ .05). The mean is higher in female employees
(M=3.32) as compared to male employees (M=3.16) which means that female employees of
public sector banks are more satisfied than male employees. There is a significant difference
(t=1.99, p ≤ .05) in the mean values in Feel good factor also. The mean is higher in female
employees (Mean=3.25) as compared to male employees (Mean=3.08). Significant
difference is also seen in Trust (t=1.96, p ≤ .05) between female and male employees of
public sector banks. The mean is higher in female employees (Mean=3.46) than male
employees (Mean=3.27).
No significant difference is seen in the other dimensions of employee satisfaction as shown in

Table 5.30. But it is clear from the table that the employees of both the groups are satisfied
with Participative environment (Mean=3.34 and 3.26), Hygiene Factors (Mean=3.17 and
3.19), and Efficient environment (Mean=3.12 and 3.10). The employees are not satisfied with
Fair and empathetic management (Mean=2.74 and 2.65), Considerate environment
(Mean=2.81 and 2.70) and Accessibility (Mean=2.84 and 2.77).

Female and Male employee respondents in Public Sector Banks
Female Male
Participative environment 3.34 0.36 3.26 0.44 1.38NS
Smooth operations 3.32 0.46 3.16 0.44 2.50*
Accessibility 2.84 0 .79 2.77 0.76 0.69NS
Feel good factor 3.25 0.57 3.08 0.60 1.99*
Trust 3.46 0.70 3.27 0.69 1.96*
Ph. D. Thesis 133


employee respondents in Private Sector Banks
No significant difference has been found in the mean values of any dimension of employee
satisfaction between male and female employees of private sector banks. Private sector banks
have recently established or expanded and have major work force of younger employees who
tend to view the things almost similarly. But Table 5.31 shows that the female and male
employees are satisfied with Participative environment (Mean=3.55 and 3.45), Hygiene
factors (Mean=3.48 and3.39), Smooth operations (Mean=3.44 and 3.33), Efficient
environment (Mean=3.19 and 3.28), Feel good factor (Mean=3.14 and 3.18) and Trust
(Mean=3.33 and 3.28). The employees of both the groups are not satisfied with Fair and
empathetic management (Mean=2.88 and 2.91), Considerate environment (Mean=2.77 and
2.81) and Accessibility (Mean=2.86 and 2.84).

Female and Male employees in Private Sector Banks
Female Male t-value
Dimensions of Employee (N= 107) (N=223)
Satisfaction Mean S.D Mean S.D
Hygiene Factors 3.48 0.63 3.39 0.66 1.19NS
Fair and empathetic 2.88 0 .58 2.91 0.55 0.47NS
Smooth operations 3.44 0.56 3.33 0.56 1.61NS
Trust 3.33 0.60 3.28 0.75 0.59NS
NS= not significant
5.4.3.5 Comparison of dimensions of Employee Satisfaction between Graduate and

Postgraduate employees
There is no significant difference in the mean values of any dimension of employee

satisfaction between graduate and postgraduate employees of the banks. But it is clear from
Table 5.32 that the employees of both the groups are satisfied with Participative environment
(Mean=3.37 and 3.39), Hygiene factors (Mean=3.25 and 3.33), Smooth operations
(Mean=3.28 and 3.28), Efficient environment (Mean=3.22 and 3.15), Feel good factor
(Mean=3.13 and 3.15) and Trust (Mean=3.31 and 3.30). Both the groups are not satisfied with
134 Ph. D. Thesis

Chapter 5
Fair and empathetic management (Mean=2.73 and 2.81), Considerate environment


Graduates and Postgraduate employees
Graduate Postgraduate t-value
Dimensions of (N= 251) (N=410
Smooth operations 3.28 0.53 3.28 0.51 .05 NS
Accessibility 2.81 0.81 2.81 0.77 .12 NS
Trust 3.31 0.71 3.30 0.69 0.24 NS
NS= not significant

Postgraduate employees in Public Sector Banks
Significant difference has been found in the mean values of only one out of nine dimensions
of employee satisfaction between graduate and postgraduate employees in public sector
banks. Efficient environment is a dimension where there is a significant difference (t=2.10, p
≤ .05). The mean is higher in graduate employees (Mean=3.17) as compared to postgraduate
employees (Mean=3.03) which means that the graduate employees of public sector banks are
more satisfied than the postgraduate employees as far as Efficient environment is concerned.
No significant difference is found in the mean values of other dimensions of employee

satisfaction between the two groups. But it is clear from Table 5.33 that the employees of both
the groups are satisfied with Participative environment (Mean=3.29 and 3.27), Hygiene
Factors (Mean=3.19 and 3.18), Smooth operations (Mean=3.22 and 3.17), Feel good factor
(Mean=3.14 and 3.09) and Trust (Mean=3.33 and 3.29). At the same time, the same group of
employees are not satisfied with Fair and empathetic management (Mean=2.67 and 2.66),
Considerate environment (Mean=2.70 and 2.74) and Accessibility (Mean=2.77 and 2.79).
Ph. D. Thesis 135

Table 5.33: Comparison of dimensions of Employee Satisfaction between Graduate and

Postgraduate employees in Public Sector Banks
Dimensions of (N=152) (N=179) t-value
Efficient environment 3.17 0.58 3.03 0.61 2.10*
Trust 3.33 0.70 3.29 0.69 0.51NS

Postgraduate employees in Private Sector Banks
No significant difference has been noticed in the mean value of any dimension of employee
satisfaction between graduate and postgraduate employees of private sector banks. In spite of
there being no significant difference in dimensions of employee satisfaction, Table 5.34
shows that the graduate and postgraduate employees of private sector banks are satisfied with
Participative environment (Mean=3.48 and 3.49), Hygiene factors (Mean=3.36 and 3.45),
Smooth operations (Mean=3.37 and 3.37), Efficient environment (Mean=3.28 and 3.24), Feel
good factor (Mean=3.11 and 3.19) and Trust (Mean=3.28 and 3.30). At the same time, both
the groups not satisfied as far as Fair and empathetic management (Mean=2.82 and 2.93),
Considerate environment (Mean=2.75 and 2.81) and Accessibility (Mean=2.88 and 2.83) are
concerned.
Table 5.34: Comparison of dimensions of Employee Satisfaction between Graduate and Postgraduate
employees in Private Sector Banks
Dimensions of (N=99) (N=231) t-value
Considerate environment 2.75 0.66 2.81 0.70 0.80 NS
Accessibility 2.88 0.85 2.83 0.79 0.37 NS
Trust 3.28 0.72 3.30 0.70 0.27NS
NS= not significant
136 Ph. D. Thesis

Chapter 5
5.4.3.8 Comparison of dimensions of Employee Satisfaction between Married and

Unmarried employees
From Table 5.35, it is seen that there are significant differences in the t-value in only four
dimensions between married and unmarried employees. Participative environment is a factor
where there is a significant difference between two groups (t=5.06, p ≤ .01). The mean is
higher in unmarried employees (Mean=3.68) as compared to married employees
(Mean=3.35).There is a significant difference (t=4.51, p ≤ .01) in the mean values in Hygiene
factors between unmarried and married employees. The mean is higher in unmarried
employees (Mean=3.61) as compared to married employees (Mean=3.27). In the dimension
Smooth operation also, the mean is higher in unmarried employees (Mean=3.56) as compared
to married employees (Mean=3.25) implying that unmarried employees are more satisfied
than unmarried employees.
Significant difference is found in the Fair and empathetic management (t=3.90, p ≤ .01)
between unmarried and married employees. The mean is higher in unmarried employees
(Mean=3.03) than married employees (Mean=2.76) implying that unmarried employees are
satisfied with Fair and empathetic management in the banks whereas the married employees
are not satisfied in this dimension. Though there is no significant difference in other
dimensions of employee satisfaction, the table shows that the employees of both the groups
are satisfied with Efficient environment (Mean=3.30 and 3.16), Feel good factor (Mean=3.19
and 3.13) and Trust (Mean=3.39 and 3.30). On the other hand, the same employees are not
satisfied with Considerate environment (Mean=2.85 and 2.75) and Accessibility (Mean=2.84
and 2.81).
Married and Unmarried employees
Unmarried Married
Participative environment 3.68 0.57 3.35 0.49 5.06 **
Hygiene Factors 3.61 0.63 3.27 0.58 4.51**
Fair and empathetic 3.03 0.57 2.76 0.53 3.90 **
Accessibility 2.84 0.77 2.81 0.80 0.29 NS
Trust 3.39 0.74 3.30 0.70 1.09NS
Ph. D. Thesis 137

5.4.3.9 Comparison of dimensions of Employee Satisfaction between respondents of

banks in Delhi and NCR

satisfaction between Delhi and NCR. It could be due to the reason that the facilities and perks
to the employees, besides the nature of assignment and their working profiles, are almost
identical in Delhi and NCR. Though there is no significant difference in any dimension of
employee satisfaction, Table 5.36 shows that the employees of banks of both Delhi and NCR
are not satisfied with Fair and empathetic management (Mean=2.77 and 2.83), Considerate
environment (Mean=2.74 and 2.83) and Accessibility (Mean=2.80 and 2.86). At the same
time, the employees of both the groups are satisfied with Participative environment
(Mean=3.39 and 3.36), Hygiene Factors (Mean=3.29 and 3.33), Smooth operations
(Mean=3.28 and 3.29), Efficient environment (Mean=3.17 and 3.17), Feel Good Factor
(Mean=3.13 and 3.18) and Trust (Mean=3.30 and 3.30).

respondents of banks in Delhi and NCR
Delhi NCR
Participative environment 3.39 0.51 3.36 0.53 0.63 NS
Trust 3.30 0.71 3.30 0.68 0.05NS
NS= not significant

banks in Delhi and NCR in Public Sector Banks
Significant difference has been noticed in the mean values of only one out of nine dimensions
of employee satisfaction between Delhi and NCR in public sector banks. Participative
environment is a factor where there is a significant difference in employee satisfaction
between employees of Delhi and NCR (t=2.53, p ≤ .05). The mean is higher in Delhi banks
(Mean=3.31) as compared to NCR (Mean=3.16) implying that the employees of Delhi banks
138 Ph. D. Thesis

Chapter 5
are more satisfied than the employees of NCR as far as Participative environment is
concerned.
No significant difference is found in the mean values of other dimensions of employee

satisfaction between the same two groups. But it is clear from Table 5.37 that the employees
of both the groups are satisfied with Hygiene factors (Mean=3.20 and 3.11), Smooth
operations (Mean=3.20 and 3.15), Efficient environment (Mean=3.10 and 3.08), Feel good
factor (Mean=3.11 and 3.14) and Trust (Mean=3.30 and 3.35). At the same time, the
employees of both the groups are not satisfied with Fair and empathetic management
(Mean=2.67 and 2.64), Considerate environment (Mean=2.72 and 2.73) and Accessibility
(Mean=2.77 and 2.83).
Table 5.37: Comparison of dimensions of Employee Satisfaction between respondents of banks in

Delhi and NCR in Public Sector Banks
Delhi NCR
Participative environment 3.31 0.40 3.16 0.51 2.53*
Fair and empathetic management 2.67 0.49 2.64 0.51 0.43 NS
Trust 3.30 0.71 3.35 0.67 0.45NS

banks in Delhi and NCR in Private Sector Banks

satisfaction between Delhi and NCR in private sector banks. In spite of showing no
significant difference, it is clear from Table 5.38 that the employees of private banks of
Delhi and NCR are satisfied with Participative environment (Mean=3.47 and 3.53), Hygiene
Factors (Mean=3.39 and 3.52), Smooth operations (Mean=3.36 and 3.40), Efficient
environment (Mean=3.25 and 3.25), Feel Good Factor (Mean=3.15 and 3.22) and Trust
(Mean=3.30 and 3.26). At the same time, the same group of employees are not satisfied with
Fair and Empathetic Management (Mean=2.87 and 2.99), Considerate environment
Ph. D. Thesis 139

Table 5.38: Comparison of dimensions of Employee Satisfaction between respondents of banks in

Delhi and NCR in Private Sector Banks
Delhi NCR
Participative environment 3.47 0.59 3.53 0.48 .72NS
Fair and empathetic management 2.87 0.57 2.99 0.51 1.61NS
Trust 3.30 0.71 3.26 0.69 0.46NS
NS= not significant
5.4.4 Comparison of dimensions of Employee Satisfaction across various Experience,

Age and Income groups using ANOVA
A few characteristics of the respondents had more than two categories/options. For this, one
way analysis of variance was applied along with Post hoc test (Duncan’s Mean Test) in order
to compare the dimensions of employee satisfaction across the various personal characteristics
of respondents for all the banks and also for public sector banks and private sector banks
separately. The personal characteristics included experience, age and income of all the
respondents. The comparisons are discussed in the following section.
5.4.4.1 Comparisons of dimensions of Employees Satisfaction across three Experience

groups
The three experience groups have been shown in Table 5.39 as Experience 1(E1) Experience
2(E2) and Experience 3 (E3). Respondents/employees in E1 are those who have experience of
more than 20 years, E2 is that group which has the experience of 20 years whereas E3 has the
experience of 10 years. Significant difference has been found in the mean values of six out of
nine dimensions of employee satisfaction as perceived by respondents across the various
experience groups.
Participative environment, Hygiene Factors, Fair and Empathetic Management, Smooth

operations and Efficient environment have shown highly significant differences at .01 level in
mean and standard deviation values, with F values of 27.88, 33.48, 27.74, 20.33 and 6.85
respectively. Considerate environment has shown significant difference at .05 level in mean
140 Ph. D. Thesis

Chapter 5
and standard deviation values, with F value of 3.48. There is no significant difference across
three experience groups as far as Accessibility, Feel Good Factor and Trust are concerned.
It is interesting to note that the mean in all the six factors ( showing significant difference) is
highest in E3 indicating that E3 employees who have 10 years of experience (least
experienced) are more satisfied than E1 and E2 as far as Participative environment, Hygiene
Factors, Smooth operations and Efficient environment are concerned. In Fair and empathetic
management and Considerate environment, none of the groups is satisfied but the mean is
higher in E3 as shown in Table 5.39.
There is significant difference between E1 and E3, and E2 and E3 as far as Participative
environment, Hygiene Factors, Fair and empathetic management, Smooth operations,
Considerate and Efficient environment are concerned. Out of E1 and E3, mean is higher in E3
implying that employees of E3 group are more satisfied than the employees of E1 in the
aforementioned dimensions. Similarly, out of E2 and E3, the mean is again higher in E3
stating that E3 group is more satisfied than E2 in the same dimensions. There is significant
difference between E1 and E2 as far as Trust is concerned. The mean is higher in E2 than E1
implying that E2 employees are more satisfied than E1 as far as Trust is concerned. Though
there is no significant difference in the mean and standard deviation of Accessibility, Feel
good factor and Trust, Table 5.39 shows that the employees of all the three experience groups
are satisfied with Feel good factor and Trust but they are not satisfied with Accessibility.
Table 5.39: Comparisons of dimensions of Employees Satisfaction across three Experience groups
(E1= more than 20 yrs, E2= 20 yrs, E3 =10 yrs.) - Duncan’s Mean Test
Employee Satisfaction Mean S.D Mean S.D Mean S.D E2 E3 E3
Participative environment 3.22 0.45 3.31 0.42 3.54 0.55 - * * 27.88**
Hygiene factors 3.10 0.58 3.21 0.50 3.50 0.60 - * * 33.48**
Fair and empathetic management 2.64 0.48 2.67 0.51 2.96 0.54 - * * 27.74**
Smooth operations 3.14 0.44 3.22 0.46 3.42 0.57 - * * 20.33**
Considerate environment 2.69 0.68 2.71 0.60 2.84 0.68 - * * 3.48*
Efficient environment 3.08 0.64 3.12 0.57 3.28 0.62 - * * 6.85**
Accessibility 2.71 0.77 2.86 0.78 2.85 0.80 - - - 2.18NS
Feel good factor 3.12 0.63 3.08 0.58 3.20 0.69 - - - 2.05NS
Trust 3.21 0.69 3.37 0.68 3.32 0.72 * - - 2.60NS
Ph. D. Thesis 141

5.4.4.2 Comparisons of dimensions of Employees Satisfaction across three Experience

groups in Public Sector Banks
No significant difference has been found in the mean value of any dimension of employee
satisfaction as perceived by respondents across the various experience groups in public sector
banks. But Table 5.40 shows that the employees of all the three experience groups are
satisfied with Participative environment, Hygiene Factors, Smooth operations, Efficient
environment, Feel Good Factor and Trust. But all the three groups are not satisfied with Fair
and Empathetic Management, Considerate environment and Accessibility.
Table 5.40: Comparison of dimensions of Employees Satisfaction across three Experience groups in
Public Sector Banks
(E1= more than 20 yrs, E2= 20 yrs, E3 =10 yrs.) - Duncan’s Mean Test
Participative environment 3.26 0.45 3.32 0.40 3.24 0.37 - - - 0.93NS
Hygiene Factors 3.17 0.54 3.21 0.45 3.13 0.53 - - - 0.46NS
Fair and empathetic management 2.64 0.50 2.67 0.49 2.79 0.48 - - - 1.31 NS
Smooth operations 3.16 0.44 3.23 0.45 3.19 0.48 - - - 0.83 NS
Considerate environment 2.70 0.66 2.73 0.60 2.79 0.67 - - - 0.29NS
Efficient environment 3.07 0.65 3.13 0.55 3.10 0.51 - - - 0.35 NS
Accessibility 2.73 0.77 2.82 0.79 2.85 0.62 - - - 0.60 NS
Trust 3.25 0.69 3.35 0.70 3.44 0.73 - - - 1.41 NS
NS= not significant
5.4.4.3 Comparison of dimensions of Employees Satisfaction across three Experience

groups in Private Sector Banks
Significant difference is found in the mean values of six out of nine dimensions of employee
satisfaction as perceived by respondents across the three experience groups in private sector
banks. Participative environment, Hygiene Factors, Fair and Empathetic Management and
Smooth operations have shown highly significant differences at .01 level in mean and
standard deviation values, with F values of 18.64, 29.81, 10.54 and 12.01 respectively. Feel
good factor and Trust have shown significant differences at .05 level in mean and standard
deviation values, with F values of 3.93, 3.03 respectively. There is no significant difference
across three experience groups as far as Considerate environment, Efficient environment and
Accessibility are concerned. It is interesting to note that the mean in four out of six
dimensions (showing significant difference) is highest in E3 indicating that E3 employees
who have 10 years’ experience (minimum experience) are more satisfied than the other groups
142 Ph. D. Thesis
Chapter 5
as far as Participative environment, Hygiene Factors and Smooth operations are concerned.
None of the groups is satisfied with Fair and empathetic management but the mean is highest
in E3. In Feel good factor, of all the groups, E1 group is showing the maximum satisfaction
and in Trust, E2 is showing the maximum satisfaction.
There is significant difference across all the three experience groups as far as Participative
environment and Hygiene Factors are concerned. Out of E1 and E2, mean is higher in E2 than
E1, out of E1 and E3, it is higher in E3 than E1, and out of E2 and E3, it is again higher in E3.
It indicates that the less experienced employees are more satisfied than the experienced ones
as far as Participative environment and Hygiene Factors are concerned. There is significant
difference between E1 and E3 and E2 and E3 in the dimensions namely Fair and Empathetic
Management and Smooth operations. There is significant difference between E2 and E3 as far
as Feel Good Factor is concerned. Out of E2 and E3, mean is higher in E3 (Mean=3.21) than
E2 (Mean=2.90) implying that E3 employees are more satisfied than E2 employees as far as
Feel Good Factor is concerned. Table 5.41 shows significant difference between E1 and E2,
and E1 and E3 as far as Trust is concerned. Out of E1 and E2, mean is higher in E2
(Mean=3.40) than E1 (Mean=3.03) and out of E1 and E3, mean is higher in E3 (Mean=3.31)
than E1 (Mean=3.03) implying that less experienced employees are more satisfied than the
experienced ones. It might be because of their young age and energy level that they perceive
the things differently than the experienced ones.
Table 5.41: Comparisons of dimensions of Employees Satisfaction across three Experience groups in
Private Sector Banks (E1= more than 20 yrs, E2= 20 yrs, E3 =10 yrs.) - Duncan’s Mean Test
Participative environment 3.03 0.40 3.30 0.48 3.58 0.56 * * * 18.64**
Hygiene factors 2.76 0.64 3.19 0.63 3.55 0.59 * * * 29.81**
Fair& empathetic management 2.63 0.39 2.68 0.60 2.98 0.55 - * * 10.54**
Smooth operations 3.03 0.41 3.18 0.47 3.45 0.57 - * * 12.01**
Considerate environment 2.66 0.78 2.62 0.60 2.84 0.68 - - - 2.70NS
Efficient environment 3.12 0.61 3.09 0.63 3.30 0.63 - - - 2.95NS
Feel good factor 3.22 0.69 2.90 0.60 3.21 0.70 - - * 3.93*
Trust 3.03 0.66 3.40 0.63 3.31 0.71 * * - 3.03*
Ph. D. Thesis 143

5.4.4.4 Comparisons of dimensions of Employee Satisfaction across three Age groups
The three age groups have been shown in Table 5.42 as Age 1(A1), Age 2 (A2) and Age3
(A3). Respondents/employees in A1 are less than 31 years of age, A2 is that group which falls
between 31 and 44 years of age and A3 are 45 years old or more than that.
Significant difference has been found in the mean values of six out of nine dimensions of
employee satisfaction as perceived by employees of three age groups. Participative
environment, Hygiene factors, Fair and empathetic management and Smooth operations have
shown highly significant differences at .01 level in mean and standard deviation values, with
F values of 23.11, 28.16, 15.95 and 21.04 respectively. Considerate environment and Trust
have shown significant difference at .05 level in mean and standard deviation values, with F
value of 3.27 and 3.78 respectively. There is no significant difference across three age groups
as far as Efficient environment, Accessibility and Feel good factor are concerned.
It is interesting to note that the mean in the first five factors (showing significant difference) is
highest in A1 indicating that the youngest employees who fall in less than 31 years old age
group are more satisfied than the other age groups as far as Participative environment,
Hygiene Factors and Smooth operations are concerned. All the three age groups are not
satisfied with Fair and Empathetic Management and Considerate environment, but the mean is
highest in A1 indicating that of all the groups, A1 group is better in these dimensions.
There is a significant difference across all groups i.e. between A1 and A2, A1 and A3, and
between A2 and A3 as far as first four dimensions namely Participative environment, Hygiene
Factors, Fair and Empathetic Management and Smooth operations are concerned. Out of A1
and A2, mean is higher in A1than A2 implying that employees of A1 group (the youngest
employees) are more satisfied than the employees of A2. Similarly, out of A1 and A3, the
mean is again higher in A1 stating that A1 group is more satisfied than A3 in the
aforementioned dimensions. When A2 and A3 are compared, the mean is shown higher in A2
implying that A2 group employees are more satisfied than A3 in the same dimensions. All the
three groups are not satisfied with Fair and Empathetic Management but out of A1 and A2,
A1 (Mean=2.96) is better than A2 (Mean=2.78), A1 (M=2.96) is better than A3 (Mean=2.64)
and A2 (Mean=2.78) is better than A3 (Mean=2.64). There is significant difference between
A1 and A2, and A1 and A3 as far as Considerate environment is concerned. Again all the
groups have shown their dissatisfaction, but out of A1 and A2, A1 employees (Mean=2.87)
144 Ph. D. Thesis

Chapter 5
are better than A2 (Mean=2.74) and out of A1 and A3, A1employees (Mean=2.87) are better
than A3 (Mean=2.70).
There is a significant difference between A1 and A3, and A2 and A3 as far as Trust is
concerned. The mean has been shown higher in A1 (Mean=3.35) than A3 (Mean=3.19)
implying that A1 group is more satisfied than A3 as far as Trust dimension is concerned. Out
of A2 and A3, A2 (Mean=3.35) is more satisfied than A3 (Mean=3.19) as is clear from Table
5.42.
Table 5.42: Comparisons of dimensions of Employee Satisfaction across three Age groups
(A1= less than 31yrs, A2= 31-44yrs, A3=45yrsand above) - Duncan’s Mean Test
Employee Satisfaction Mean S.D Mean S.D Mean S.D A2 A3 A3
Hygiene Factors 3.58 0.59 3.27 0.55 3.13 0.58 * * * 28.16**
Fair & Empathetic 2.96 0.59 2.78 0.52 2.64 0.49 * * * 15.95**
Management
Smooth operations 3.49 0.58 3.26 0.50 3.14 0.42 * * * 21.04**
Considerate environment 2.87 0.69 2.74 0.66 2.70 0.64 * * - 3.27*
Trust 3.35 0.74 3.35 0.66 3.19 0.72 - * * 3.78*
5.4.4.5 Comparison of dimensions of Employee Satisfaction across three Age groups in

Public Sector Banks
No significant difference has been found in the mean values of any dimension of employee
satisfaction as perceived by respondents across the various age groups in public sector banks.
It might be because of the reason that the major strength of the employees working in public
sector banks belong to middle age and above middle age group. The structured way the banks
do their work does not leave any space for the difference in the satisfaction level of the
employees as far as their age is concerned.
Though the F-value is not significant for Trust, it is seen that Duncan’s mean test shows that
there is a significant difference between A2 and A3. The mean is higher in A2 (Mean=3.39)
than A3 (Mean=3.21) implying that A2 group (31-45 yrs of age) is more satisfied than A3 as
far as Trust is concerned.
Ph. D. Thesis 145
Table 5.43 shows that the employees of all the age groups are satisfied with Participative
environment, Hygiene factors, Smooth operations, Efficient environment and Trust. But at the
same time, the same employees are not satisfied with Fair and empathetic management,
Considerate environment and Accessibility. A1 employees do not have Feel good factor
whereas A2 and A3 are satisfied with this dimension.
Table 5.43: Comparisons of dimensions of Employee Satisfaction across

three Age groups in Public Sector Banks
(A1= less than 31yrs, A2= 31-44yrs, A3=45yrsand above) - Duncan’s Mean Test
Hygiene Factors 3.12 0.42 3.16 0.48 3.22 0.52 - - - 0.64 NS
Fair & empathetic 2.69 0.57 2.70 0.47 2.63 0.51 - - - 0.67 NS
management
Smooth operations 3.17 0.53 3.23 0.46 3.15 0.43 - - - 1.27NS
Considerate environment 2.70 0.59 2.75 0.66 2.70 0.61 - - - 0.25 NS
Trust 3.43 0.62 3.39 0.67 3.21 0.73 - - * 2.91NS
NS= not significant
5.4.4.6 Comparison of dimensions of Employee Satisfaction across three Age groups in

When comparison is done acrossthree age groups in private sector banks, significant
difference is found in the mean values of four out of nine dimensions of employee satisfaction
as perceived by respondents across the various age groups. Participative environment,
Hygiene Factors, Fair and empathetic management, and Smooth operations have shown
highly significant differences at .01 level in mean and standard deviation values, with F values
of 16.71, 30.94, 5.50, and 11.80 respectively. There is no significant difference across three
age groups as far as other factors are concerned.
It is interesting to note that the mean in all the four factors (showing significant difference) is
highest in A1 (less than 31 years) indicating that the youngest employees (A1) are more
satisfied than the other age groups as far as Participative environment, Hygiene factors and
Smooth operations are concerned. All the three groups are not satisfied as far as Fair and
empathetic management is concerned but the situation is better in A1 (M=2.99) than the other
groups as shown in Table 5.44. The younger generations which form the major strength of
146 Ph. D. Thesis
Chapter 5
private sector banks usually enjoy the things and, more often than not, are satisfied. There is
significant difference across all the three age groups i.e. between A1 and A2, A1 and A3 and
between A2 and A3 as far as Participative environment and Hygiene factors are concerned.
Out of A1 and A2, and A1 and A3 mean is higher in A1 implying that employees of A1 group
(the youngest employees) are more satisfied than the employees of A2 and A3 as far as
Participative environment and Hygiene factors are concerned. Out of A2 and A3, mean is
higher in A2 indicating that A2 employees are more satisfied than A3 in these dimensions.
Table 5.44 shows that there is significant difference between A1 and A2 and A1 and A3 as far
as Smooth operations are concerned. In all the mentioned groups, mean is higher in
A1(Mean=3.52) than A2 (Mean=3.30) and A3(Mean=3.11) implying that the youngest
employees are more satisfied than the other age groups as far as Smooth operations are
concerned.
Employees of private sector banks are not satisfied with Considerate environment as the mean
value is less than three but there is significant difference between A1 and A2 as is shown in
table 5.44. Out of A1 and A2, mean is higher in A1 (Mean=2.89) than A2 (Mean=2.72)
implying that A2 employees are more dissatisfied than A1 employees as far as Considerate
environment is concerned. Table 5.44 shows that all the three age groups are satisfied with
Efficient environment, Feel good factor and Trust but the same groups are not satisfied with
Accessibility as the mean is less than three.
Table 5.44: Comparison of dimensions of Employee Satisfaction across

three Age groups in Private Sector Banks
Hygiene Factors 3.63 0.59 3.39 0.59 2.79 0.68 * * * 30.94**
Fair and empathetic 2.99 0.58 2.88 0.55 2.67 0.41 - * * 5.50**
management
Smooth operations 3.52 0.57 3.30 0.55 3.11 0.40 * * - 11.80**
Considerate environment 2.89 0.70 2.72 0.65 2.71 0.74 * - - 2.55NS
Trust 3.34 0.75 3.31 0.65 3.09 0.70 - - - 2.05NS
Ph. D. Thesis 147

5.4.4.7 Comparison of dimensions of Employee Satisfaction across three Income groups
The three income groups have been shown in Table 5.45 as Income1 (I1), Income2 (I2) and
Income 3 (I3). Respondents/employees in I1 are those who are earning less than ` 35000 per
month, I2 is that group which earns between `35000 to `44000per month and I3 is the highest
earning group earning more than ` 44000 per month. Significant difference has been found in
the mean values of six out of nine dimensions of employee satisfaction as perceived by
respondents across the various income groups. Participative environment, Hygiene Factors,
Fair and empathetic management, Smooth operations and Efficient environment have shown
highly significant differences at .01 level in mean and standard deviation values, with F values
of 28.54, 10.43, 10.01, 11.17 and 4.81 respectively. Considerate environment has shown
significant difference at .05 level in mean and standard deviation values, with F value of 3.85.
There is no significant difference across three income groups as far as Accessibility, Feel
good factor and Trust are concerned.
It is interesting to note that the mean in all the six factors (showing significant difference) is
highest in I1 indicating that I1 employees whose earning is less than `350000 per month
(lowest earning group) are more satisfied with Participative environment, Hygiene Factors,
Smooth operations and Efficient environment than those who earn more than them (I2 and
I3). All the three groups are not satisfied with Fair and empathetic management and
Considerate environment but the situation is better in I1 when compared with I2 and I3.
There is significant difference between I1 and I2, and I1 and I3 as far as Participative
environment, Hygiene Factors, Fair and empathetic management and Smooth operations are
concerned. Out of I1 and I2, mean is higher in I1 implying that employees of I1 group are
more satisfied than the employees of I2 group as far as Participative environment, Hygiene
Factors and Smooth operations are concerned. Similarly, out of I1 and I3, the mean is again
higher in I1 stating that I1 group is more satisfied than I3 in the aforementioned dimensions.
All the three groups are not satisfied as far as Fair and empathetic management is concerned.
Out of I1 and I2, mean is higher in I1 (Mean=2.91) than I2 (Mean=2.71) and I3 (Mean=2.72)
implying that I1 group is better than I2 and I3.There is significant difference between I1 and
I2 as far as Considerate environment and Efficient environment are concerned. All the three
groups are not satisfied with Considerate environment. Out of I1 and I2, mean is higher in I1
(Mean=2.83) than I2 (Mean=2.67) implying that I1 employees are less dissatisfied than I2
148 Ph. D. Thesis

Chapter 5
employees in this dimension. When the satisfaction in Efficient environment is compared, it is

found that out of I1 and I2, the mean is higher in I1 (Mean=3.25) than I2 (Mean=3.08)
implying that I1 employees are more satisfied than I2. In the dimension namely Feel good
factor, significant difference has been shown in Table 5.45 between I1 and I3. Out of these
two groups, mean is higher in I3 (M=3.21) than I1 (M=3.07) implying that I3 is more satisfied
than I1 as far as Feel good factor is concerned.
Table 5.45: Comparisons of dimensions of Employee Satisfaction across three Income groups
(I1= less than `35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test
Employee Satisfaction Mean S.D Mean S.D Mean S.D I2 I3 I3
Participative environment 3.57 0.53 3.27 0.45 3.29 0.48 * * - 28.54**
Hygiene Factors 3.44 0.58 3.21 0.57 3.24 0.61 * * - 10.43**
Fair and empathetic 2.91 0.54 2.71 0.51 2.72 0.55 * * - 10.01**
management
Smooth operations 3.40 0.55 3.23 0.49 3.18 0.48 * * - 11.17**
Considerate environment 2.83 0.69 2.67 0.64 2.79 0.63 * - - 3.85*
Efficient environment 3.25 0.60 3.08 0.63 3.20 0.62 * - - 4.81**
Feel good factor 3.07 0.67 3.15 0.59 3.21 0.68 - * - 2.35NS
Trust 3.29 0.68 3.30 0.73 3.33 0.69 - - - 0.21NS
5.4.4.8 Comparison of dimensions of Employee Satisfaction across three Income groups

Significant difference has been found in the mean value of only one out of nine dimensions of
employee satisfaction as perceived by respondents across the various income groups of public
sector banks. Efficient environment has shown significant differences at .05 level in mean and
standard deviation values, with 3.21 F value. Mean is highest in I1 implying that lowest
income group (I1) is more satisfied than the other income groups. There is significant
difference between I1 and I2 as far as Considerate environment and Efficient environment are
concerned. In Efficient environment, mean is higher in I1 (Mean=3.28) than I2 (Mean=3.03)
implying that I1 is more satisfied than I2 whereas in Considerate environment also mean is
again higher in I1 (Mean=2.90) than I2 (Mean=2.67) but it is less than 3 in both the income
groups. It states that I1 group is less dissatisfied than I2.Table 5.46 shows that all the three
income groups are satisfied with Participative environment, Hygiene factors, Smooth
operations, Feel good factor and Trust as the mean value is more than three whereas the same
Ph. D. Thesis 149

employees are not satisfied with Fair and empathetic management, Considerate environment
and Accessibility as the mean value is less than three.
Table 5.46: Comparison of dimensions of Employee Satisfaction across

three Income groups in Public Sector Banks
Hygiene factors 3.18 0.46 3.17 0.47 3.20 0.55 - - - 0.10NS
Fair and empathetic 2.80 0.50 2.64 0.47 2.65 0.52 - - - 2.13NS
management
Smooth operations 3.23 0.46 3.23 0.45 3.13 0.43 - - - 1.77NS
Considerate environment 2.90 0.66 2.67 0.66 2.73 0.59 * - - 2.41NS
Efficient environment 3.28 0.46 3.03 0.61 3.12 0.61 * - - 3.21*
Feel good factor 3.15 0.62 3.10 0.54 3.12 0.66 - - - 0.17 NS
Trust 3.36 0.61 3.30 0.74 3.31 0.67 - - - 0.15NS
5.4.4.9 Comparisons of dimensions of Employee Satisfaction across three Income groups

Significant difference has been found in the mean values of five out of nine dimensions of
employee satisfaction as perceived by respondents across the various income groups of
private sector banks. Participative environment and Feel good factor have shown highly
significant differences at .01 level in mean and standard deviation values, with F values of
16.50 and 6.97 respectively. Hygiene Factors, Smooth operations and Considerate
environment have shown significant difference at .05 level in mean and standard deviation
values, with F value of 3.73, 4.17 and 3.19 respectively. There is no significant difference
across three income groups as far as Fair and empathetic management, Efficient environment,
Accessibility and Trust are concerned.
It is interesting to note that the mean in the three factors namely Participative environment,
Hygiene Factors and Smooth operations (showing significant difference) is highest in I1
indicating that I1 employees whose earning is less than `350000 per month are more satisfied
than the other income groups in the banks. The mean in the other two factors namely
Considerate environment and Feel good factor is highest in I3. The highest income employees
(I3) is least dissatisfied among all the income groups as far as Considerate environment is
concerned as the mean value is less than three whereas this group (I3) is most satisfied across
150 Ph. D. Thesis

Chapter 5
all the groups as far as Feel good factor is concerned. There is a significant difference
between I1 and I2 and I1and I3 as far as Participative environment and Feel good factor are
concerned. Out of I1 and I2, mean is higher in I1 (Mean=3.63) thanI2 (Mean=3.26) andI3
(Mean=3.33) implying that lowest income group is more satisfied than I2 and I3 as far as
Participative environment is concerned whereas I3 (Mean=3.42) is more satisfied than I1
(Mean=3.06) and I2 (Mean=3.25) is more satisfied than I1 in Feel good factor.
Table 5.47: Comparisons of dimensions of Employee Satisfaction across

three Income groups in Private Sector Banks
Participative environment 3.63 0.55 3.26 0.53 3.33 0.52 * * - 16.50**
Hygiene factors 3.50 0.58 3.28 0.72 3.35 0.73 * - - 3.73*
Fair and empathetic management 2.93 0.55 2.84 0.55 2.88 0.59 - - - 0.85NS
Smooth operations 3.44 0.56 3.25 0.54 3.30 0.56 * - - 4.17*
Considerate environment 2.81 0.70 2.66 0.62 2.96 0.72 - - * 3.19*
Accessibility 2.78 0.81 2.85 0.83 3.05 0.73 - * - 2.22NS
Feel good factor 3.06 0.69 3.25 0.66 3.42 0.67 * * - 6.97**
Trust 3.27 0.70 3.30 0.71 3.38 0.73 - - - 0.45NS
5.5 SECTION 4
5.5.1 Correlates and determinants of Employee Satisfaction
5.5.1.1 Relationship of Work Culture dimensions with Employee Satisfaction dimensions

and background variables
The next step involved is computing the correlations between work culture dimensions and
the dimensions of employee satisfaction. The correlation coefficient is presented in
Table.5.48. Table is followed by the explanation of all correlation coefficient of all the
dimensions of employee satisfaction.
Ph. D. Thesis 151

Table 5.48: Relationship (Correlation Coefficient) of Work Culture dimensions with Employee Satisfaction dimensions and background variables
Relationship (Correlation Coefficient) of Work Culture variables with the dimensions of Employee satisfaction
(N=661)
Employee Satisfaction Dimensions
Dependent variables Participative Hygiene Fair and Smooth Considerate Efficient Accessibility Feel good Trust
environment Factors Empathetic operations environment environment factor
Management
Independent Variables
Disciplined &
.3884** .4120** .3318** .4055** .1959** .2805** 0.1440** 0.1317** 0.1473**
Affinity with the
.2444** .2875 ** .1493** .2887** .0956* .2048** 0.0929NS 0.1139** .2103 **
organization
Performance Norms .1367 ** .2415** .3097** .2704** .2637** .2248** .1482** .2232** .1098**
Relationship with seniors .1915** .1943** .1727** .1866** .1384 ** .1439** .0444 NS 0.0988* 0.1310**
Work Culture Dimensions
Meritorious culture .3157 ** .3103 ** .2456** .2618** .0806* .1410** .0854* .1407** .1565**
Empathy .2171 ** .2620** .1436** .1813** .1282** .1178** .0104NS 0.0568NS .0738NS
Risk taking .1086** .2366** .1716** .1813** .1221** .2049** .0694NS .0904* .0653NS
Innovative &
.2509** .2727** .1864** .2087** .0870* .0948* .0396NS .0709NS .0261*
Empowerment .1733** .2335** .2114** .1806** .1419** .1570** .0890* .1518** 0.0904*
Gender -.1079** -.0621NS -.0498NS -.1302** -.0209NS .0149NS -.0302NS -.0344NS -.0639NS
Age -.2511** -.2720** -.2143** -.239** -.0912* -.0810* -.0315NS -.0303NS -.0883*
Marital -.1935** -.1730** -.1503** -.179** -.0437** -.0683** -.0113NS -.0268NS -.0424NS
Qualification .0223NS .0627NS .0734NS -.002NS .0445NS -.0531NS .0049NS .0127NS -.0092NS
Income -.2368** -.1398** -.1451** -.173** -.0276NS -.0442NS .0356NS .0840* .0235NS
152 Ph. D. Thesis

Chapter 5
Participative environment
As is clear from Table 5.48, all the independent variables except qualification have a
significant correlation (p<0.01) with Participative environment. All the variables excluding
background variables positively correlate with Participative environment. There is a positive
significant correlation between Disciplined and enterprising culture and Participative
environment (r = .3884, <.01). The employees of the banks where the management takes
initiative in adopting new technology and gives opportunity for taking initiative in a
disciplined environment also find a Participative environment in the banks.
Similarly, Affinity with the organization has a significant positive relationship with
Participative environment (r = .2444, <.01). When the employees feel proud of their
organization, they feel a bonding with it and participate more in various issues, they derive
satisfaction out of it. Also Performance norms have a positive relationship with Participative
environment(r = .1367, <.01). High Performance norms do obviously invite participation on
the part of the employees and clients in the banks. Good Relationship with seniors has also
shown a positive significant Relationship with seniors(r = .1915, <.01). Good Relationship
with seniors in an organization creates a Participative environment in the bank.
A Meritorious culture also shows a positive correlation with Participative environment(r =

.3157, <.01). A Meritorious culture prompts the employees to participate in the progressive
approach of the bank. A Meritorious culture provides employees with the right incentives to
serve the clients in the best possible manner. This makes the entire organization more
receptive to the requirements of its employees and customer base.
There is a positive significant correlation between Empathetic culture and Participative

environment (r = .2171, <.01). More empathizing seniors are likely to lead to an environment
which employees consider to be more participative. There is a positive significant relationship
between Risk taking culture and participative environment (r = .1086, <.01). Similarly, there
is positive correlation of Innovative and Participative culture (r = .2509, <.01) and
Empowerment (r = .1733, <.01) with Participative environment.
Participative environment shows a significant negative correlation with four background

variables namely Gender(r = -.1079, <.01), Age(r = -.2511, <.01), Marital Status(r = -.1935,
<.01), and Income (r = -.2368, <.01). It might indicate that female employees, young and
Ph. D. Thesis 153

unmarried employees and lowest income group employees are more satisfied than their
counterparts. Bilgic, [294], Hulin [295], Smith [295] and Oshagbemi [296]in their studies
have pointed out that that there is a correlation between gender and job satisfaction.
Hygiene Factors
As is clear from Table 5.48, all the independent variables except gender and qualification
have a significant correlation (p<0.01) with Hygiene Factors. This means that Hygiene factors
greatly vary as the dimensions of work culture and background variables change.
It is seen that Disciplined and enterprising culture has a positive correlation with Hygiene
factors (r = .4120, <.01). The employees of the banks where the management takes initiative
in adopting new technology and gives opportunity for taking initiative in a disciplined
environment find Hygiene factors quite satisfying. There is a positive significant relationship
between Affinity with the organization and Hygiene factors(r = .2875, <.01). When the
employees feel proud of their organization, they feel a bonding with it and show their
satisfaction with Hygiene factors. Performance norms show a positive correlation with
Hygiene factors(r = .2415, <.01). A work culture believing in good standard of performance
also enhances Hygiene factors of the banks in a positive way. There is a positive significant
relationship between Meritorious culture and Hygiene factors (r = .3103, <.01)). A
Meritorious culture makes everyone in the organization accountable for the physical upkeep
of equipment and facilities in the bank. There is less apathy towards personal appearance as
well.
There is a positive significant relationship(r = .2366, <.01) between Risk taking and Hygiene
factors. There is a positive significant relationship between Innovative and participative
culture and Hygiene factors (r = .2727, <.01). A more Innovative and Participative culture
fosters cooperation. This aids the upkeep of the physical facilities and equipment of the bank
which leads to employee satisfaction. There is negative significant relationship of Age (r =-
2720, <.01), Marital status (r =.-1730, <.01) and Income (r = .-1398, <.01) with Hygiene
factors.
Fair and empathetic management
There is a positive significant relationship between Disciplined and enterprising culture and
Fair and empathetic management(r = .3318, <.01). An organization with a more disciplined
154 Ph. D. Thesis
Chapter 5
and enterprising culture is more likely to have a Fair and empathetic management, since
discipline itself inculcates a culture of fairness. The employees of the banks enjoying good
bonding at the work place also find Fair and empathetic management in the banks. There is a
positive significant relationship (r = .1493, <.01) between Affinity with the organization and
Fair and empathetic management.
There is a positive significant relationship (r = .3097, <.01) between Performance norms and
Fair and empathetic management. Performance Norms also make the organization a level
playing field, where performance counts for more than experience. This makes the
management less autocratic and fairer. There is a significant positive correlation between
Relationship with seniors and Fair and empathetic management(r = .1727, <.01). Good
Relationship with seniors also promotes fairness and empathy among employees. Meritorious
culture is positively correlated with Fair and empathetic management(r = .2456, <.01). A
Meritorious culture promotes fairness for the same reason as do greater Performance Norms.
Empathy breeds empathy as an empathetic culture will inculcate the same feelings among the
employees. A Risk taking (r = .1716, <.01) and Innovative and participative culture (r =
.1864, <.01) lead to fairness in the banks. Similarly the higher the culture of Empowerment in
the banks, the higher is their satisfaction with Fair and Empathetic Management(r = .2114,
<.01). Greater delegation of responsibilities and better support from the seniors of the
organization make the employees think of them as fair and empathetic which in turn result
into their satisfaction in the banks. Research by Adams [297] and others confirms equity
theory as one of the most useful frameworks for understanding work motivation, job
satisfaction, and pay fairness. Sirota et al. [283], in a major study of motivation and job
satisfaction, involving 135,000 respondents from various countries and groupings, found that
organizations employing motivation schemes, that include three major constructs, i.e. equity,
camaraderie and achievement, simultaneously, tend to be far more effective than those
organizations that do not have such schemes. Training practices used by organizations may
have an effect, direct or indirect on both employee motivation and organizational commitment
[284]. There is negative significant relationship of age (r = -.2143, <.01), marital status(r = -
.1503, <.01) and income (r = -1451, <.01) with Fair and empathetic management.
Ph. D. Thesis 155

Smooth operations
There is a positive significant relationship between Smooth operations and Disciplined and
enterprising culture (r = .4055 <.01). A Disciplined and enterprising culture is more likely to
yield better performance than a chaotic and insipid environment. Both junior and senior
employees do justice to their tasks and feel free to usher in best practices and smooth
functioning in the bank resulting in employee satisfaction. There is a significant positive
relationship between Affinity with the organization and Smooth operations (r = .2887<.01).
The more affinity an employee feels towards the organization, greater will be his effort in
ensuring that the bank’s functioning is smooth. He/She measures his/her success in terms of
the bank’s success and smooth functioning and derives satisfaction out of it. Performance
oriented work culture amongst employees is likely to translate into Smooth operations of the
bank as these two dimensions are positively and significantly correlated with each other(r =
.2704 <.01). Performance standards for employees have great impact on the performance of
the firm itself and so affects Relationship with seniors as there is a significant correlation
between Relationship with seniors and Smooth operations (r = .1866<.01).
As seen in Table 5.48, there is a significant positive correlation between Meritorious culture
and Smooth operations (r = .2618 <.01). A Meritorious culture creates an incentive system
within the organization which aligns employees’ interest with that of the organization. This
boosts the organization’s performance and smooth functioning and cause satisfaction among
the employees. Empathy(r = .1813 <.01), Risk taking(r = .1813 <.01), Innovative and
Participative culture(r = .2087 <.01) and a work culture imbibing Empowerment (r = .1806
<.01) also promote Smooth operations in a positive way.
There is negative significant relationship of Gender(r = -.1302 <.01), Age (r = -.2393 <.01),
Marital Status(r = -.1785 <.01) and Income (r = -.1730 <.01), with Smooth operations as far as
employee satisfaction is concerned. As the age of the employees increases from low to high,
satisfaction with Smooth operations decreases. It might be because of the fact that ageing
work force in the banks might have certain expectations, quite close to perfection, which are
never met. Similarly married employees, male employees and highest income group have
similar expectations and do not derive satisfaction as far as Smooth operations are concerned.
156 Ph. D. Thesis

Chapter 5
Considerate environment
All the independent variables excluding the demographic variables have positive significant
correlation with Considerate environment. Two out of five background variables namely age
and marital status negatively correlate with Considerate environment. There is no significant
relationship of gender, qualification and income with Considerate environment.
There is a positive significant relationship (r = .1959 <.01) between Disciplined and

enterprising culture and Considerate environment as shown in Table 5.48. A Disciplined and
enterprising culture is an essential pre-requisite to foster Considerate environment. Only when
employees are disciplined, can they be expected to put others’ interest at par with their own.
Affinity with the organization(r = .0956 <.05), Performance norms(r = .2637 <.01),
Relationship with seniors (r = .1384 <.01), Meritorious culture(r = .0806 <.05), Empathy (r =
.1282 <.01), Risk taking (r = .1221 <.01), Innovative and Participative culture(r = .0870 <.05)
and Empowerment (r = .1419 <.01) have positive significant relationship with Considerate
environment. A performance facilitating work environment is also a more Considerate
environment, since it motivates employees to look beyond petty self interest and collectively
work towards the benefit of the organization. Good Relationship with seniors, Empathetic
culture, Risk taking approach and Empowerment in the banks lead to satisfaction as far as
Considerate environment is concerned. There is negative significant relationship of Age (r = -
.0912 <.05) and Marital Status (r = -.0437 <.01) with Considerate environment.
Efficient environment
There is a positive significant relationship (r = .2805 <.01) as shown in Table 5.48 between
Disciplined and enterprising culture and Efficient environment. A disciplined environment is
an Efficient environment. A disciplined workforce is bound to be more organized and
efficient than an undisciplined one.
Similarly, there is a significant positive relationship between Affinity with the organization
and Efficient environment (r = .2048 <.01) Greater Affinity with the organization aligns an
employee’s interests with that of the firm. This is likely to encourage efficient behavior on
part of the employees resulting into Efficient environment. Performance Norms is also
positively and significantly correlated with Efficient environment(r = .2248 <.01). The more
performance oriented work culture is, more efficient are the organizational outcomes likely to
Ph. D. Thesis 157
be. Since efficiency is rewarded, everyone strives to be more organized and efficient.
Similarly, Good relationship with seniors (r = .1439 <.01), Meritorious culture(r = .1410
<.01), Empathetic culture(r = .1178 <.01), Risk taking culture(r = .2049 <.01), Innovative and
participative culture (r = -.0948 <.05) and Empowerment (r = .1570 <.01) lead to Efficient
environment in the banks.
There is negative significant relationship of age (r = -.0810 <.05) and marital status (r = -
.0683 <.01) with Efficient environment.
Accessibility
Only four independent variables have positive significant correlation with Accessibility. Two
variables namely Disciplined and enterprising culture and Performance norms have positive
correlation significant at .01 level and Meritorious culture and Empowerment have the same
at .05 level. There is no significant relationship between the other variables.
There is a positive significant relationship between Disciplined and enterprising culture and
Accessibility (r =.1440 <.01). Stronger Performance norms of an organization inevitably spill
over to access facilities. Better performing banks and Meritorious culture oriented banks are
almost always the ones which are most accessible. Similarly there is a positive significant
correlation between Meritorious culture and Accessibility (r = .0854 <.05) and Empowerment
and Accessibility (r = .0890 <.05).
Feel good factor
Eight variables have been shown in the table as having positive significant relationship with
Feel Good Factor. Five out of these eight variables are significant at .01 level and the other
three are significant at .05 level. Disciplined and enterprising culture are positively correlated
(r = .1317 <.01). Similarly there is a significant positive correlation between Affinity with the
organization and Feel good factor(r = .1139 <.01). Bonding and identification with the banks
make employees feel good in the banks they are working in. Similarly a positive significant
correlation is seen in Table 5.48 between Performance norms and Feel good factor (r = 2232
<.01). High performance norms of a bank inspire confidence in the bank’s future. This is
precisely why more robust Performance norms positively affect Feel good factor about the
bank. Relationship with seniors and Feel good factor are also positively correlated with each
other(r = .0988 <.05) and this seems to be natural as good relationship with the seniors at
158 Ph. D. Thesis
Chapter 5
work place lead to Feel good factor in the organization. Similarly, there is a positive
significant correlation of Meritorious culture and Feel good factor (r = .1407 <.01). A
Meritorious culture at the work place fosters a good environment resulting in feeling good
about the work place. A work culture of Risk taking (r = .0904 <.05) and Empowerment (r =
.1518 <.01) which emphasizes Performance norms and de-emphasizes position is likely to
perform better than a bank with an autocratic culture. This leads the employees to feel good
about their prospects in the bank. There is a positive significant relationship between Income
and Feel good factor (r = .0840 <.05). Higher the Income, more is the satisfaction as far as
Feel good factor is concerned.
Trust
Table 5.48 shows eight variables having positive significant relationship with Trust. More
discipline (r = .1473 <.01) and bonding (r = .2103 <.01) in the banks enhance Trust in the
banks. Similarly good Performance norms(r = .1098 <.01), good Relationship with seniors(r =
.1310 <.01), Meritorious culture (r =.1565 <.01), Innovative and participative culture (r =
.0261 <.05) and a culture of Empowerment (r = .0904 <.05) enhance Trust in the banks.
5.5.1.2 Determinants of Employee Satisfaction
The determinants of dimensions of employee satisfaction are found out using stepwise
regression. According to Mendental and Sincich [227], the purpose of regression analysis is to
relate the dependent variable to a set of independent variables. In correlation, the relationship
between two variables is computed. Correlation does take into account the effect of other
variables which may be contributing to this relationship. However, regression partials out the
effect of other variables and only significant relationship of the independent variable with the
dependent variable emerges. Here the dependent variables are the dimensions of employee
satisfaction and the work culture dimensions and demographic variables like gender, age,
marital status, qualification and income have been considered as independent variables. Table
5.49 gives the list of independent variable and dependent variables and the determinants of all
the dependent variables have been discussed below:
Ph. D. Thesis 159

Table 5.49: List of dependent and independent variables

Dependent Variable Independent Variable
1. Participative environment 1. Disciplined and enterprising culture
2. Hygiene environment 2. Affinity with the organization
3. Fair n empathetic management 3. Performance Norms
4 Smooth operations 4. Relationship with seniors
5. Considerate environment 5. Meritorious culture
6. Efficient environment 6. Empathy
7. Accessibility 7. Risk taking
8. Feel Good Factor 8. Innovative and Participative culture
9. Trust 9. Empowerment
10. Gender
11. Age
12. Marital Status
13. Qualification
14. Income
Participative environment
When correlation coefficients were computed between Participative environment and all the
independent variables (see Table5.48.), it was seen that, all the independent variables except
qualification had a significant correlation with Participative environment. However, in
regression, since the effect of other factors is partialled out, it is seen from Table 5.50 that
only six factors have emerged as significantly contributing to the dependent variable
Participative environment.
Table 5.50: Determinants of Work Culture affecting Participative environment in

Employee Satisfaction in Banks (N=661)
Independent Variables Dépendent variable: Participative environnent
Beta Simple r t-value
Disciplined and enterprising culture 0.24 ** 0.3884** 6.13
Meritorious culture 0.15** 0.3157 ** 4.09
Income -0.15** -0.2368** -4.39
Affinity with the organization 0.10** 0.2444** 2.82
Innovative and participative culture 0.09* 0.2509** 2.44
Empathy 0.08* 0.2171 ** 2.32
Multiple R = .49
R Square = .24
*significant at .05 level **significant at .01 level
The value of multiple R is 0.49 and the value of R square is 0.24 as shown in Table 5.50. It
states that 24 percent of the employee satisfaction with Participative environment can be
160 Ph. D. Thesis

Chapter 5
explained by these factors. It should be noted here, that five independent variables namely
Disciplined and enterprising culture, Meritorious culture, Affinity with the organization,
Innovative and participative culture and Empathy are positively correlated with it whereas
income is negatively correlated. An inverse relation of Income with Participative
environment indicates that employees of high income group find the bank lacking in
Participative environment and do not derive satisfaction out of it.
The regression results show that Disciplined and enterprising culture is one of the significant
predictors of satisfaction with Participative environment (ß=0.24, p<0.01).Robbins [193]
recognized the impact of organizational rules and policies on job satisfaction. It might be
because that discipline makes any working environment conducive to work and if enterprising
culture is created by the employees, it is imperative that the participation of the employees as
well as the clients increases and causes satisfaction to the employees.
The results also show that Meritorious culture is also a significant predictor of Participative
environment (ß=0.15, p<0.01). Meritorious culture orientation of the employees prompts
them to participate in the progressive approach of the bank. This orientation provides
employees with the right incentives to serve the clients in the best possible manner. This
makes the entire organization more receptive to the requirements of its customer base, and
increases employee satisfaction as well.
Also the variable Affinity with the organization is a significant predictor of Participative
environment (ß=0.10, p<0.01). The employees of the banks having good bonding and pride
in identifying with the banks find satisfaction with Participative environment. When the
employees feel proud of their organization, they feel a bonding with it and participate more
and more in various issues and derive satisfaction out of it. According to corporate-identity
experts [190], employee identification and participation are important because employees
represent the corporate identity and affect external stakeholder perceptions; moreover,
employees are a sustainable source of competitive advantage. The more strongly employees
identify with the organization, the more stable and consistent the identity becomes, and the
more employees are likely to further uphold that identity in their actions [298].
The regression also shows that Innovative and participative culture is a significant predictor of
Participative environment (ß=0.9, p<0.05).Previous research showed that sharing,
participating, and collaborating among employees at different levels proved critical for
Ph. D. Thesis 161

learning to occur at the organizational level, which is consistent with Watkins and Marsick’s
[205] conceptual framework. This in turn resulted in higher commitment and satisfaction
among employees.
Also the variable Empathy is a significant predictor of Participative environment (ß=0.08,

p<0.05). It can be interpreted as seniors’ response to situations involving their subordinates
has a direct impact on Participative environment within the organization. More empathizing
seniors are likely to lead to an environment which employees consider to be more
participative. Supportive working conditions and supportive colleagues have been identified
as conducive to job satisfaction by Locke [182]. According to him, having supportive and
friendly co-workers lead to increased participation. When an organization cares for its
employees, it definitely gets their support in return. Organizational investment in employee’s
well being results in higher participation by the employees. Taylor [173] suggested that
employees’ participation and their satisfaction are directly related to company’s investment in
employees’ well being.
Foels, Driskell, Muller, and Salas [281], using a meta analytic integration of research evidence
to address the paradox, reveal that there was a significant tendency for groups experiencing
democratic leadership to be more satisfied than groups experiencing autocratic leadership.
Increased upward communication and its reward also results in employee participation. Avtgis
[282] indicated that people who reported increased communication also reported greater
participation. Sirota et al. [283], in a major study of motivation and job satisfaction, found that
organizations employing motivation schemes, that include three major constructs, i.e. equity,
camaraderie and achievement, simultaneously, tend to be far more effective than those
organizations that do not have such schemes Training practices used by organizations may
have an effect, direct or indirect on both employee motivation and their participation [284].
Hygiene factors
The regression results, shown in Table5.51, reveal that seven variables have emerged as
contributing significantly to the dependent variable namely Hygiene Factors. With the
multiple R of 0.53 and R square at 28 percent, this dimension of employee satisfaction
significantly gets affected by the presence of Disciplined and enterprising culture (ß=0.21,
p<0.01), Meritorious culture (ß=0.12, p <0.01), Empathy (ß=0.10, p<0.01), Affinity with the
162 Ph. D. Thesis

Chapter 5
organization (ß=0.14, p<0.01), Age (ß= -.12, p<0.01), Risk taking (ß=0.12, p<0.01) and
Innovative and participative culture ((ß=0.10, p<0.01).
Table 5.51: Determinants of Work Culture affecting Hygiene Factors in Employee Satisfaction in Banks
(N=661)
Independent Variables Dependent variable: Hygiene Factors
Disciplined and enterprising culture 0.21** 0.4120** 5.55
Meritorious culture 0.12** 0.3103 ** 3.42
Empathy 0.10** 0.2620** 2.93
Affinity with the organization 0.14 ** 0.2875 ** 3.87
Age -0.12** -0.2720** 3.45
Risk taking 0.12** 0.2366** 3.52
Innovative and participative culture 0.10** 0.2727** 2.73
Multiple R = .53
R Square = .28
**significant at .01 level
All the independent factors excluding Age are positively correlated with the dependent
variable Hygiene factors. The employees who are disciplined and take initiative in adopting
new technology are responsible for adding to Hygiene factors. A more disciplined
environment will have a direct positive effect on the maintenance of equipment, the dressing
culture among employees and the quality of physical facilities in the bank. Similarly,
Meritorious culture makes everyone in the organization accountable for the physical upkeep
of equipment and facilities in the bank. There is less apathy towards personal appearance as
well.
Greater Empathy from the seniors increases the overall degree of cooperation in the
organization. This makes easier the task of maintaining the equipment and facilities in the
bank, since errors of omission and commission are easily pointed out and promptly corrected.
Similarly, when the employees feel proud of their organization, they feel a bonding with it and
feel pride in identifying with the same and derive satisfaction from it [290]. Every risk entails
an equal reward. The more risk the employees in the banks take, the more rewards it would
have to churn out to its employees. According to Singh’s findings related to Risk taking work
culture and job satisfaction [198], there is a significant difference between high and low work
culture group (risk taking) in relation to satisfaction with management. There are a few studies
which indicate that there is a positive correlation between sense of duty and job and life
satisfaction because the sense of responsibility serves two purposes at the same time. On one
hand, it satisfies the need of affiliation and on the other, it gives an aptitude for team work
Ph. D. Thesis 163

[151] [199] [200] [201]. Almost similar findings have been reported by Tzeng et al. [202] who
point out that the strength of an organizational culture predicts more job satisfaction. This
notion is also supported by a very recent study on nurses conducted by Sikorska-Simmons
[203] which indicate a positive correlation between positive or favorable organizational
culture and job satisfaction.
A more Innovative and participative culture would foster cooperation. This would aid the
upkeep of the physical facilities and equipment of the bank which will lead to employee
satisfaction. Age is a significant negative predictor of satisfaction due to Hygiene factors
(ß= -0.12, p<0.01). Aged employees are bound to express greater dissatisfaction with the
hygiene related factors of their workplace. This is because their requirements are greater than
their younger counterparts and also because they are more experienced and have greater
expectations.
Fair and Empathetic Management
As seen in Table 5.48 that Disciplined and enterprising culture, Performance Norms,
Meritorious culture, Age and Empowerment have emerged as contributing significantly to the
dependent variable Fair and Empathetic Management.
Table 5.52 Determinants of Work Culture affecting Fair and empathetic management in
Employee Satisfaction in Banks
(N=661)
Independent Variables Dependent variable: Fair and empathetic management
Performance norms 0.20** 0.3097** 5.44
Meritorious culture 0.11** 0.2456** 2.78
Age -0.10** -0.2143** -2.80
Empowerment 0.09* 0.2114** 2.27
Multiple R = 0.44
R Square = 0.19
It is seen that Disciplined and enterprising culture is a significant contributor to Fair and
empathetic management (ß=0.18, p<0.01) as discipline itself inculcates a culture of fairness.
Performance norms is perceived to be a predictor of Fair and empathetic management
(ß=0.20, p<0.01). Meritorious culture has also emerged as a significant predictor of Fair and
empathetic management (ß=0.11, p <0.01).The employees of the banks inclined towards
Meritorious culture perceive Fair and empathetic management as an agent of their satisfaction.
164 Ph. D. Thesis

Chapter 5
Promotion provides opportunities for personal growth, more responsibilities and increased
social status. Individuals who perceive that promotion decisions are made in a fair and just
manner are likely to experience satisfaction from their jobs [291].
Age has been perceived as a significant negative predictor of satisfaction (ß=0.10, p<0.01) as
far as Fair and empathetic management is concerned. With higher age come larger
expectations, not all of which can be satisfied within the workplace. This inevitably leads to
some dissatisfaction regarding the fairness of the policies adopted by the management and
cause dissatisfaction.
Table 5.52 shows that Empowerment is also a significant contributor to Fair and empathetic
management (ß=0.09, p<0.05). Empathic leaders learn the life phases of their followers and,
thereby, know what consequences interest them and which can be used to improve their work
performance [265]. Greater delegation of authority, responsibilities and better support from
the seniors of the organization make the employees think of them as Fair and empathetic
which in turn result into their satisfaction in the banks. According to Geller [263] when people
feel empowered, they also feel ownership for the process and go beyond the call of duty to
make the process work. They become self-accountable. Effective organizations empower their
employees, use teamwork and continuously develop the capacity of their employees [272].
According to Kannan [280], equity theory is founded on the assumption that workers expect
justice, fair play or equity in treatment by their employers. An employee seeks a fair balance
between what he or she puts into the job and what he or she gets out of it. Meritorious culture
[182] has been cited as one of the important factors leading to Fair and empathetic
management in the organizations. As per the regression results in Table 5.52, the above
variables contribute 19 percent (R Square =.19) to the employee satisfaction as far as Fair and
empathetic management is concerned.
Smooth operations
As seen in Table 5.53, five variables namely Disciplined and enterprising culture, Affinity
with the Organization, Performance norms, Age and Meritorious culture have emerged as
contributing significantly to the dependent variable Smooth operations.
Ph. D. Thesis 165

Table 5.53: Determinants of Work Culture affecting Smooth operations in

Employee Satisfaction in Banks
(N=661)
Independent Variables Dependent variable: Smooth operations
Performance Norms 0.13** 0.2704 ** 3.54
Age -0.11** -0.2393** -2.99
Meritorious culture 0.09* 0.2618** 2.41
Multiple R = .48
R Square = .23
It is seen that Disciplined and enterprising culture is a significant predictor of Smooth

operations (ß=.26, p<.01). A Disciplined and enterprising culture is more likely to yield better
performance than a chaotic and insipid environment. Both junior and senior employees would
do justice to their tasks and feel free to usher in best practices and smooth functioning in the
banks resulting in employee satisfaction.
The result shows that Affinity with the organization has also emerged as a significant positive
predictor of Smooth operations (ß=.15, p<.01). The employees of the banks having good
bonding and pride in identifying with the banks obviously lead to Smooth operations. The
more affinity an employee feels towards the organization, greater will be his effort in ensuring
that the bank’s functioning is smooth. He/She will measure his/her success in terms of the
bank’s success and smooth functioning and derive satisfaction out of it. Also the regression
results reveal that Performance norms is a significant predictor of Smooth operations (ß=0.13,
p<0.01). A more performance oriented work culture amongst employees is likely to translate
into Smooth operations of the bank. Performance standards for employees have great impact
on the performance of the firm itself. According to Armstrong [262], in the successful
companies workers received more money if they met certain production quotas. Genuine
behavior-based rewards and recognition are likely to enhance self-esteem, self-efficacy,
personal control and optimism—leading to Smooth operations in the organizations [263]. A
substantial body of evidence has focused on the impact of incentive compensation and
performance management systems on firm performance. In addition, protecting employees
from arbitrary treatment, perhaps via a formal grievance procedure, may also motivate them to
work harder because they expect their effort to be fairly rewarded [264].
166 Ph. D. Thesis

Chapter 5
Age has emerged as a significant negative predictor of Smooth operations (ß=0.-11, p<0.01).
As the age of the employees increases, satisfaction with Smooth operations decreases. It
might be because of the reason that an ageing workforce has quite high expectations which are
not always met. Researchers have found that job satisfaction varies with age for both men and
women [299] [294] [300] [301].
Also the variable Meritorious culture is a significant predictor of Smooth operations (ß=0.09,
p <0.05) as shown in Table 5.53. A Meritorious culture creates an incentive system within the
organization which aligns employees’ interest with that of the organization. This boosts the
organization’s performance and smooth functioning and cause satisfaction among the
employees. Together these variables account for 23 percent (R Square = .23) of the predictors
contributing to employee satisfaction as far as Smooth operations are concerned.
Considerate environment
The regression results, shown in Table 5.54, reveal that two independent variables namely
Performance norms and Disciplined and enterprising culture are significant determinants of
Considerate environment.
Table 5.54: Determinants of Work Culture affecting Considerate environment in Employee Satisfaction
in Banks (N=661)
Independent Variables Dependent variable: Considerate environment
Performance Norms 0.23 ** 0.2637** 5.80
Multiple R = .29
R Square = .09
With the multiple R of 0.29 and R square at 9 percent, this dimension of employee satisfaction
namely Considerate environment significantly gets affected by two independent variables.
The result shows that Performance norms is a positive predictor of Considerate environment
(ß=0.23, p<0.01). A performance facilitating work environment is also a more Considerate
environment, since it motivates employees to look beyond petty self interest and collectively
work towards the benefit of the organization.
Disciplined and enterprising culture has also emerged as a significant positive predictor of
Considerate environment (ß=0.13, p<0.01) as shown in Table5.54. A Disciplined and
enterprising culture is an essential pre-requisite to foster a Considerate environment. Only
Ph. D. Thesis 167

when employees are disciplined, can they be expected to put others’ interest at par with their
own.
Efficient environment
The result shows that Disciplined and enterprising culture, Performance Norms, Risk taking
and Affinity with the Organization are significant predictors of Efficient environment.
Table 5.55: Determinants of Work Culture affecting Efficient environment in

Employee Satisfaction in Banks (N=661)
Independent Variables Dependent variable: Efficient environment
Performance Norms 0.11** 0.2248** 2.93
Risk taking culture 0.13* 0.2049** 3.44
Multiple R = .36
R Square = .13
With the multiple R of 0.36 and R square at 13 percent this dimension of employee
satisfaction significantly gets affected by the presence of Disciplined and enterprising culture
(ß=0.18, p<0.01), Performance Norms (ß=0.11, p <0.01), Risk taking (ß=0.13, p<0.01) and
Affinity with the organization (ß=0.12, p<0.01). A disciplined environment is an Efficient
environment. A disciplined workforce is bound to be more organized and efficient than an
undisciplined one. Robbins [193] recognized the impact of organizational rules and policies
on Efficient environment.
The more performance oriented the employees are, more efficient are the outcomes likely to
be. Since efficiency is rewarded, everyone strives to be more organized and efficient. It is
further seen that Risk taking is a significant predictor of Efficient environment (ß=0.13,
p<0.01). Employees who take risk also places great emphasis on efficiency. For it is through
efficiency that greater risks translate into greater rewards.
Under conditions of moderate challenge, most employees will experience efficiency and
satisfaction [266]. Rotating managers to different jobs is likely to reduce the tendency to
complacency and also has the added benefit of task variety, which has been seen to relate
positively to Efficient environment [267]. According to Neumann [267], employees prefer to
have sufficient variety of tasks to enable them to use different skills to make their job more
168 Ph. D. Thesis

Chapter 5
satisfying. Therefore, a workplace in which risks are considered to be good is also likely to be
an efficient workplace that will lead to employee satisfaction. As mentioned before, greater
affinity with the organization aligns an employee’s interests with that of the firm. This is
likely to encourage efficient behavior on part of the employee resulting into Efficient
environment and employee satisfaction.
Accessibility
Table 5.56 shows only two variables namely Disciplined and enterprising culture and
Performance Norms are contributing significantly to the dependent variable namely
Accessibility.
Table 5.56: Determinants of Work Culture affecting Accessibility in Employee Satisfaction in Banks
(N=661)
Independent Variables Dependent variable: Accessibility
Multiple R = .18
R Square = .03
As seen in Table 5.56, Disciplined and enterprising culture is a significant determinant of

Accessibility (ß=0.12, p<0.01). A disciplined workforce facilitates access to the bank’s
facilities. Also, an ebullient culture of enterprise and innovation is always on the lookout for
making the bank and its facilities more accessible to the largest possible customer base.
Performance Norms has been found, as shown in Table 5.56, a significant predictor of
Accessibility (ß=0.11, p<0.01). Stronger Performance norms of an organization inevitably spill
over to access facilities. Better performing banks are almost always the ones which are most
accessible and provide satisfaction to both clients and employees [38].
Feel good factor
It is seen from Table 5.57 that Performance Norms, Meritorious culture, Income and
Empowerment have emerged as contributing significantly to Feel good factor. As seen in
Table 5.57, Performance norms has emerged as a significant contributor of Feel good factor
(ß=0.18, p<0.01). Better Performance norms of the employees inspire confidence in the
bank’s future. This is precisely why more robust Performance Norms positively affect Feel
good factor about the bank. Meritorious culture is found to be a significant positive predictor
Ph. D. Thesis 169

of Feel good factor (ß=0.11, p <0.01) as shown in Table 5.57. A culture which emphasizes
performance is likely to perform better in the future than a bank with an autocratic culture.
This would lead the employees to feel good about their prospects in the bank. Income has also
emerged as a significant positive predictor of Feel good factor (ß=0.10, p<0.01). Higher the
Income, more will be Feel good factor. As several studies have shown, Income is closely
correlated with happiness. High bracket salary earners are more likely to be happy and
satisfied with their experience in the bank. The contribution of this variable to the good
feelings toward the job is positive [294].
Table 5.57: Determinants of Work Culture affecting Feel good factor in Employee Satisfaction in Banks
(N=661)
Independent Variables Dependent variable: Feel good factor
Meritorious culture 0.11** 0.1407** 2.70
Income 0.10** 0.0840* 2.65
Empowerment 0.08* 0.1518** 2.10
Multiple R = .28
R Square = .08
It is further seen that Empowerment is a significant predictor of Feel good factor (ß=0.08,
p<0.05). Power plays a role which is not too different from money. The more empowered
employees are, more satisfied and happy are they likely to be. As per the regression results, all
the above variables contribute 8 percent (R Square = .08) to Feel good factor.
Trust
Only two variables namely Affinity with the Organization and Meritorious culture have been
shown in Table5.58 as contributing significantly to the dependent variable, Trust. The value
of multiple R is 0.24 and the value of R square is .06. It is seen that Affinity with the
organization is a significant predictor of Trust in banks (ß=0.18 p<0.01). Greater Affinity with
the organization is the stepping stone for a culture of Trust and cooperation. According to
corporate-identity experts [190] employee identification and participation are important
because employees represent the corporate identity and affect external stakeholder
perceptions; moreover, employees are a sustainable source of competitive advantage. The
more strongly employees identify with the organization, the more stable and consistent the
identity becomes, and the more employees are likely to further uphold that identity in their
actions. Employees who possess a sense of belonging towards the organization are also likely
170 Ph. D. Thesis
Chapter 5
to be confident and Trust worthy. Trust has been cited as an important factor in the employee-
management relationship. Trust must be reciprocal - managers must trust their employees, and
employees must trust their managers for the business to operate smoothly. The lack of trust on
either end will only lead to a rise in organizational chaos [188].
Meritorious culture has also emerged as a significant contributor of Trust (ß=0.11, p <0.01).
The employees of the banks inclined towards Meritorious culture perceive Trust instilling
culture an agent of their satisfaction. A Meritorious culture inspires Trust. Employees believe
that performance will be rewarded and they derive satisfaction from it. This is in congruence
with the study done by Kallenberg and Mastekaasa [292] who pointed out that that
promotions increase employee’s perceptions of the quality of their job and thereby enhance
both their trust and satisfaction. From the consumers’ point of view, banking is not
commoditized and is more to do with Trust and tradition rather than speed of service and
convenience [293].
Table 5.58: Determinants of Work Culture affecting Trust in Employee Satisfaction in Banks
(N=661)
Independent Variables Dependent variable: Trust
Affinity with the organization 0.18** .2103 ** 4.67
Meritorious culture 0.11** .1565** 2.84
Multiple R =24
R Square = .06
5.6 CONCLUSION
Based on the outcome of various statistical tests done for analysis, many interesting findings
have come to light. Tests like factor analysis; Duncan’s mean test; correlations and
regressions analysis have been instrumental in analyzing the data and inferring conclusions
from it. The Principal Component factor analysis extracted nine dimensions of work culture
and nine dimensions of employee satisfaction. In order to compare the means of the
perceptions about work culture and employee satisfaction dimensions across the various
demographic characteristics, Duncan’s mean test was applied. It was found that the perception
of the respondents/employees about work culture and employee satisfaction greatly varied
between two groups. Work culture and employee satisfaction of the private sector banks was
perceived better than the public sector banks. The perception about the work culture and
employee satisfaction did not show much variation as far as the gender and marital status of
Ph. D. Thesis 171

the employees were concerned. The perception about the work culture and employee
satisfaction did not vary at all as far as region, and educational qualifications were concerned.
It was found that the perception about work culture and employee satisfaction greatly varied
across the three experience groups. Employees with an experience of up to 10 years were
more satisfied in most of the dimensions than the other experience groups. In all the age
groups, it was interesting to note that the mean in most of the dimensions (showing significant
difference) was highest in A1 indicating that the youngest age group (less than 31) was better
than the other two age groups as far as work culture and employee satisfaction are concerned.
When the comparison was done across the three income groups, it was found that the I1 (the
lowest income group) was better than the other income groups in most of the dimensions of
work culture and employee satisfaction.
In Correlations (Pearson coefficient), most of the employee satisfaction dimensions were

positively correlated with dimensions of work culture and negatively correlated with
demographic variables leaving only educational qualifications. Moving ahead to the
regression analysis for identifying the work culture dimensions and biographical factors that
contributed towards employee satisfaction revealed that the employee satisfaction got affected
by most of the dimensions of Work culture and a few demographic variables but in varying
degree. Disciplined and enterprising culture was an independent dimension of work culture
that predicted employee satisfaction to a large extent as it affected seven dependent variables
of employee satisfaction in a positive way. Similarly Meritorious culture and Performance
norms affected six dimensions each positively and Affinity with the organization affected five
dimensions which led to employee satisfaction. Age affected three variables and Innovative
and Participative culture, Empathy, Empowerment, Risk taking and income affected two
dimensions each of employee satisfaction.
Thus, on the basis of regression model it can be concluded that both the work culture
dimensions and demographics play an important role in making the employees satisfied in the
banks. Therefore, to ensure the employee satisfaction in the banks, it is imperative to develop
a disciplined, enterprising, meritorious, innovative, participative, empathetic, risk taking,
empowering and performance oriented culture in the banks that will boost employee
satisfaction in the banks.
172 Ph. D. Thesis

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Data Analysis, Interpretation and

Discussion of Employees’ Data

5.2.1 Personal Profile of the respondents

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

Public Sector Private Sector

Figure 5.1: Employees’ profile: Gender

Figure 5.2: Employees’ profile: Age

Figure 5.3: Employees’ profile: Marital status

Figure 5.4: Employees’ profile: Qualification

Employees' profile by experience

Figure 5.5: Employees’ profile: Experience

Figure 5.6: Employees’ profile: Income

Employees' profile by location of branch

Figure 5.7: Employees’ profile: Branch location

5.3.1 Identification of factors of Work Culture in banks

The effect of outstanding performance on receiving special rewards and

Cronbach's Alpha N of Items

Table 5.4: Factors of Work Culture

100 Ph. D. Thesis

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

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

Ph. D. Thesis 101

102 Ph. D. Thesis

5.3.2 Identification of factors of Employee Satisfaction in Banks

Ph. D. Thesis 103

Table 5.6: Cronbach Alpha

Cronbach's Alpha No. of Items

104 Ph. D. Thesis

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

Ph. D. Thesis 105

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

106 Ph. D. Thesis

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

Ph. D. Thesis 107

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

108 Ph. D. Thesis

Ph. D. Thesis 109

110 Ph. D. Thesis

Ph. D. Thesis 111

5.4.1.5 Comparison of dimensions of Work Culture between Graduate and Postgraduate

112 Ph. D. Thesis

5.4.1.6 Comparison of dimensions of Work Culture between Graduate and Postgraduate

Ph. D. Thesis 113

5.4.1.7 Comparison of dimensions of Work Culture between Graduate and Postgraduate

5.4.1.8 Comparison of dimensions of Work Culture between Married and Unmarried

Ph. D. Thesis 115

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

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

116 Ph. D. Thesis

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

Ph. D. Thesis 117

5.4.2.1 Comparison of dimensions of Work Culture across three Experience groups

118 Ph. D. Thesis

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

Ph. D. Thesis 119

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

120 Ph. D. Thesis

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

Ph. D. Thesis 121

5.4.2.4 Comparison of dimensions of Work Culture across three Age groups

122 Ph. D. Thesis

Ph. D. Thesis 123

124 Ph. D. Thesis