Result and Discussion: I. Demographic Overview of Public and Private Sector Banks in Kerala

Chapter IV
RESULT AND DISCUSSION
Management practices is the art of developing decisions, strategies, plans and policies
among the employees for improvising their professional development which enable
them to meet overall organizational objectives in an organization. It is the vibrant tool
for rendering efficient services to customers. Management Practices plays crucial role
in Commercial Banks for boosting up profit margin and overall business volume. In
this juncture, the analysis of the present study is very pertinent to examine the
effectiveness of Management Practices for the performance indicators of the Public
and Private Sector Banks in Kerala.
This Session gives broad views of the analysis for the present study. The analysis of
the primary data meets the study‟s overall objectives. A structured questionnaire was
created to collect primary data from Managers and Assistant Managers of Public and
Private Sector Banks in Kerala. 391 respondents were selected from State Bank of
India, Canara Bank, Union Bank, Federal Bank, South Indian Banks, and Catholic
Syrian Bank for the current study. To validate important results and make inferences,
the data were analyzed with the help of the statistical software IBM SPSS 22 version.
I. Demographic Overview of Public and Private Sector Banks in Kerala.
The following are brief outline for the category, Number of Respondents, Experience
of Managers and Assistant Managers, Occupation, Region, location and various
categories of customers‟ for the present study.
Table 4.1
Category
Items Frequency Percent
Private sector 145 37.1
Public sector 246 62.9
Total 391 100

(Source: Primary Data)
1
According to the category wise classification of the respondents, 145 (37.1%)
respondents are selected from the Private Sector Banks, whereas 246 respondents
(62.9%) were selected from the Public Sector Banks. Thus the total respondents of the
present study are 391.
Table 4.2
Experience
Year of Frequency Percent
Experience
<5 Years 23 5.9
5 to 10 year 119 30.4
10-15 year 193 49.4
>15 year 56 14.3
Total 391 100
The Experience-Wise Classification of Managers and Assistant Managers in the
Public and Private Sector Banksis shown in Table 5.2.Out of 391 respondents 23
(5.9%) employees are having an experience lower than 5 years, Whereas 119(30.4%)
of the respondents have an experience in between 5 to 10 years and 193 (49.4 %)
respondents who are the sample members opined that there experience range between
10 to 15 years and 56 (14.3%) respondents have an experience more than 15 years.
Table 4.3
Number of Respondents from selected Banks
Selected Banks Frequency Percent
SBI 82 21
CanaraBank 82 21
Union Bank 82 21
Federal Bank 49 12.5
Catholic Syrian Bank 48 12.3
South Indian Bank 48 12.3
Total 391 100
2
According to the above table an equal number of respondents, 82 (21.0%) each were
selected for the Public Sector Banks in the present study. For the private sector banks
49(12.5 per cent) respondents from federal banks, 48 (12.3 per cent) respondents each
from the catholic Syrian bank and south Indian bank were selected for the present
study.
Table 4.4
Occupation
Occupation Frequency Percent
Assistant 196 50.1

manager
Manager 195 49.9
Total 391 100
Table 5.4 shows the occupation of the respondents. Here respondents are classified in
to Assistant Managers and Managers.196 Assistant Managers and195 Managers are
included in the present study.
Table No 4.5
Region
Region Frequency Percent
South 118 30.2
Central 138 35.3
North 135 34.5
Total 391 100
Table 5.5, shows the region from where data has been collected. The state of Kerala is
divided in to three regions namely South, Central and North. From the southern
region of Kerala, 118(30.2%) respondents are selected, from the central and the north
region of Kerala 138(35.3%) and 135(34.5%) respondents are selected for the present
study.
3
Table No 4. 6
Location
Location Frequency Percent
Urban 133 34
Semi urban 132 33.8
Rural 126 32.2
Total 391 100
The location wise details are presented in table 5.6.Here the location is classified in to
Urban, Semi Urban and Rural. From the Urban Region 133(34%), from Semi Urban
132(33.8%) and from the Rural 126(32.2%) respondents are selected for the present
study.
Table 4.7
Crosstab- distribution of the category of the respondents
category of the respondents Location Total
Urban Semi Rural
urban
Count 49 48 48 145
Private sector
% 33.8% 33.1% 33.1% 100.0%
Category
Count 82 82 82 246
Public sector
% 33.3% 33.3% 33.3% 100.0%
Count 131 130 130 391
Total
% 33.5% 33.2% 33.2% 100.0%
Table 5.7, shows the distribution of the category of the respondents with the location.
Accordingly, for the Private Sector Banks 49 (33.8%) respondents are selected from
the Urban area and 48(33.1%) each respondent are selected from the Semi Urban and
Rural area. Likewise, equal representation has been given from the Urban, Semi
4
Urban and Rural area for selecting the respondents for the Public Sector Banks which
comes to 82 (33.3%) .
Table 4.8
Association between Category and Occupation
Category Occupation Total
Assistant Manager
manager
Private Count 73 72 145
sector % 50.3% 49.7% 100.0%
Category
Public Count 123 123 246
sector % 50.0% 50.0% 100.0%
Count 196 195 391
Total
% 50.1% 49.9% 100.0%
From the above table 5.8, shown the association between category and occupation. As
such for the Private Sector Banks 73(50.3%) Assistant Manager and 72 (49.7%)
Managers are considered. Whereas 123(50%) each Assistant Manager and Managers
were selected for the Public Sector Banks in Kerala.
Table 4.9
Crosstab- Distribution of Banks
Category Bank Total

SBI Canar Union Federal Catholic South
a bank bank bank Syrian Indian
bank bank
Count 0 0 0 49 48 48 145
Private
0.0% 0.0% 0.0% 33.8% 33.1% 33.1% 100.0
sector %
%
Category
Count 82 82 82 0 0 0 246
Public
33.3% 33.3% 33.3% 0.0% 0.0% 0.0% 100.0
sector %
%
Count 82 82 82 49 48 48 391
Total 21.0% 21.0% 21.0% 12.5% 12.3% 12.3% 100.0
%
%
5
From the table 5.9, clearly shows the distribution of the name of the banks which
belong to Private Sector and Public Sector Banks. In the Private Sector Banks
49(33.8%) respondents are selected from the Federal Bank .Likewise 48 (33.1%)
respondents each are equally selected from the Catholic Syrian Bank and South Indian
Bank. Whereas in the Public Sector Banks,82(33.3%) each bank from SBI, Canara
Bank and Union Bank of India are selected for the present study.
Table 4.10
Report- Average Age of the Respondent
Bank Mean N Std. Deviation
SBI 36.62 82 8.723
Canara Bank 36.56 82 8.523
Union Bank 36.55 82 8.783
Federal Bank 37.63 49 7.233
Catholic Syrian Bank 38.58 48 7.491
South Indian Bank 38.10 48 8.375
Total 37.14 391 8.317
Table 5.10 shows the average age of the respondent. Almost all the respondent are
having similar age, in the present study the average age of the respondent is 37.14
years ± 8.317 .The average age of employees who are working with SBI is
36.62±8.723.The average age of employees in Canara Bank is 36.56±8.523, whereas
the average age of employees in Union Bank is 36.55 ± 8.783.The average age of
Federal Bank is 37.63±7.233. Whereas the average age of employees in the Catholic
Syrian Bank is 38.58 ±7.491 and in South Indian Bank, the figure is 38.10±8.375.
Table 4.11
ANOVA Table- Difference in the Age Group of Respondents
Age Group of Respondents Sum of df Mean F Sig.
Squares Square
Between 234.665 5 46.933 .676 .642
(Combined)
Age * Groups
Bank Within Groups 26741.314 385 69.458
Total 26975.980 390
The statistical significance in the age was tested with the help of Anova. The Anova
test value is .676 and the corresponding P value is .642 (P value is greater than 5%).
6
Therefore, there is no difference in the age group of respondents selected for the
present study.
Table 4.12
Customers of the Public and Private sector Banks
Bank Individual Government Private Corporate Self
Customers + Employees Employees Customers Help
Small Scale Groups
Entrepreneurs
Mean 34.67 14.72 15.71 17.63 17.41
N 82 82 82 82 82
SBI
Std. 7.962 8.738 8.580 9.389 9.299
Deviation
Mean 35.69 13.23 14.50 17.29 19.50
Canara N 82 82 82 82 82
Bank Std. 7.213 7.710 8.033 8.473 8.968
Deviation
Mean 34.73 14.06 15.28 17.24 18.88
Union N 82 82 82 82 82
Bank Std. 7.759 8.300 7.525 8.985 9.322
Deviation
Mean 35.02 13.45 15.88 16.90 18.90
Federal N 49 49 49 49 49
Bank Std. 7.522 8.145 7.169 8.639 9.086
Deviation
Mean 35.21 14.21 14.67 18.08 18.06
Catholic
N 48 48 48 48 48
Syrian
Std. 7.784 7.806 9.219 8.918 9.277
Bank
Deviation
Mean 35.01 16.46 15.35 16.19 17.15
South
N 48 48 48 48 48
Indian
Std. 8.327 8.713 7.227 8.960 9.567
Bank
Deviation
Mean 35.05 14.26 15.21 17.27 18.39
N 391 391 391 391 391
Total
Std. 7.705 8.254 7.973 8.871 9.221
Deviation
7
The next part of the analysis shows the main customers of the Public and Private
sector banks selected for the present study, which is shown in the table
5.12.According to the respondents of the SBI, the relative percentage in share of
individual customers and small scale entrepreneur is34.67±7.962, the share of
government employees and private employees accounted to 14.72±8.738
and15.71±8.580respectively. The table also shows the fact that 17.63±9.389 and
17.41±9.299 of the SBI customers are the corporate customers and self-help groups
respectively. According to the respondents of the Canara Bank, the relative
percentage in share of individual customers and small scale entrepreneurs are 35.69±
7.213, the share of government employees and private employees are accounted to
13.23±7.710 and14.50±8.033.The table also shows the fact that 17.29 ±8.473 and
19.50±8.968 of the Canara bank customers are the corporate customers and self-help
groups. According to the respondents of the Union Bank of India, the relative
7.759, the share of government employees and private employees are accounted to
18.88 ±9.322 of the Union Bank of India customers are the corporate customers and
self-help groups. According to the respondents of the Federal Bank, the relative
7.522, the share of government employees and private employees is accounted to
18.90 ±9.086of the Federal bank customers are the corporate customers and self-help
groups. According to the respondents of the Catholic Syrian Bank, the relative
percentage in share of individual customers and small scale entrepreneur are 35.21±
7.784, the share of government employees and private employees is accounted to
14.21±7.806 and14.67±9.219 respectively. The table also shows the fact that 18.08
±8.918 and 18.06 ± 9.277 of the Catholic Syrian Bank customers are the corporate
customers and self-help groups. According to the respondents of the South Indian
Bank, the relative percentage in share of individual customers and small scale
entrepreneur is 35.01± 8.327, the share of government employees and private
employees is accounted to 16.46 ±8.713and15.35±7.227 respectively. The table also
shows the fact that 16.19 ±8.960 and 17.15 ± 9.567of the South Indian Bank
customers are the corporate customers and self-help groups.
8
Table 4.13
ANOVA Table- Various Categories of Customers with the Bank
Various Categories of Customers Sum of df Mean F Sig.

Squares Square
Individual Between 108.435 5 21.687 .362 .874
(Combined)
Customers+ Small Groups
Scale Entrepreneurs Within Groups 23046.501 385 59.861
with Bank Total 23154.936 390
Government Between 371.594 5 74.319 1.092 .364
(Combined)
Employees with Bank Groups
Within Groups 26195.797 385 68.041
Total 26567.391 390
Between 99.018 5 19.804 .309 .908
(Combined)
Private Employees Groups
with Bank Within Groups 24692.936 385 64.137
Total 24791.954 390
Between 105.747 5 21.149 .266 .931
(Combined)
Corporate Customers Groups
with Bank Within Groups 30588.591 385 79.451
Total 30694.338 390
Between 290.666 5 58.133 .681 .638
(Combined)
Self Help Groups with Groups
Bank Within Groups 32866.464 385 85.367
Total 33157.130 390
The table 5.13 shows the statistical significance of the various categories of customers
with the bank. In all the cases the P value obtained based on the Anova test, which
shows P value is greater than 5%.This means according to the bank wise
classification, no difference in the category of customers was identified. According to
the influence of individual customers and small scale entrepreneurs with the bank, the
F test value is.362 and the P value is .874. Influence of Government employees on
bank, the F test value is 1.092 and the corresponding P value is .364.Whereas in the
9
case of influence of private employees with the bank, the F test value is.309 and the
corresponding P value is .908. The F test value is .266 and the P value is .931 as in the
case of influence of corporate customers with the bank. Whereas the influence of Self
Group with the bank was shown through the F test, here the F test value is .681 and
corresponding P value is .638. In all the case P value are greater than five percentages
this means according to the categories of bank, there is no significant difference found
in the proportion of the different categories of the customers.
Table 4.14
Descriptive Statistics- Various Categories of Customers

With the Bank
Various Categories of Mean Std. N
Customers Deviation
Individual Customers and 35.05 7.705 391
Small Scale Entrepreneurs
Government Employees 14.26 8.254 391
Private Employees 15.21 7.973 391
Corporate Customers 17.27 8.871 391
Self Help Groups 18.39 9.221 391
From the above table 5.14 highlight the relative share of the individual customers and
small scale entrepreneurs accounted to 35.05±7.705. Whereas the relative share of
government employees and private employees are accounted to14.26±8.254 and
15.21±7.973 respectively. The table also shows the fact that 17.27±8.871
and18.39±9.221 are the relative share of corporate customers and self-help group.
II. Human Resource Management Practices
The next session of analysis focuses on the Human Resource Management Practices.
Human resource is defined as “the sum of an organization's knowledge, abilities,
skillset, capabilities, and natural talents, as well as the principles, views, and beliefs of
the individuals involved.” (Megginson and Leon C).Excellent human resource
management practices are the success mantra of every organisation. Human resource
management practices are centred on employees' overall capabilities, Skills, and
performance goals. It entails engaging with employees and striving to manage them.
In banking sector has always been a people business. As it mobilise the people
savings in productive channels, Effective HRM practices is the roadmap towards the
success mantra of Public and Private Sector Banks. The below objectives is very
10
pertinent to analyze the influence of Human Resource Management Practices of the
Public and Private Sector Banks in Kerala.
Objective No.1 To evaluate the Innovative Human Resource Management Practices

adopted by Public and Private Sector Banks in Kerala.
Hypothesis No.1 There is no significant difference between innovative Human

Resource Management Practices of Public and Private Sector Banks in Kerala.
In the present study, the Human Resources Practices of Public and Private Sector
banks include the following important practices .They are given below.
1. Talent Management Practices
2. Stress Management Practices
3. Knowledge Management Practices
4. Compensation Management Practices
1. Talent Management Practices
Talent Management Practices are the most vibrant practices under and integrative
human resource management practices. It is an effective mechanism to attract,
promoting, and keeping the talent necessary for organization performance. Talent
Management Practices is the science of utilizing strategic human resource
planning to increase employee‟s competencies and efficiencies for accomplishing
their professional objectives. In the banking industry, talent management practices
play a very important role in the effective use of human resources in the service
model. It is the organization's roadmap for reaching its mission. Talent
Management Practices significantly boost employee morale and productivity,
leading to increased profitability and new business development. To remain
competitive, a bank must effectively implements Talent Management Practices its
employees across the whole employment process, from manpower planning to
training and development activities. Retain, attract and engage the right talent is
the effective tool to address the basic issue of Human resource Management
(Guna, Pavan2016). Now an attempt has been done to examine the extent which
Talent Management Practices are being following the Public and Private Sector
11
Banks in Kerala. The following are the list of variables identified throughout the
study are given below
1.1 Talent enrichment programme

1.2 Induction training
1.3 Soft skill programme
1.4 Employee Empowerment Programme
1.5 Talent Improvement Mechanism
In order make the study more meaningful, fruitful and logical, the present study
is classified the Likert five point scale question in to a three level based on the
quartile value. The mean value obtained is classified based on the quartile value
of three levels. If the mean value is lower than 3.6967, in the present study it
assumes as the low influence. If the value ranges in between 4.02 and 3.6967 the
influence will be moderate. The influence will be high when the mean value is
greater than 4.02.
Table 4.15
Group Statistics-Talent Management Practices
Talent Management Category N Mean Std. Std. Error Effect
Practice Deviation Mean
145 4.04 1.201 0.100 High

Bank promotes Private
talent enrichment sector
through On the Job 246 4.11 1.051 0.067 High
Training and the Off Public
the Job Training. sector
Private 145 3.95 1.056 0.088 Moderate
Bank conducts
Induction training sector
for the newly Public 246 4.03 0.938 0.060 High
recruited officers. sector
sector
Bank conducts Soft Public 246 3.74 1.166 0.074 Moderate
skill programmes. sector
The bank promotes Private 145 3.58 1.240 0.103 Low
an Employee sector
12
Empowerment 246 3.82 1.132 0.072 Moderate
Program to retain Public
talent. sector
Bank insists Talent 145 3.54 1.242 0.103 Low
improvement Private
mechanism for sector
developing Public 246 3.62 1.171 0.075 Low
employee‟s talents. sector
The above table exhibits, the various Talent Management Practices followed by both
Public and Private Sector Banks in Kerala. The mean score assigned by the
respondents of Public Sector Banks is 4.11(High influence) ±1.051and the
respondents of Private Sector Banks assigned a mean score of 4.04(High influence)
±1.201 for the bank‟s promotion in the Talent Enrichment through the On the Job
Training and Off the Job Training. This means, both the Public and Privates Sector
Banks are giving On the Job Training such as Coaching, Job Instruction Training
(JIT), Mentoring, Job Rotation& Apprenticeship Training and Off the Job Training
such as Workshops, Conferences, Seminars, Vestibule training and Management
game for the enrichment of Talent Enrichment Practices. whereas, the respondents of
Private Sector Banks have awarded a moderate score (3.95±1.056) and the
respondents of Public Sector Banks have awarded a high mean score (4.03±0.938) on
bank‟s practices of Induction Training for newly recruited officers. It will help for the
better Career Development System of employees. With regard to the Soft Skill
Development of the banks, both the respondents of Private and Public Sector have
awarded a moderate score (3.78±1.233) and (3.74±1.166) respectively. This means,
banks‟ role on soft skill programmes such as training for Re-skilling and up skilling
effort to tech job, Leadership practices, Team Spirit, Interpersonal skills and E-
Learning programmes for problem solving and creativity are found in moderate level.
But, pathetically, the banks‟ role on employee empowerment programme to retain
talent, the respondents of Private Sector banks have awarded a low score
(3.58±1.240); but the respondents of Public Sector banks have awarded a moderate
score (3.82±1.132).This means, Employee Empowerment Programme of public and
private sector banks includes Employees suggestion scheme, Management Support,
Reward and Recognition for excellent outcomes. But it is very low in Private Sector
Banks and moderately following at Public Sector Banks. With regard to the banks‟
13
improvement mechanism for Developing Employees Talents, both the respondents of
Private Sector Banks and the Public Sector Banks have awarded a low influence
(3.54±1.242) and (3.62±1.171) respectively. There are many Talent Improvement
Mechanism for developing employees „talents such as Work Life Balance, Branch
level staff meetings, Performance Appraisal System, Task analysis and Video
conferencing with Top management. But the study proved that its effect is found very
low both in Public and Private Sector Banks.
Table 4.15.1
Independent Sample t-test: Talent Management Practice

Mean
Talent Management Practice Sig. (2- Differenc
t df tailed) e
Bank promotes talent enrichment
through On the Job Training and
the Off the Job Training -0.624 389 0.533 -0.072
Bank conducts Induction training
for the newly recruited officers -0.785 389 0.433 -0.081
Bank conducts Soft skill
programmes 0.284 389 0.777 0.035
The bank promotes an Employee
Empowerment Program to retain
talent. -1.969 389 0.051 -0.242
Bank insists Talent improvement
mechanism for developing
employees talents -0.583 389 0.560 -0.073
The statistical significance on the opinion between the respondents of both Public and
Private Sector Banks is compared. The inferential statistics used for present study is
Independent sample t-test. According to the t-test, it noted that all the P values are
greater than 5% (0.05).Which implies that; there is no significant difference in the
perception level of Public Sector and Private Sector Banks employees in Kerala with
regard to the Talent Management Practices.
2. Stress Management Practices
The practices adopted for alleviating an employee's work stress is known as Stress
Management Practices. It is extremely helpful for the day-to-day operations of every
14
organization's especially in the banking sector. Stress may be caused by a variety of
factors, and the effects of various forms of stress differ from person to person.
Banking is a demanding career. But unfortunately, employees suffering occupational
stress due to work pressure. It has a detrimental influence on productivity, physical
and mental health, therefore developing ways to keep things under control is very
important for boosting the employee's morale. Employee stress is a rising issue
banking sector. Banks have several problems as a result of the demonetisation, covid
epidemic and cutthroat competition. As a result, it will increase the workload on their
staff. Employee turnover and changes in behaviour and attitude are the end effects of
organisational stress. With the backdrop of response from the officials of the bank, six
variables are identified under Stress Management Practices. There are communication
practices, effective covid19 protocol, Training given to officers for relieving stress,
adequate counselling and support services, Staff rotation policy &wok at home and
employee friendly programmes to relive stress. Now an attempt has been done to
examine the extent which Stress Management Practices are being following the Public
and Private Sector Banks in Kerala.
Table 4.16
Group Statistics-Stress Management Practices
Stress Management Category N Mean Std. Std. Effect

Practices Deviation Error
Mean
145 3.92 1.354 0.112 Moderate
Bank promotes an Private
effective communication sector
practices to relieve 246 3.88 1.275 0.081 Moderate
employees occupational
stress Public
sector
Private 145 3.57 1.257 0.104 Low
The bank implements the
sector
Covid 19 Protocol to
Public 246 3.75 1.157 0.074 Moderate
relieve employee stress.
sector
The bank provides training Private 145 3.26 1.486 0.123 Low
Practices to officers for sector
Safety and Security Public 246 3.58 1.385 0.088 Low
Standards sector
Bank promises adequate Private 145 3.90 1.189 0.099 Moderate
counselling and support sector
15
services to alleviate stress Public 246 3.98 1.063 0.068 Moderate
on employees. sector
Bank Implements flexi Private 145 3.85 1.198 0.099 Moderate
working arrangements for sector
employees to alleviate Public 246 3.98 1.076 0.069 Moderate
stress. sector
Bank conducts Employees sector
Engagement programmes Public 246 3.83 1.189 0.076 Moderate
sector
In Kerala, both the Public and Private Sector Banks have provided a series of stress
management practices for their employees. In the present study, the mean score
assigned by the respondents of Public Sector Banks is 3.88 (Moderate influence)
±1.275 and the respondents of Private Sector Banks assigned a mean score of
3.92(Moderate influence) ±1.354 for the bank‟s promotion in the Communication
Practices among the employees. This means, the respondents of both Public and
Private Sector Banks have a moderate influence on the communication practices, such
as using a sense of humour, smiling, and exchanging office and sharing of family
issues with colleagues. It will help to reduce the negative effects of stress.
Regrettably, the bank's involvement in the initiatives for the implementation of the
Covid 19 Protocol, the respondents of Private Sector Banks have awarded a low score
(3.57±.1.257 and the respondents of Public Sector Banks have awarded a moderate
score (3.75±1.157). This indicates that Stress Management Practices helps in relieving
the occupational stress among the employees when using the COVID-19 protocol.
This includes, giving hand sanitizers to employees and customers, providing masks to
employees, and Special Leave to employees who have tested positive for COVID-
19.It will helps to reduce the employee‟s anxieties level on the background of covid
pandemic. But the study proved that, there is low influence in Private Sector Banks
and alternatively moderate effect in Public Sector Banks. Pathetically, the banks‟ role
on the training to officers for Safety and Security Standards, both the respondents of
Public and Private Sector Banks have awarded a low score (3.58 ±1.385) and
(3.26±1.486) respectively. This indicates that both public and private sector banks
have low effect on training Practices in safety and security requirements such as
handling fire extinguishers, security and fire alarms, and knowing who to notify in
case of an emergency such as theft or robbery. With regard to the adequate
16
counselling and support services to alleviate stress on employees of the banks, both
the respondents of Public and Private Sector Banks have awarded a moderate score
(3.98±1.063) and (3.90±1.189) respectively. This means that banks have a moderate
role in providing counselling and support services to employees who are stressed.
Meanwhile, both public and private sector banks' involvement in promoting Flexi
working arrangements for employees to relieve stress, both the respondents of Public
and Private Sector Banks have awarded a moderate score (3.98±1.076) and
(3.85±1.198) respectively. The flexi working arrangement includes Staff Rotation
Policy, Modified Working Hours and Temporary Transfers. It will aid in the
formation of a stress-free working atmosphere in the workplace. In terms of the
Employee-Friendly Programme promoted by the banks, both the respondents of
Public and Private Sector banks provided a moderate score (3.83±1.189) and
(3.75±1.294) respectively. There are many employee-friendly programme promoted
by the banks for developing employees engagements, Such as international yoga day,
world environmental day, and active involvement in picnics, Onam celebrations,
Xmas, birthday celebrations of employees and social get together help to reduce
employee stress. But the study proved that its effect is found moderate level both in
Public and Private Sector Banks.
Table 4.16.1
Independent Sample t-test: Stress Management Practice
Sig. (2- Mean

Stress Management Practice
T df tailed) Difference
Bank promotes an effective
communication practices to relieve
employees occupational stress. 0.337 389 0.736 0.046
The bank implements the Covid 19
Protocol to relieve employee
stress. -1.436 389 0.152 -0.180
The bank provides training
Practices to officers for Safety and
Security Standards -2.142 389 0.033* -0.319
Bank promises adequate
counselling and support services to
alleviate stress on employees. -0.714 389 0.475 -0.083
Bank Implements flexi working
arrangements for employees to -1.083 389 0.279 -0.127
17
alleviate stress.
Bank conducts Employees Engage

programmes -0.634 389 0.526 -0.082
Private Sector Banks is compared. The inferential statistics was Independent sample t-
test. According to the t-test, all the Stress Management Practices between the
respondents of public and private sector banks in Kerala are not significant different,
except training to officers for Safety and Security Standards provided by banks to
relieve stress among employees, which has a P value less than 5% (P=0.033). As a
result of the t-test, public sector banks made a stronger effort to equip officers with
proper training for Safety and Security Standards.
3. Knowledge Management Practices
In the present scenario, employee development is at the top priorities of the banking
sector. As a result, banking sector offers a wide range of learning interventions
throughout the employee's lifecycle. These targeted learning initiatives aimed at
improving technical and management skills of the employees in to new directions
(Source: SBI Annual Report 2016-2017). The practice of adding updated information
through filtering, preserving, accessing, and spreading relevant information, as well as
developing and testing new knowledge, is known as Knowledge Management
Practice. Commercial Banks efficiently execute Knowledge Management Practices by
adapting online and digital banking techniques. In Banking Sector, Knowledge
Management Practices extremely helpful to create, acquire, share and utilization of
latent knowledge. With the backdrop of response from the officials of the bank, five
variables are identified under Knowledge Management Practices. There are
knowledge enrichment programme for Employees, motivation and encouragement for
the employees to learn about new banking products and services certificate courses in
specialized functional areas, Knowledge Base Engagement Programmes to employees
and class room to desk top training knowledge base to employees.
18
Table 4.17
Group Statistics-Knowledge Management Practices
Knowledge Management Category N Mea Std. Std. Effect

Practice n Devia Error
tion Mean
Bank promotes knowledge Private 145 3.50 1.308 0.109 Low
enrichment programme for sector
Employees through website 246 3.64 1.243 0.079 Low
database and various Public
publication. sector
Bank provides motivation Private 145 3.32 1.373 0.114 Low
and encouragement for the sector
employees to learn about 246 3.61 1.256 0.080 Low
new banking products and Public
services. sector
Bank adheres officers to join
sector
certificate courses in
Public 246 3.83 1.143 0.073 Moderate
specialized functional areas.
sector
Bank provides Knowledge Private 145 3.55 1.312 0.109 Low
Base Engagement sector
Programmes to employees in 246 3.85 1.151 0.073 Moderate
the form of employees Public
participation programme. sector
Private 145 3.37 1.389 0.115 Low
Bank promotes class room to
sector
desk top training knowledge
Public 246 3.65 1.287 0.082 Moderate
base to employees.
sector
The Table 5.17 shows, the effect of various Knowledge Management Practices
followed by both Public and Private Sector Banks in Kerala. The mean score
assigned by the respondents of both the Public and Private Sector Banks have
19
awarded a low score 3.64 ±1.243 and 3.50±1.308 respectively for the bank‟s
promotion in the web site database and various publication. This means, the
knowledge enrichment programme of banks for the promotion of up-to-date
knowledge among the employees includes web base data series, E-publication,
annual reports, magazines and journal. But the study proved, its effect is found very
low both in Public and Private Sector Banks. With regard to the banks promotion on
motivation and encouragement for the employees to learn about new banking
products and services, both the respondents of Private Sector Banks and the Public
Sector Banks have awarded a low score (3.32±1.373) and (3.61±1.256) respectively.
This means that, the bank organised a quiz competition, webinars, seminars, and
workshops for employees to learn about new banking products and services. But the
study proved that, its effects are low in both Public and Private Sector Banks. In
terms of the bank practices for certificate courses adheres to the officers in
specialized functional areas, both the respondents of Private Sector Banks and Public
Sector Banks have awarded a moderate score (3.84±1.240) and (3.83±.1.143)
respectively. This means, certificate courses in specialized functional areas of bank
include treasury operations, Risk management, credit management and accounting on
bank‟s practices. However, the study revealed that its effect is quite moderate level in
both public and private sector banks. With regard to knowledge base engagement
programme to employees of the banks, the respondents of Private Sector Banks have
awarded a low score (3.55±1.312) but the respondents of Public Sector banks have
awarded a moderate score (3.85±1.151). This means, banks‟ role on Knowledge Base
Engagement Programmes has given to employees in the form of webinar, Seminar,
Symposium, Workshop, Study Circles, Entry and Exit Interviews and Staff meeting.
But the study found, its effect is moderately influenced in Public Sector Banks and
pathetically it is found very low in Private Sector Banks. Meanwhile the Promotion
of class room to desk top training knowledge base given to employees, the
respondents of Private Sector banks have awarded a low score (3.37±1.389) but the
respondents of Public Sector banks have awarded a moderate score (3.65±1.287)
respectively. In addition to institutional training, the bank provides Classroom to
Desktop training. It has created a search engine that allows users to access various
Standard Operating Procedures online (SOPs).However, the study found that
classroom-to-desktop training had a low impact in private sector banks and a
moderate influence in public sector banks.
20
Table 4.17.1
Independent Sample t-test: Knowledge Management Practices

Sig. (2- Mean
Knowledge Management Practices
t df tailed) Difference
Bank promotes knowledge
enrichment programme for
Employees through website
database and various publication. -1.098 389 0.273 -0.146
Bank provides motivation and
encouragement for the employees
to learn about new banking
products and services. -2.148 389 0.032* -0.293
Bank adheres officers to join
certificate courses in specialized
functional areas. .065 389 0.948 0.008
Bank provides Knowledge Base
Engagement Programmes to
employees in the form of
employees participation
programme. -2.377 389 0.018* -0.302
Bank promotes class room to desk
top training knowledge base to
employees. -2.082 389 0.038* -0.289
21
Private Sector Banks is compared. The inferential statistics was used for Independent
sample t-test. According to the t-test, there is no significant difference between the
respondents of Public Sector Banks and Private Sector Banks in Kerala with regard to
the statement of Banks promotion in knowledge enrichment programme for
Employees and Banks adheres officers to join certificate courses in specialized
functional areas on Knowledge Management Practices, which have a P values greater
than 5% (0.05).However, there is a significant difference between the respondents of
Public Sector Banks and Private Sector Banks in Kerala with regard to the statements
of Banks motivations and encouragement for the employees to learn about new
banking products and services, Banks Knowledge Base Engagement Programmes to
employees and Banks promotion of class room to desk top training knowledge base
to employees. Here the P value is less than 5% (P=0.032, P=0.018, P=0.038)
respectively. Therefore, the study proved that the Public Sector Banks made stronger
effort in the execution of motivations and encouragement for the employees to learn
about new banking products and services, Knowledge Base Engagement Programmes
to employees and class room to desk top training knowledge base to employees on
Knowledge Management Practices, when compared to private sector banks.
4. COMPENSATION MANAGEMENT PRACTICES
Compensation Management Practices are a set of policies and plan taken by the
organisation for balancing the professional relationship by giving employees with
monetary and non-monetary rewards. Compensation is an essential component of
human resource management that aids in employee motivation and organizational
success. Salaries, bonuses, incentives, allowances, promotion, and appreciation are
some of the main aspects of compensation packages that continue to carry employees
satisfied on the job. (Source: Werner **). Now an attempt has been done to examine
the extent which Compensation Management Practices are being following the Public
and Private Sector Banks in Kerala. In response to the Bank's officials, five variables
under Compensation Management Practices are identified. There is Performance
Linked Incentive Scheme to employees, Job security and good salary packages to the
employees, Reward and Recognition Scheme, fast track promotion and timely
increment policy and Employee well-being and welfare policies.
22
Table 4.18
Group Statistics-Compensation Management Practices
Compensation Category N Mean Std. Std. Effect

Management Practices Deviation Error
Mean
Bank offers Private 145 3.92 1.131 0.094 Moderate
Performance Linked sector
Incentive Scheme to Public 246 3.94 1.081 0.069 Moderate
employees sector
Bank provides Job Private 145 3.66 1.175 0.098 Low
security and good sector
salary packages to the Public 246 3.74 1.091 0.070 Moderate
employees. sector
Private 145 3.49 1.292 0.107 Low
Bank introduces
sector
separate Reward and
Public 246 3.78 1.162 0.074 Moderate
Recognition Scheme.
sector
Bank adheres fast Private 145 3.47 1.349 0.112 Low
track promotion and sector
timely increment 246 3.61 1.273 0.081 Low
policy towards Public
employees. sector
Bank offers Employee Private 145 3.66 1.197 0.099 Low
well-being and sector
23
welfare policies Public 246 3.69 1.123 0.072 Moderate
sector
The Table 4.18 shows the effects of various Compensation Management Practices
followed by both Public and Private Sector Banks in Kerala. The mean score assigned
by the respondents of Public Sector Banks is3.94±1.081 (moderate level) and the
respondents of Private Sector Banks assigned a mean score of 3.92±1.131 (moderate
level) for the bank‟s Performance Linked Incentive Scheme to employees. This
means, the respondents of both the Public and Private Sector Banks are moderately
influenced by the existing Performance Linked Incentive Scheme. But the study
proved that it has moderate level in both in Public and Private Sector Banks. With
regard to the banks role on the Job security and good salary packages to the
employees, the respondents of Private Sector Banks have awarded a low score
(3.66±1.175), but the respondents of Public Sector Banks have awarded a moderate
score(3.74±1.091).This means, the banks Job security and good salary packages helps
to employees to maintain their standard of living. But the study found that moderate
effect in Public Sector Banks and pathetically it is found very low in Private Sector
Banks. Similarly, the banks role on the promotion of Reward and Recognition
Scheme, the respondents of Private Sector Banks have awarded a low score
(3.49±1.292), but the respondents of Public Sector Banks have awarded a moderate
score (3.78±1.162).This means, Bank introduces separate Reward and Recognition
Scheme to appreciate achievements beyond the normal course of business. But the
study found that moderate effect in Public Sector Banks and pathetically it is found
very low in Private Sector Banks. Meanwhile, fast track promotion and timely
increment policy towards employees, both the respondents of Private and Public
Sector Banks have awarded a low score (3.47±1.349) and (3.61±.1.273) respectively.
This implies Bank adheres fast track promotion and timely increment policy towards
employees. But the study proved that, unfortunately it is found very low both in
Public and Private Sector Banks. In terms of the Employee well-being and welfare
policies, the respondents of Private Sector Banks have awarded low score
((3.66±1.197) but the respondents of Public Sector Banks have awarded a moderate
score (3.69±1.123).This states that, the employee well-being and welfare programmes
includes a pool of benefits such as Dearness Allowances, HRA, CCA, Fuel
24
Allowances, Newspaper & Magazine Allowances, Concession Interest Rates on
Loans, Travel Allowances, and Medical Allowances. However, the study revealed
that its effect pathetically low in Private Sector Banks and is quite moderate level in
Public Sector Banks.
Table 4.18.1
Independent Sample t-test: Compensation Management Practices

Compensation Management Sig. (2- Mean
Practices T df tailed) Difference
Bank offers Performance Linked
-.129 389 0.897 -0.015
Incentive Scheme to employees
Bank provides Job security and
good salary packages to the -.686 389 0.493 -0.081
employees.
Bank introduces separate Reward
-2.261 389 0.024* -0.287
and Recognition Scheme.
Bank adheres fast track promotion
and timely increment policy towards -1.003 389 0.316 -0.137
employees.
Bank offers Employee well-being
-0.207 389 0.836 -0.025
and welfare policies
Private Sector Banks is compared. The inferential statistics was Independent sample
t-test According to the t-test, all the Compensation Management Practices are not
significant, except Reward and Recognition Schemes of banks, which have a P value
less than 5% (P=0.024). Hence, there is no difference between the respondents of
Public Sector Banks and Private Sector Banks in Kerala with regard to the statement
of Performance Linked Incentive Scheme to employees, Bank provides Job security
25
and good salary packages to the employees, fast track promotion and timely
increment policy towards employees and Employee well-being and welfare policies.
However, According to the t-test, there is significant difference between the
respondents of Public Sector Banks and Private Sector Banks in Kerala with regard to
the statement of Reward and Recognition Schemes of banks. Therefore, the study
found that Public Sector Banks have made stronger efforts than Private Sector Banks
to operate Reward and recognition regimes for employees on Compensation
Management Practices.
From the above discussion it is found that, both public sector bank and private sector
banks have a great role in the Innovative Human Resource Management Practices.
Accordingly a further attempt was done to evaluate and classify the exact level on
which management practices are being followed by public and private sector banks
based on the grouping of category and occupation of the respondent. Here Manova
test is done and the dependent variables used are Talent Management Practices, Stress
Management Practices, Knowledge Management Practices and Compensation
Management Practices and the Categorical Variables are category of the respondent
and occupation of the respondent. MANOVA Test is the statistical test applied for the
present analysis.
Table: 4.19
Descriptive Statistics- Classification of Human Resource Management Practices

Based on the Category, occupation and category with occupation
Category Occupation Mean Std. N Effect

Dependent Variables
Deviation
Assistant 3.5863 .95297 73 Low
Private manager
sector 3.9750 .76467 72 Moderate
Manager
Talent Management Bank
Total 3.7793 .88340 145 Moderate
Practices
Public Assistant 4.0959 .48407 123 High
sector manager
Bank Manager 3.6358 .88189 123 Moderate
26
Assistant 3.9061 .73684 196 Moderate

manager
Manager

Private manager
Manager
Bank
Total 3.6814 .89892 145 Low
Assistant 4.0488 .45832 123 High

Public manager
Stress Management
sector 3.5610 .91317 123 Low
Practices Manager
Bank

manager
Manager

Private manager
sector 3.5806 .83323 72 Low
Manager
Bank
Total 3.5145 .91886 145 Low
Knowledge Assistant 4.0081 .53922 123 Moderate

Public manager
Management
sector 3.4293 .90633 123 Low
Practices Manager
Bank
Total manager
Manager 3.4851 .88092 195 Low
27
Total 3.6430 .84985 391 Low

Private manager
Manager
Bank
Total 3.6400 .84413 145 Low

Compensation Public manager
Management sector 3.5317 .81817 123 Low
Manager
Practices Bank

manager
Total 3.6400 .81370 195 Low
Manager

According to the opinion of Assistant Manager in Private Sector Banks with regard to
the Talent Management Practices, the mean score awarded is 3.5863(low) ±.95297
and the Mangers of Private Sector Banks have awarded a mean score of 3.9750
(Moderate) ±.76467.Likewise the Assistant Managers of Public Sector Banks in
Kerala have awarded a mean score of 4.0959 (high) ±.48407 and the Managers of
Public Sector of Banks in Kerala have awarded a mean score of 3.6358 (low) ±.88189
for the dependent variable Talent Management Practices. Whereas the opinion of
Assistant Mangers in Private Sector Banks with regard to the Stress Management
Practices, the mean score awarded is 3.4466 (low) ±.99024 and the Mangers of
Private Sector Banks have awarded a mean score of 3.9194 (moderate) ±. 72823.
Likewise, the Assistant Managers of Public Sector Banks in Kerala have awarded a
mean score of 4.0488 (high) ±0.45832 and the Managers of Public Sector of Banks in
Kerala have awarded a mean score of 3.5610 (low) ±. 91317 for the dependent
variable of Stress Management Practices. The opinion of Assistant Mangers in Private
Sector Banks with regard to the Knowledge Management Practices, the mean score
awarded is 3.4493 (low) ±.99765 and the Mangers of Private Sector Banks have
awarded a mean score of 3.5806 (low) ±.83323. Likewise the Assistant Managers of
28
Public Sector Banks in Kerala have awarded a mean score of 4.0081 (moderate)
±.53922 and the Managers of Public Sector of Banks in Kerala have awarded a mean
score of 3.4293 (low) ± .90633 for the dependent variable Knowledge Management
Practices. Concerning the opinion of Assistant Mangers in Private Sector Banks with
regard to the Compensation Management Practices, the mean score awarded is 3.4575
(low) ±.87272 and the Mangers of Private Sector Banks have awarded a mean score
of 3.8250 (Moderate) ±.77709. Likewise the Assistant Managers of Public Sector
Banks in Kerala have awarded a mean score of 3.9659 (moderate) ±.54545 and the
Managers of Public Sector of Banks in Kerala have awarded a mean score of 3.5317
(low) ± .81370 for the dependent variable Compensation Management Practice.
Table 4.19.1
Multivariate test-Overall Human Management Practices based on the category
with occupation & interaction effect of category with occupation
Effect Value F Hypothesi Error df Sig.
s df
Pillai's Trace .971 3200.452b 4.000 384.000 .000
Wilks' Lambda .029 3200.452b 4.000 384.000 .000
Intercept
Hotelling's Trace 33.338 3200.452b 4.000 384.000 .000
Roy's Largest Root 33.338 3200.452b 4.000 384.000 .000
Pillai's Trace .015 1.505b 4.000 384.000 .200
Wilks' Lambda .985 1.505b 4.000 384.000 .200
Category b
Hotelling's Trace .016 1.505 4.000 384.000 .200
Roy's Largest Root .016 1.505b 4.000 384.000 .200
Pillai's Trace .024 2.362b 4.000 384.000 .053
b
Wilks' Lambda .976 2.362 4.000 384.000 .053
Occupation
Hotelling's Trace .025 2.362b 4.000 384.000 .053
Pillai's Trace .099 10.502b 4.000 384.000 .000
Category
Wilks' Lambda .901 10.502b 4.000 384.000 .000
with
Occupation
29
According to the Wilks Lambda test, the Anova test value is 1.505 and corresponding
the P value is 0.200, when the Human Resource Management Practices are classified
based on the category of the respondent and it is found statistically not significant, as
the P Value is greater than 5%.This means according to the category wise (Public and
Private Sector Banks) no difference was felt on the overall Human Resource
Management Practices. According to the occupation, based on the Wilks' Lambda
test, the Anova test value is 2.362 and the corresponding P value is .053,the result is
not significant as the P Value is greater than 5%.This means, According to the
occupation wise classification (Assistant Managers& Managers) the respondents
never found any difference in the overall Human Resource Management Practices.
According to the interaction effect of category with occupation, based on the Wilks'
Lambda test, the F test value is 10.502 and the corresponding P value is .000 (lessthan
5%), the result is significant. This means, there is a significant difference in the
overall Human Resource Management Practices based on the interaction effect of
category with occupation.
Table 4.19.2
Tests of Between-Subjects Effects- Classification of Human Resource
Management Practices
Source Dependent Variable Type III df Mean F Sig.
Sum of Square
Squares
Talent Management 19.183a 3 6.394 10.742 .000
Practices
Stress Management 24.131b 3 8.044 13.212 .000
Practices
Corrected Knowledge 25.036c 3 8.345 12.584 .000
Model Management
Practices
Compensation 17.566d 3 5.855 10.506 .000
Management
Practices
30
Talent Management 5333.831 1 5333.831 8960.263 .000
Practices
Stress Management 5114.840 1 5114.840 8401.196 .000
Practices
Knowledge 4773.385 1 4773.385 7197.972 .000
Intercept
Management
Practices
Compensation 4982.047 1 4982.047 8939.565 .000
Management
Practices
Talent Management .662 1 .662 1.113 .292
Practices
Stress Management 1.355 1 1.355 2.225 .137
Practices
Knowledge 3.788 1 3.788 5.712 .017
Category
Management
Practices
Compensation 1.054 1 1.054 1.892 .170
Management
Practices
Talent Management .116 1 .116 .196 .658
Practices
Stress Management .005 1 .005 .008 .927
Practices
Knowledge 4.570 1 4.570 6.891 .009
Occupation
Management
Practices
Compensation .101 1 .101 .182 .670
Management
Practices
Category Talent Management 16.433 1 16.433 27.606 .000
with Practices
31
Occupation Stress Management 21.048 1 21.048 34.571 .000
Practices
Knowledge 11.500 1 11.500 17.341 .000
Management
Practices
Compensation 14.655 1 14.655 26.296 .000
Management
Practices
Talent Management 230.372 387 .595
Practices
Stress Management 235.614 387 .609
Practices
Knowledge 256.642 387 .663
Error
Management
Practices
Compensation 215.676 387 .557
Management
Practices
Talent Management 5996.360 391
Practices
Stress Management 5784.840 391
Practices
Knowledge 5470.720 391
Total
Management
Practices
Compensation 5610.480 391
Management
Practices
Talent Management 249.554 390
Corrected Practices
Total Stress Management 259.745 390
Practices
32
Knowledge 281.678 390
Management
Practices
Compensation 233.242 390
Management
Practices
a. R Squared = .077 (Adjusted R Squared = .070)
b. R Squared = .093 (Adjusted R Squared = .086)
c. R Squared = .089 (Adjusted R Squared = .082)
d. R Squared = .075 (Adjusted R Squared = .068)
The following sections depict the individual Human Resource Management Practices
in detail. They are namely Talent Management practices, Stress Management
Practices, Knowledge management Practices and Compensation Management
Practices. According to the Category Wise Classification, there is no difference in the
Talent Management Practices of Public and Private Sector Banks in Kerala as the P
Value is 0.292,Based on the Stress Management Practices no statistical differences
was noticed as the P value is 0.137. Likewise according to the Compensation
Management Practices, no difference was seen as the P is value.0170. But according
to the Knowledge Management Practices based on the category of respondents, a
significant difference was noticed as the P value is 0.017 which is less than 5%.
According to the Occupation Wise Classification there is no difference in the Talent
Management Practices of Public and Private Sector Banks in Kerala as the P Value is
0.658, Based on the Stress Management Practices no statistical differences was
noticed as the P value is 0.927. Likewise according to Compensation Management
Practices no difference was seen as the P is value0.670.But according to the
Knowledge Management Practices based on the Occupation of the respondents, a
According to the interaction effect of category with occupation based on Talent
Management practices, Stress Management Practices, Knowledge management
Practices and Compensation Management Practices a significant difference was
noticed as the P value is less than 5%.
II. Marketing Management Practices
33
The next session of analysis focuses on the Marketing Management Practices.
Marketing Management Practices is the art of attracting new customers. Customer
satisfaction and customer relationships are at the central core of current marketing
thought and practice. (Source: Philip, Kotler, Principles of marketing1980).Marketing
Management Practices are critical to the profitability and longevity of the banking
industry. With the back drop of transformation from a spread to a service model,
Public and Private Sector Banks are increasingly focused their Marketing
Management Practices on educating customers about the services and benefits they
offer. Marketing is a channel between banks and their customers; no bank can succeed
unless it invests substantially in marketing practices. Banks are increasingly coming
up with innovative and eye-catching Marketing strategies to attract and retain
consumers. The following objective and Hypothesis is very pertinent to the Marketing
Management Practices of Public and Private Sector Banks in Kerala.
Objective No.2 To evaluate the Innovative Marketing Management Practices

offered by Public and Private Sector Banks in Kerala.
Hypothesis No.2 There is no significant difference between innovative Marketing

Management Practices of Public and Private Sector Banks in Kerala.
In the present Analysis, the Marketing Management Practices of Public and

Private Sector Banks include the following important practices .They are given
below.
1. Quality Management Practices
2. Relationship Marketing Management Practices
3. Green Banking Marketing Management Practices
1. Quality Management Practices
Quality Management Practices is described as the group of activities and programmes

initiated by an organization's management and employees to achieve long-term
customer loyalty and retention. Quality Management Practices is the most widely
used Management Practice for improving an overall performance of the employees in
an organisation by fulfilling customer requirements needs. Quality of service will be
the most important aspect in the banking sector. In the backdrop of stiff competition,
34
the banks must adopt a more realistic, market-oriented approach to attract and retain
customers. Customer-centric services have prompted a paradigm shift in the service
sector. As a result, the concept of Quality Management Practices in the service sector
has grown rapidly. (Source: Durgesh, Patta, nayak, & Maddulety, (2011).The Quality
Management Practices for the current study includes Work from Home Policy, ethical
quiz and workshop, quality up-gradation, Social Media Policy, and specific
preventative actions for employees due to covid 19.
Table 4.20
Group Statistics- Quality Management Practices
Quality Management Category N Mean Std. Std. Effect

Mean
Bank Introduces Work Private 145 3.71 1.158 0.096 Moderate

From Home Policy for the sector
employees to maintain 246 3.91 1.030 0.066 Moderate
quality of work due to new
challenges posed by Novel Public
Coronavirus. sector
Private 145 3.37 1.338 0.111 Low
Bank conducts ethical quiz
sector
and work shop among the
Public 246 3.66 1.248 0.080 Low
officers.
sector
Private 145 3.57 1.332 0.111 Low
Bank develops quality up-
sector
gradation programme
Public 246 3.78 1.168 0.074 Moderate
through various training.
sector
Bank implements a Social Private 145 3.79 1.191 0.099 Moderate
Media Policy to educate sector
35
bank employees, 246 4.00 1.026 0.065 Moderate
customers, stakeholders, Public
and the general public. sector
The Bank has implements Private 145 3.88 1.277 0.106 Moderate
special preventive sector
measures for employees 246 3.89 1.172 0.075 Moderate
and customers on the eve Public
covid pandemic. sector
The table shows the different Quality Management Practices used by Public and
Private Sector Banks in Kerala. The mean score assigned by the respondents of Public
Sector Banks is 3.91(Moderate influence) ± 1.030 and the respondents of Private
Sector Banks assigned a mean score of 3.71(Moderate influence) ±1.158for Work
from Home Policy on the employees to maintain quality of work. But the study
proved that the effect of Work from Home Policy of both the Public and Private
Sector Banks are moderately influenced among the employees. Pathetically, the banks
role on the promotion of ethical quiz and work shop among the officers, both the
respondents of Private Sector Banks and Public Sector Banks have awarded a low
score (3.37±1.338) and (3.66±1.248) respectively. Bank officials took part in an
ethical quiz and course to ensure the highest levels of honesty and integrity in their
personal and professional interactions. However, the study found that its effect is
found very low both in Public and Private Sector Banks in Kerala. With regard to
quality up-gradation through various training of the banks, the respondents of Private
Sector banks have awarded a low score (3.57±1.332) and the respondents of Public
Sector Banks have awarded a moderate score (3.78±1.168). This means, banks‟
provides quality up-gradation through various training such as Compliance Training,
Process Training, Application Software Training and Sales Training to the officers
through training institutions for enhancing the quality level of the employees are
found in low level in private sector and moderately following at Public Sector Banks.
In terms of the Social Media Policy of banks, both the respondents of Private Sector
and public sector banks have awarded a moderate score (3.79±1.191) and
(4.00±1.026) respectively. The Social Media Policy of banks helps to educate bank
employees while in dealing with customers, stakeholders, and the general public when
36
posting a comment, idea and any blogs with regards to banking operations. But the
study proved that its effect is found very moderate level both in Public and Private
Sector Banks. Similarly, special preventive measures for employees and customers of
banks, both the respondents of Private Sector and public sector banks have awarded a
moderate score (3.88±1.277) and (3.89±1.172) respectively. There are many special
preventive measures of employees and customers on the eve covid pandemic, such as
providing sanitizers, Temperature check-up, social distancing as well as disinfecting
and fumigating concerned branches promptly. It will help to fight against pandemic
situation and also study proved that its effect is found moderate influence both in
Public and Private Sector Banks.
Table 4.20.1
Independent Sample t-test: Quality Management Practices

Sig. (2- Mean
Quality Management Practices
Bank Introduces Work From Home
Policy for the employees to maintain
-1.736 389 0.083 -0.197
quality of work due to new challenges
posed by Novel Coronavirus.
Bank conducts ethical quiz and work
-2.184 389 0.030* -0.293
shop among the officers.
Bank develops quality up-gradation
-1.614 389 0.107 -0.208
programme through various training.
Bank implements a Social Media Policy
to educate bank employees, customers, -1.873 389 0.062 -0.214
stakeholders, and the general public.
The Bank has implements special
preventive measures for employees and -0.027 389 0.979 -0.003
customers on the eve covid pandemic
test. According to the t-test, there is no significant difference between the respondents
of the Public Sector and Private Sector Banks in Kerala on the Work from Home
Policy for Employees, quality up-gradation programme, Social Media Policy of banks
and special preventive measures for employees, which have a P value greater than5%
37
(P=0.083, P=0.107, P=0.062, P=0.979). However, According to the t-test, there is
significant difference between the respondents of Public Sector Banks and Private
Sector Banks in Kerala with regard to the statement of banks role on ethical quiz and
work shop among the officers, which have a P value less than 5%
(P=0.030).Therefore, the study found that Public Sector Banks have made stronger
efforts than Private Sector Banks to conduct ethical quiz and work shop among the
officers on Quality Management Practices.
2. Relationship Marketing Management Practices
“Relationship Marketing Management Practices refers to all marketing activities

directed towards establishing, developing and maintaining successful relational
exchanges between employees and customers. (Source: Morgan and Hunt
1994).Relationship marketing is becoming increasingly important in today's service
sector especially in Banking Sector. Therefore, the Commercial Banks must retain
relationships with loyal customers for reaping profit margin. Furthermore, clients are
becoming more informed, intelligent, and aggressive, with a growing desire for
personalized and unique products and services. The relationship marketing tools like
trust, dedication, and bonding play key roles in developing effective relationships
with both the bank and the clients. (Source: Rupali ,Madan ,2015). The Relationship
Marketing Management Practices for the current study includes Customer Conflict
Management mechanism, SMAC-Social, Mobile, Analytics and Cloud techniques,
good communication with customer‟s queries, the bank maintain warm relationship
through messages to customers and relationship marketing programmes for
customers.
Table 4.21
Group Statistics- Relationship Marketing Management Practices
Relationship Marketing Category N Mean Std. Std. Effect

Mean
Private 145 3.61 1.265 0.105 Low

Bank maintains a
sector
Customer Conflict
Public 246 3.72 1.129 0.072 Moderate
Management mechanism.
sector
Bank adopts SMAC- Private 145 3.62 1.248 0.104 Low
Social, Mobile, Analytics sector
38
and Cloud techniques. Public 246 3.76 1.071 0.068 Moderate
sector
Bank keeps effective and
sector
good communication
Public 246 3.90 1.133 0.072 Moderate
with customer‟s queries.
sector
The bank maintains Private 145 3.28 1.530 0.127 Low
warm relationship with sector
customers through Public 246 3.53 1.396 0.089 Low
message transmission. sector
Private 145 3.651 1.0158 0.0844 Low
Banks create relationship
sector
marketing programmes
Public 246 3.781 0.8631 0.550 Moderate
for customers.
sector
The table shows the different Relationship Marketing Practices used by public and
private sector banks in Kerala. The mean score assigned by the respondents of Public
Sector Banks is 3.72 (Moderate influence) ±1.129 and the respondents of Private
Sector Banks awarded a mean score of 3.61(low influence) ±1.265 for Banks
promotion of Customer Conflict Management mechanism. This means, Bank
maintain an effective Customer Conflict Management mechanism to address customer
complaints. It will helpful in increasing customer loyalty to great extent. But the study
proved that the effect of Customer Conflict Management Mechanism have been
pathetically low in private sector banks and moderately following in the public sector
banks. Similarly, the respondents of Private Sector Banks have awarded a low score
(3.62±1.248) and the respondents of Public Sector Banks have awarded a moderate
score(3.76±1.071) on banks practices of SMAC-Social, Mobile, Analytics and Cloud
techniques .It will helps to reach and expand the network of customers. But the study
proved that its effect is very low in Private Sector Banks and moderately following at
Public Sector Banks. With regard to the Banks role in effective and good
communication with customer‟s queries, both the respondents of Private Sector and
public sector banks have awarded a moderate score (3.83±1.225 and (3.90±1.133)
respectively. This means, communication with customer‟s queries on 24x7 bases
through customer service centres helps to keep in touch with banker and customers.
However, the study found that its effect is moderate level both in Public and Private
Sector Banks. But, pathetically, the banks role on informing important messages to its
39
customers for transactions and greetings various celebrations, both the respondents of
Private Sector and public sector banks have awarded a low score (3.28±1.530 and
(3.53±1.396) respectively. This means, the Banks sends SMS messages, what up
messages and email for the day to day transactions and greetings to its customers for
the important celebrations. But regrettably its effect is very low level both in Public
and Private Sector Banks. With regard to the banks role in relationship marketing
programmes with customers, the respondents of Private Sector Banks have awarded a
low score (3.651±1.0158) and the respondents of Public Sector Banks have awarded a
moderate score (3.781±0.8631) .This means, Banks create relationship marketing
programmes through customized to each customer group, adopt cross-selling and
customers retention programmes. But the study found in low level at Private Sector
Banks and moderately following at Public Sector Banks.
Table 4.21.1
Independent Sample t-test: Relationship Marketing Management Practices
Relationship Marketing Mean

Management Practices T df Sig. (2-tailed) Difference
Bank maintains a Customer Conflict
-0.822 389 0.411 -0.102
Management mechanism.
Bank adopts SMAC-Social, Mobile,
-1.169 389 0.243 -0.139
Analytics and Cloud techniques.
Bank keeps effective and good
communication with customer‟s -0.523 389 0.602 -0.064
queries.
The bank maintains warm
relationship with customers through -1.694 389 0.091 -0.257
message transmission.
Banks create relationship marketing
-1.352 389 0.177 -0.1306
programmes for customers.
test. According to the t-test, all the p values are having a value greater than 5%
(0.05).Therefore; there is no difference between the respondents of Public Sector
Banks and Private Sector Banks in Kerala with regard to the statement on
Relationship Marketing Management Practices.
40
3. Green Banking Marketing Management Practices.
The world has faced a serious problem of environmental devastation since the process
of economic growth commenced. As a responsible stakeholder, the banking industry
will be responsible to the environment by embracing different green banking
practices. Green banking practices means those plans and policies taken by banking
organisations for the effective execution of paper less transaction in order to sustain
green environment. It helps to reduce both internal and external carbon footprints.
Green banks, often known as environmentally friendly banks, is responsible for
socially committed business (Source: gobinda, deka 2015).Green banking practices
plays a vibrant role in establishing environmental sustainability by reducing
paperwork and boosting internet banking. With the backdrop of current study
includes, Green banking Technology, Green banking programs, promotion of inter-
bank funds transfer such as RTGS and NEFT, E-waste management activities and
Banks promotion of Staff Meeting using digital platforms.
Table 4.22
Group Statistics-Green Banking Marketing Management Practices
Std.
Green Banking Marketing Std. Error
Practices Category N Mean Deviation Mean Effect
Private
sector 145 3.42 1.300 0.108 Low
Bank promotes Green Public
banking Technology. sector 246 3.53 1.204 0.077 Low
Private
Bank undertakes Green sector 145 3.63 1.343 0.112 Low
banking program for Public
employees. sector 246 3.76 1.192 0.076 Moderate
Bank promotes fastest Private

mode of inter-bank funds sector 145 3.47 1.214 0.101 Low
41
transfer such as RTGS and
NEFT to execute green
banking operations Public
efficiently. sector 246 3.58 1.103 0.070 Low
Private
The Bank executes e-waste sector 145 3.70 1.169 0.097 Moderate
management activities Public
successfully. sector 246 3.67 1.140 0.073 Low
Private
Bank conducts Staff sector 145 3.23 1.461 0.121 Low
Meeting using digital Public
platforms. sector 246 3.65 1.272 0.081 Low
The table shows the different Green Banking Marketing Management Practices used
by public and private sector banks in Kerala. The mean score assigned by the
respondents of Public Sector Banks is 3.53 (low influence) ± 1.204 and the
respondents of Private Sector Banks assigned a mean score of 3.42(low influence)
±1.300 for Banks Promotion of Green Banking Technology. This means,Bank support
green banking Technology such as ATM, mobile banking, online banking, green
channel counter, green card and e-passbook application to customers. But the study
proved that the effect of Green Banking Technology on customers have been
pathetically low both in Public and the Private Sector Banks. With regard to the
Banks role in Green banking program for employees, the respondents of private sector
banks have awarded a low score (3.63±1.343) and the respondents of public sector
banks have awarded a moderate score(3.76±1.192).There are number of Green
banking programs conducted for employees such as tree planting and Eco-parks
conservation. But the study found its effect is low level in Private Sector Banks and
moderately following in the Public Sector Banks. Pathetically, the banks role on the
fastest mode of inter-bank funds transfer helps to paperless transaction, both the
respondents of Private Sector and public sector banks have awarded a low score
(3.47±1.214 and (3.58±1.103) respectively. Banks promotion on the interbank fund
transfer includes RTGS and NEFT which helps to paper less transactions. But the
study proved that its effect is found very low both in public and private sector banks.
42
With regard to the banks role on the execution of e-waste management activities, the
respondents of Private Sector Banks have awarded a moderate score (3.70±1.169) and
the respondents of Public Sector Banks have awarded a low score(3.67±1.140). The
Bank executes e-waste management activities to reduce plastic waste from the bank
premises. But the study proved that, e-waste management activities are moderately
followed by Private Sector Banks but its effect is found very low in Public Sector
Banks in Kerala. For the promotion of Staff Meeting via digital platforms, both the
respondents of Private Sector and public sector banks have awarded a low score
(3.23±1.461 and (3.65±1.272) respectively. This indicates that banks' use of digital
platforms to promote staff meetings have low level influence on the employees of
Table 4.22.1
Independent Sample t-test: Green Banking Marketing Management Practices

Green Banking Marketing Mean
Practices T df Sig. (2-tailed) Difference
Bank promotes Green banking

-0.861 389 0.390 -0.112
Technology.
Bank undertakes Green banking

-0.991 389 0.322 -0.130
program for employees.
Bank adopts fastest mode of
inter-bank funds transfer such as
-0.937 389 0.349 -0.112
RTGS and NEFT to execute
green banking operation
The Bank executes e-waste
management activities -0.214 389 0.830 -0.026
successfully.
Bank conducts Staff Meeting
-2.974 389 0.003* -0.419
using digital platforms.
43
of Public Sector Banks and Private Sector Banks in Kerala with regard to the
statement of Banks promotion in Green banking Technology, Green banking program
for employees, Banks promotion on fastest mode of inter-bank funds transfer such as
RTGS and NEFT to execute green banking operation and bank execution of e-waste
management. which have a P value greater than 5%.However, according to the t-test,
there is a significant difference between the respondents of Public Sector Banks and
Private Sector Banks in Kerala in the statement of Bank promotion of Staff Meeting
using digital platforms, which have a P value less than 5 %(P=0.003).With regard to
this statement, as an outcome of the t-test, public sector banks made a greater effort
than private sector banks to hold staff meetings through digital platform.
4. Classification of Marketing Management Practices Based on the Category,
occupation.
From the above discussion it is found that, both public sector bank and private sector
banks have a great role in the innovative Marketing management practices.
Accordingly a further attempt was done to evaluate and classify the exact level on
which management practices are being followed by public and private sector banks
based on the grouping of category and occupation of the respondent. There are three
Multiple Dependent Variables are used for the Marketing Management Practices
namely Quality Management Practices, Relationship Marketing Management
Practices and Green Banking Marketing Management Practices. The category is then
divided into two namely, Private Sector Banks and Public Sector Banks. Based on the
occupation it is further classified on the Assistant Manager and Manager. Here
Manova test is done and the dependent variables used are Talent Management
Practices, Stress Management Practices, Knowledge Management Practices and
Compensation Management Practices and the Categorical Variables are category of
the respondent and occupation of the respondent.
Table: 4.23
Descriptive Statistics-Classification of Marketing Management Practices
44
Category Occupation Mean Std. N Effect
Dependent Variables
Deviation
Assistant manager 3.5705 1.01625 73 Low

Private
Manager 3.7583 .73690 72 Moderate
sector
Total 3.6638 .89051 145 Low
Assistant manager 4.1093 .52128 123 Moderate

Quality Management Public
Manager 3.5846 .90144 123 Low
Practices sector
Total Manager 3.6487 .84665 195 Low
Assistant manager 3.3890 1.19371 73 Low

Private
Manager 3.8120 .84584 72 Moderate
sector
Total 3.5991 1.05369 145 Low
Relationship Assistant manager 4.0024 .63332 123 Moderate

Marketing Public
Manager 3.4726 1.05981 123 Low
Management sector
Practices
Total 3.6862 .96722 391 Low
Assistant manager 3.3589 .95914 73 Low

Green Banking
Private
Manager 3.6222 .84023 72 Low
Marketing
sector
Management Total 3.4897 .90858 145 Low
Practices
Public Assistant manager 3.8797 .66763 123 Moderate
45
sector Manager 3.3984 .86858 123 Low
Total 3.6390 .80980 246 Low
Assistant manager 3.6857 .82599 196 Low
Total 3.5836 .84970 391 Low

According to the opinion of Assistant Manager in Private Sector Banks with regard to
the Quality Management Practices, the mean score awarded is 3.5705 (low) ±.1.01625
and the Mangers of Private Sector Banks have awarded a mean score of 3.7583
(Moderate) ±0.73690.Likewise the Assistant Managers of Public Sector Banks in
Kerala have awarded a mean score of 4.1093 (high) ±.52128 and the Managers of
Public Sector of Banks in Kerala have awarded a mean score of 3.5846 (low) ±
.90144 for the dependent variable Quality Management Practices. Concerning the
opinion of Assistant Mangers in Private Sector Banks with regard to the Relationship
Marketing practices the mean score awarded is 3.3890 (low) ± 1.19371and the
Mangers of Private Sector Banks have awarded a mean score of 3.8120 (moderate)
±.84584. Likewise the Assistant Managers of Public Sector Banks in Kerala have
awarded a mean score of 4.0024 (moderate) ±.63332 and the Managers of Public
Sector of Banks in Kerala have awarded a mean score of 3.4726 (low) ± 1.05981 for
the dependent variable Relationship Marketing Practices. Whereas in terms of the
opinion of Assistant Mangers in Private Sector Banks with regard to the Green
Banking Marketing Management Practices, the mean score awarded is 3.3589 (low)
±.95914 and the Mangers of Private Sector Banks have awarded a mean score of
3.6222 (low) ±.84023. Likewise the Assistant Managers of Public Sector Banks in
Kerala have awarded a mean score of 3.8797 (moderate) ±.66763 and the Managers
of Public Sector Banks in Kerala have awarded a mean score of 3.3984 (low) ±
.86286 for the dependent variable Green Banking Marketing Management Practices.
Table 4.23.1
Multivariate test-Overall Marketing Management Practices based on the
category with occupation & interaction effect of category with occupation .
46
Effect Value F Hypothesis Error df Sig.
df
Pillai's Trace .967 2796.474b 4.000 384.000 .000

Wilks' Lambda .033 2796.474b 4.000 384.000 .000
Intercept
Hotelling's Trace 29.130 2796.474b 4.000 384.000 .000
Roy's Largest Root 29.130 2796.474b 4.000 384.000 .000
Pillai's Trace .013 1.252b 4.000 384.000 .289
Wilks' Lambda .987 1.252b 4.000 384.000 .289
Category
Pillai's Trace .014 1.382b 4.000 384.000 .240
Occupati Wilks' Lambda .986 1.382b 4.000 384.000 .240
on Hotelling's Trace .014 1.382b 4.000 384.000 .240
Pillai's Trace .079 8.233b 4.000 384.000 .000
Category
with Wilks' Lambda .921 8.233b 4.000 384.000 .000
Occupati Hotelling's Trace .086 8.233b 4.000 384.000 .000
on Roy's Largest Root .086 8.233b 4.000 384.000 .000
a. Design: Intercept + B.2© + A.4 + B.2© * A.4
b. Exact statistic
According to the wilks Lambda test, the Anova test value is 1.252 and corresponding
the P value is .289.When the Marketing Management Practices are classified based on
the category of the respondent and it is found statistically not significant as the P
Value is greater than 5% which means according to the category wise (Public and
Private Sector Banks) no difference was felt on the overall Marketing Management
Practices. According to the occupation based classification based on the wilkslamba
test, the Anova test value is 1.382 and the corresponding P value is .240 greater than
5%, the result is not significant which means according to the occupation wise
classification (Assistant Managers& Managers) the respondents never found any
difference in the overall Marketing Management Practices. According to the
interaction effect of category with occupation based on the Wilks lamba test, the F
test value is 8.233 and the corresponding P value is .000, the result is significant. This
means there is a significant difference in the overall Marketing Management Practices
based on the interaction effect of category with occupation.
Table 4.23.2
47
Tests of Between-Subjects Effects- Individual Marketing Management Practices
Source Dependent Variable Type III df Mean F Sig.
Sum of Square
Squares
Quality Management 21.276b 3 7.092 11.193 .000
Practices
Relationship 25.498c 3 8.499 9.692 .000
Corrected
model
Green Banking 18.795d 3 6.265 9.227 .000
Marketing
Quality Management 5147.000 1 5147.000 8123.476 .000
Practices
Relationship 4912.215 1 4912.215 5601.891 .000
Intercept Management Practices
Green Banking 4637.054 1 4637.054 6829.058 .000
Marketing
Practices
Relationship 1.712 1 1.712 1.952 .163
Category
Green Banking 2.011 1 2.011 2.961 .086
Marketing practices
Practices
Relationship Marketing .260 1 .260 .297 .586
Green Banking 1.084 1 1.084 1.596 .207
Occupation
Marketing
Practices
Relationship Marketing 20.704 1 20.704 23.611 .000
Category
With
Green Banking 12.645 1 12.645 18.623 .000
Occupation
Marketing
Quality Management 245.202 387 .634
Practices
Error
Relationship Marketing 339.355 387 .877
48
Green Banking 262.780 387 .679
Marketing
Quality Management 5850.370 391
Practices
Relationship Marketing 5677.757 391
Total Management Practices
Green Banking 5302.960 391
Marketing
Quality Management 266.478 390
Practices
Relationship Marketing 364.852 390
Corrected
Total
Green Banking 281.575 390
Marketing
a. R Squared = .075 (Adjusted R Squared = .068)
b. R Squared = .080 (Adjusted R Squared = .073)
c. R Squared = .070 (Adjusted R Squared = .063)
d. R Squared = .067 (Adjusted R Squared = .060)
The above table depict the individual Marketing Management Practices in detail.
They are namely Quality Management practices, Relationship Marketing Practices,
and Green Banking Marketing Management Practices. According to the Category
Wise Classification there is the no statistical differences was noticed on the
Relationship Marketing Practices as the P value is .163, likewise according to Green
Banking Marketing Management Practices no difference was seen as the P is
value.086.But according to the Quality Management Practices based on the category
of respondents a significant difference was noticed as the P value is 0.029which is
less than 5%. According to the Occupation Wise Classification there is no difference
in the Relationship Marketing Practices of Public and Private Sector Banks in Kerala
as the P Value is 0.586, Based on the Green Banking Marketing Management
Practices no statistical differences was noticed as the P value is 0.207.But according
to the Quality Management Practices based on the category of respondents a
According to the interaction effect of category with occupation based on Quality
Management practices, Relationship Marketing Management Practices, and Green
49
Banking Marketing Management Practices, a significant difference was noticed as the
P value is less than 5% (P value=000).
III: Service Model
In the past, banks focused to attract deposits as well as lending loan to the customers
with view to making profits from the wider gap between deposit and loan rate. The
spread model is the traditional profit making practices used by commercial banks,
which is the difference between the interest rate levied by the bank from a borrower
and the interest given to the depositor. During this time there was no such customer
availed required service on their immediate needs and the same customers had to
stand in long queues for hours on the verandas of banks to get their needs met. But
today situation is totally changed, the deposit rate and loan rate significantly reduced
and as a result, many banks are unable to achieve their profit target, which has made
the banking sector more defensive and subsequently banks partially switched off from
their spread model. In service model, Bank uses the number of practices to provide
innovative services to customers for getting profit margin. The new service model has
paved the way for bringing the bank to every customer‟s home. As a result, the
banking sector has shifted to a single customer where they can complete their
financial transactions from the comfort of their own home. In the present scenario the
banking sector came up with innovative service models for their customers and
charged a special rate for each such service. Bank provides Doorstep banking service
to customer‟s .It covers financial services and non-financial services. Commercial
banks charges special fees door step banking services. In addition to this commercial
banks now days provide many fee based services such as Account Maintaining Fees
Per Annum, Individual & Agriculture Gold Loan Safe Keeping Charge, Issuance of
Duplicate Passbook, Solvency Certificate, Using a Power of Attorney/Mandate to
carry out activities, Bill collections, issuance of Demand Drafts/Bankers' Cheques to
all clients (including online requests), NEFT/ RTGS at banks, Safe Deposits Lockers,
Debit Card Annual Service Charge, Debit Card Renewal Charges, Duplicate PIN /
Regeneration of PIN through the Branches, Cash handling fees, such as cash
withdrawals and transfers (home branch) for the first four transactions will be free in
a month, Cash Withdrawal from other bank ATMs, SMS alert messages. These
Service charges have accelerated profits in the banking sector as well as initiated
efforts by the same bank to bring customers to the bank. Further Bank brings
50
innovative HRM and marketing management practices to attract more and more
customers in to banks. Today bank focused on the service models for reaping higher
margin of profits. Demonetization and covid 19 pandemic accelerated the conversion
of spread model to a service model. As a result, all the banks started adding customers
and trying to keep them there, for which the banks came up with various packages
that attracted customers to the bank. Today, if we have a Smartphone with an internet
bank account linked to it, the banks have brought us everything we need, from salt to
camphor, at home. This marked a major revolution in the service sector. The
transition of banks from the spread model to the service model has brought the public
and private banks into fierce competition.
Table: 4.24
Group Statistics – Service Model
Std.
Std.
Service Models Category N Mean Error Effect
Deviation
Mean
My Bank provides Private
145 3.49 1.286 0.107 Low
customers with sector
plastic money Public
246 3.67 1.245 0.079 Low
services. sector
My Bank has Private
145 3.61 1.386 0.115 Low
implemented Digital sector
banking practiceslets
Public
its customers to pay 246 3.84 1.329 0.085 Moderate
sector
their utility bills.
My Bank provides Private
145 3.46 1.354 0.112 Low
extensive ATM sector
facilities throughout Public
246 3.63 1.235 0.079 Low
the states. sector
51
My bank offers Private
145 3.30 1.319 0.11 Low
microfinance sector
schemes at a lower
rate for vulnerable Public
246 3.60 1.267 0.081 Low
and low-income sector
families.
Private
My Bank delivers 24 145 3.49 1.203 0.1 Low
sector
hours timely
Public
customer service. 246 3.74 1.109 0.071 Moderate
sector
My bank offers safe Private

145 3.47 1.395 0.116 Low
deposit, remittance, sector
safe custody, NRI
services,
consultancy and
Public
services to its 246 3.82 1.256 0.08 Moderate
sector
customers.
Private
My Bank provides 145 3.52 1.253 0.104 Low
sector
Door step banking
Public
service to customers. 246 3.75 1.135 0.072 Moderate
sector
The table depicts the various service channels offered by public and private sector
banks in Kerala for the benefit of clients. The mean score assigned by the respondents
of Public Sector Banks is 3.67(low influence) ± 1.245 and the respondents of Private
Sector Banks assigned a mean score of 3.49 (low influence) ±1.286 for Banks
Promotion of customers with plastic money services. The plastic money services of
the bank include credit cards, debit cards, smart cards, Gift cards and metro card
services. But pathetically, the study found that its effects are very low both in Public
and Private Sector Banks. Concerning the statement of Banks role for the promotion
of Digital banking practices to pay their utility bills, the respondents of Private Sector
52
Banks have awarded a low score (3.61±1.386), and the respondents of Public Sector
Banks have awarded a moderate score (3.84±1.329).This means, The Banks have
implemented Digital Banking Practices through internet banking and Mobile banking
APP(SBI-YONO,CAN BANK,U-Mobile, Fed Net, SIB mirror+,CSB Mobile+) and it
allow customers and employees ensure smooth flow of transactions. It will help to the
safe and uninterrupted availability of services to customers during the lockdown
period. But unfortunately, the study found its effects are low in Private Sector Banks
and it is moderately followed by Public Sector Banks. But pathetically, banks role for
the promotion of customers with ATM banking facilities throughout the states, both
the respondents of Private Sector and public sector banks have awarded a low score
(3.46±1.354 and (3.63±1.235) respectively. Convenient ATM facilities help to
customers to withdraw and deposit their money without visiting the branches.
However, the study revealed a low effect in both public and Private Sector Banks.
Similarly, Bank role for providing microfinance scheme at low rate, both the
respondents of the Private Sector and Public Sector Banks have awarded a low score
(3.30±1.319and (3.60±1.267) respectively. Bank provides low-interest microfinance
schemes to vulnerable and low-income families. The study, however, found a low
influence in both Public and Private Sector Banks. With regard to the statement on
banks 24 hours timely customer service, the respondents of Private Sector Banks have
awarded a low score (3.49±1.203), and the respondents of Public Sector Banks have
awarded a moderate score (3.74±1.109). Bank delivers 24 hours timely customer
service through SMS, APP Banking during this covid pandemic situation. But it is
very low in Private Sector Banks and moderately following at Public Sector Banks. In
response to a statement on banks' safe deposit boxes, remittance services, and
consulting services, responses from Private Sector Banks have awarded a low score
(3.47±1.395), and the respondents of Public Sector Banks have awarded a moderate
score (3.82±1.256).This means, Bank offers safe deposit includes savings accounts,
fixed deposits, current accounts and remittance includes personal loans, home loans,
company loans, house loans, car loans, gold loans, and agricultural loans, safe
custody, NRI services and consultancy services to its customer‟s .But it is a low
influence in Private Sector Banks and moderately following at Public Sector Banks.
Similarly, Banks promotion of Door step banking, responses from Private Sector
Banks have awarded a low score (3.52±1.253), and the respondents of public sector
banks have awarded a moderate score (3.75±1.135). The bank's door step service
53
includes financial services and non-financial services. Finical services such as cash
collection, fund transfer, collection of cheque, slip collection for the check request,
Form 15H pickup, acceptance of the drafts, delivery of deposit alerts, life certificate
pickup and collection of KYC documents. Non-financial services are the request
account statement; Pick up new cheque book requisition slip, Pay order, term deposit
receipt, acknowledgement, Acceptance of 15G/15H forms, Delivery of pre-paid
instrument/gift card, Issuing standing instructions. However, it has a low influence on
private banks but a moderate impact on public sector banks.
Table 4.24.1
Independent Sample t-test: Service Models
Sig. (2- Mean
Service Models
My Bank provides customers with

-1.403 389 0.161 -0.185
plastic money services
My Bank has implemented Digital
banking practices lets its customers to -1.659 389 0.098 -0.235
pay their utility bills.
My Bank provides extensive ATM

-1.275 389 0.203 -0.171
facilities throughout the states.
My bank offers microfinance schemes

-2.184 389 0.030* -0.294
at a lower rate.
54
My Bank delivers 24 hours timely
-2.088 389 0.037* -0.250
customer service.
My bank offers safe deposit,
remittance, safe custody, NRI services,

-2.539 389 0.011* -0348
consultancy and services to its
customers.
My Bank provides Doorstep banking

-1.844 389 0.066 -0.228
service to customers.
of Public Sector Banks and Private Sector Banks in Kerala with regard to the
statement on customers with plastic money services, customers pay their utility bills,
customers with ATM banking facilities and Door Step Banking services. Which have
a P value greater than 5% (P=0.161, P=0.098, P=0.203 and P=-0.066) respectively.
However, according to the t-test, there is a significant difference between the
respondents of Public Sector Banks and Private Sector Banks in Kerala in the
statement of banks role for microfinance schemes at a lower rate, 24 hours timely
customer service and deposit & remittance schemes of banks. Which have P value is
less than 5% (P=0.030, P=0.037and P= 0.011) respectively. According to the results
of the t-test proved that, Public Sector Banks made a better effort than Private Sector
Banks to provide lower-cost microfinance schemes, 24-hour customer support, and
bank deposit and remittance schemes.
IV. Performance Indicators of Public And Private Sector Banks In Kerala.
The next session of the study focused on the Performance indicators of Public and
Private Sector Banks in Kerala. The performance indicators are essential tool to reap
the goals of the banking organisation. The performance indicators of Public and
55
Private Sector Banks are identified in to Volume of Business, Profitability and
Customer Satisfaction.
Table-4.25
Group Statistics- Volume of business
Std. Std. Error

Volume of business Category N Mean Effect
Deviation Mean
Bank provides regular Private

145 3.28 1.327 0.110 Low
training and sector
development of Public
talented employees. 246 3.65 1.246 0.079 Low
sector
Stress free Private
145 3.45 1.041 0.086 Low
environment of the sector
bank influences Public
246 3.74 0.903 0.058 Moderate
volume of business. sector
Broad advertising of Private
145 3.70 1.169 0.097 Moderate
the bank within the sector
social network
Public
improves business 246 3.71 1.089 0.069 Moderate
sector
volume.
Private
The Bank focuses 145 3.86 1.099 0.091 Moderate
sector
morale and
Public
productivity of staff. 246 3.85 1.006 0.064 Moderate
sector
Private
145 3.72 1.175 0.098 Moderate
Bank ensures secure sector
and safe Transactions. Public
246 3.74 1.128 0.072 Moderate
sector
Private
Bank canvas fresh 145 3.95 1.139 0.095 Moderate
sector
accounts to increase
Public
business volumes. 246 4.02 1.11 0.071 High
sector
Bank maintain Private
145 3.87 1.075 0.089 Moderate
effective customer sector
relationship to
Public
improve business 246 3.98 1.026 0.065 Moderate
sector
volumes
Bank carries out green Private
145 4.06 1.022 0.085 High
banking operations to sector
increase the volume of Public
246 4.13 0.962 0.061 High
business. sector
56
The table depicts the influences of management practices on the volume of Business
in Public and Private Banks in Kerala. The mean score assigned by the respondents of
Public Sector Banks is 3.65(low influence) ±1.246 and the respondents of Private
Sector Banks assigned a mean score of 3.28 (low influence) ±1.327 for Banks roles in
regular training and development of talented employees. But pathetically, the training
and development programmes of Public and Private Sector Banks have low influence
on the volume of business. Concerning the stress free environment, the respondents of
Private Sector Banks have awarded a low score (3.45±1.041), and the respondents of
Public Sector Banks have awarded a moderate score (3.74±0.903). Regrettably, the
study found that a stress-free environment would have a low impact on Private Sector
Banks and a moderate impact on Public Sector Banks. With regard to the statement
for Broad advertising of the bank within the social network, both the respondents of
Private Sector and Public Sector Banks have awarded a moderate score
(3.70±1.169and (3.71 ±1.089) respectively. The bank's social media advertising
policy helps to increase the volume of business. According to the study, it is
moderately following by Public and Private Sector Banks in Kerala. With the respect
to the statement on morale and productivity of the staff, both the respondents of
Private Sector and Public Sector Banks have awarded a moderate score (3.86±1.099)
and (3.85±1.006) respectively. The Banks policy on increasing productivity and
morale of employees with effective compensation practices is subject to moderate
influence on the increase in the volume of business both in Public and Private Sector
Banks. As per as concerned to safety and security of transaction, both the respondents
of Private Sector and public sector banks have awarded a moderate score
(3.72±1.175and (3.74±1.128) respectively. For the volume of business, the safety and
security of transactions are found to be moderately influenced in both Public and
Private Sector Banks in Kerala. With regard to the statement for Banks role for
canvassing fresh accounts, the respondents of Private sector banks have awarded a
moderate score (3.95±1.139), and the respondents of public sector banks have
awarded a high score (4.02±1.110).It indicates that Public Sector Banks have
followed stringent efforts to canvass customers' accounts, while the Private Sector
Banks have moderately implemented the necessary steps to canvass customers'
accounts. It will assist in increasing the volume of business. In terms of customer
57
relationship policy of banks, both the respondents of Private and Public Sector Banks
have awarded a moderate score (3.87±1.075and (3.98±1.026) respectively. It means
that the banks have been focused on the customer relationships management to
increase business volumes. However, the study found that it has a moderate effect on
both Public and Private Sector Banks. Remarkably, the role of green banking
operations of the banks, both the respondents of Private and Public Sector Banks have
awarded a high score (4.06±1.022and (4.13±0.962) respectively. It denotes that the
bank engages in Green Banking Activities such as paperless transfers, energy
recycling, employee usage of public transportation, green loans, and so on. However,
the studies revealed the effectiveness of Green Banking Operations have a high
influence on the volume of business in both Public and Private Sector Banks.
Table 4.25.1
Independent Sample t-test: Volume of Business
Sig. (2- Mean
Volume of Business
Bank provides regular training and
-2.721 389 0.007* -0.364
development of talented employees.
Stress free environment of the bank
-2.815 389 0.005* -0.282
influences volume of business.
Broad advertising of the bank within
the social network improves business -.127 389 0.899 -0.015
volume.
The Bank focuses morale and
.088 389 0.930 0.010
productivity of staff.
Bank ensure secure and safe
-.097 389 0.923 -0.012
Transactions
Bank canvas, fresh accounts to increase
-.619 389 0.536 -0.073
business volumes.
Bank maintains effective customer
relationship to improve business -.975 389 0.330 -0.107
volumes.
Bank carries out green banking
operations to increase the volume of -.699 389 0.485 -0.072
business.
58
test. According to the Independent Simples t-test, there is no significant difference
between the respondents of Public Sector Banks and Private Sector Banks in Kerala
are found with respect to the statement on broad advertising of the bank within the
social network, morale and productivity of staff, secure and safe Transactions, Banks
role for canvassing fresh accounts, Customer relationship management programme
and green banking operations. Which have P value greater than 5% (P=0.899, P=
0.930, P =0.923, P=-0.536, P=0.330 and P=0.485) respectively. Whereas According
to the t-test, there is a significant difference between the respondents of Public and
Private Sector Banks are found with respect to the statement on regular training and
development of talented employees and stress free environment of the banks. Which
have P value less than 5 %( P=0.007*and P= 0. 0.005*) respectively. As result of the
t-test, Public Sector Banks have made better effort than Private Sector Banks to
propagate regular training and development of talented employees and providing
Stress free environment for the employees in order to boost up the volume of
business.
Table 4.26
Group Statistics -Profitability
Std. Std.Error
Profitability Category N Mean Effect
Deviation Mean
Private
Bank focuses on the Job 145 3.95 1.157 0.096 Moderate
sector
satisfaction of the
Public
employees. 246 3.96 1.028 0.066 Moderate
sector
Private
Bank conducts cultural 145 4.04 1.201 0.100 High
sector
programmes and tour
Public
packages. 246 4.05 1.096 0.070 High
sector
Private
Bank introduces 145 3.79 1.190 0.099 Moderate
sector
information exchange
Public
mechanisms. 246 3.87 1.097 0.070 Moderate
sector
Private
145 3.81 1.150 0.096 Moderate
Bank offers better sector
incentive schemes. Public
246 3.97 1.080 0.069 Moderate
sector
59
Private
145 3.76 1.198 0.099 Moderate
Bank promotes high-level sector
service quality practices. Public
246 3.96 1.055 0.067 Moderate
sector
Private
Bank creates effective 145 3.91 1.154 0.096 Moderate
sector
marketing mix
Public
programmes. 246 4.08 1.039 0.066 High
sector
Private
145 3.79 1.290 0.107 Moderate
Bank keeps effective sector
CRM practice. Public
246 3.94 1.125 0.072 Moderate
sector
The bank continues to Private
145 3.70 1.173 0.097 Moderate
concentrate on sector
empowering digital Public
246 3.80 1.089 0.069 Moderate
banking practices. sector
The table depicts the influences of management practices on the Profitability in Public
and Private Banks in Kerala. The mean score assigned by the respondents of Public
Sector Banks is 3.96(Moderate influence) ±1.028and the respondents of Private
Sector Banks assigned a mean score of 3.95(Moderate influence) ±1.157for Banks
roles in maintaining on the Job satisfaction of the employees which boost up the
profitability. But the study proved that both Public and Private Sector Banks in Kerala
moderately focused for job satisfaction among the employees. With regard to the
statement on bank promotion for cultural programmes and tour packages, both the
respondents of Private and Public Sector Banks have awarded a high score
(4.04±1.201and (4.05±1.096) respectively. This means, Banks conducts several
cultural programmes and tour packages to reduce the stresses of the employees. This
will helps to develop work culture and profitability. But the study found that it has a
high-level influence on the profitability of both Public and Private Sector Banks in
Kerala. In terms of the statement on Banks role on promotion of information
exchange mechanisms, both the respondents of Private and Public Sector Banks have
awarded a moderate score(3.79±1.190and (3.87±1.097) respectively. This means, the
banks employs various information exchange systems to communicate problems and
mistakes. As a result, the officer will be able to take remedial action to fix day-to-day
issues and also it will help Public and Private Sector Banks to boost up overall
60
profitability. However the study proved that it has moderate influence on the
profitability of Public and Private Sector Banks in Kerala. With regard to the
statement on various incentive schemes offered by the banks, both the respondents of
Public and Private Sector Banks have awarded a moderate score (3.81±1.150) and
(3.97±1.080) respectively. Various incentive schemes of banks boost up the morale of
the employees and in the present study it has moderate influence on the overall
profitability of Public and Private Sector Banks in Kerala. Concerning the service
quality practices of banks, both the respondents of Private and Public Sector Banks
have awarded a moderate score (3.76±1.198and (3.96±1.055) respectively. The high-
level quality practices of the bank improve profitability of the banks. But the study
proved that it has moderate effect on Public and Private Sector Banks in Kerala. With
regard to the statement on the marketing mix programmes of the banks, the
respondents of Private Sector Banks have awarded a moderate score (3.91±1.154),
and the respondents of Public Sector Banks have awarded a high score (4.08±1.039).
Remarkably, the study found that Marketing Mix Programmes of the Private Sector
Banks have a moderate influence on the profit margin and it has high influence on the
Public Sector Banks. With regard to the statement on effective CRM practice
followed by the banks, both the respondents of Public and Private Sector Banks have
awarded a moderate score (3.79±1.290) and (3.94±1.125) respectively. This means,
Bank keeps effective CRM practice which reflects profitability. But study proved it is
moderately followed by Public and Private Sector Banks in Kerala. With respect to
the statement on Digital Banking Practices, both the respondents of Public and Private
Sector Banks have awarded a moderate score (3.70±1.173) and (3.80±1.089)
respectively. It indicate, the bank continued to concentrate on empowering digital
customers Devices and facilities to ensure the consistent operation of banking services
to improve profitability. But the study found that it has moderate influence both in
Table 4.26.1
Independent Sample t-test: Profitability
Sig. (2- Mean
Volume of Business
Bank focuses on the Job satisfaction
-.104 389 .917 -.012
of the employees.
61
Bank conducts cultural programmes
-.096 389 .923 -.011
and tour packages
Bank introduces information
-.614 389 .540 -.073
exchange mechanisms.
Bank offers better incentive schemes. -1.386 389 .167 -.161
Bank promotes high-level service
-1.762 389 .079 -.205
quality practices.
Bank creates effective marketing mix
-1.508 389 .132 -.171
programmes.
Bank keeps effective CRM practice. -1.172 389 .242 -.146
The bank continues to concentrate on
empowering digital banking -.864 389 .388 -.101
practices.
Private Sector Banks is compared. The inferential statistics was used for Independent
sample t-test. According to the t-test, all the p values are having a value greater than
5% (0.05).Therefore; there is no significant difference between the respondents of
Public Sector Banks and Private Sector Banks in Kerala with regard to the
Profitability Margin.
Table 4.27
Group Statistics - Customer Satisfaction
Std. Std.Error
Customer Satisfaction Category N Mean Effect
Deviation Mean
Banks maintain effective Private
145 3.67 1.143 0.095 Moderate
communication channels sector
between employees and Public
246 3.87 1.053 0.067 Moderate
customers. sector
Private
145 3.53 1.231 0.102 Low
At the right time, the bank sector
fills vacancies. Public
246 3.75 1.165 0.074 Moderate
sector
Private
Bank Reviewing and 145 3.87 1.192 0.099 Moderate
sector
gathering data to provide
Public
better service for customers. 246 4.07 1.057 0.067 High
sector
Private
145 3.83 1.145 0.095 Moderate
Bank compensation practices sector
affect the customer services. Public
246 4.04 1.039 0.066 High
sector
62
Private
145 3.61 1.313 0.109 Low
Banks provides better sector
infrastructure facilities. Public
246 3.75 1.275 0.081 Moderate
sector
Private
Bank develops attractive sector 145 3.46 1.236 0.103 Low
marketing mix programme for
Public
customers. 246 3.71 1.145 0.073 Moderate
sector
Private
Bank developed customer 145 3.81 1.264 0.105 Moderate
sector
friendly website and
Public
applications. 246 3.90 1.160 0.074 Moderate
sector
Private
Bank maintains customer 145 3.73 1.319 0.110 Moderate
sector
satisfaction by implementing
Public
green banking practices. 246 3.91 1.201 0.077 Moderate
sector
Private
145 3.79 1.035 0.086 Moderate
Bank establishes complaint sector
mechanism rederssal services. Public
246 3.96 0.936 0.060 Moderate
sector
The table depicts the influences of management practices on the Customer

Satisfaction in Public and Private Banks in Kerala. The mean score assigned by the
respondents of Public Sector Banks is 3.87(Moderate influence) ±1.053and the
respondents of Private Sector Banks assigned a mean score of 3.67(Moderate
influence) ±1.143 for Banks roles in maintaining effective communication channels
between employees and customers. But the study proved that both Public and Private
Sector Banks in Kerala moderately followed at communication practices in between
employees and customers. With regard to the statement on banks roles for filling the
vacancies at right time, the respondents of Private Banks have awarded a low score
(3.53±1.231) and the respondents of Public Sector Banks have awarded a moderate
score (3.75±1.165).This means, the bank fills vacancies at the right moment, which
helps to reducing staff stress and increasing customer satisfaction. Unfortunately,
Private Sector Banks have a low degree of effect on filling vacancies at the
appropriate time. Meanwhile Public Sector Banks have moderately followed the
principles of filling vacancies at the right time. Concerning to the statement on the
Reviewing and gathering data by Banks to deliver effective services to customers, the
respondents of Private Sector Banks have awarded a moderate score (3.87±1.192),
63
and the respondents of Public Sector Banks have awarded a high score
(4.07±1.057).This indicate, reviewing and gathering data by Banks to provide better
service for customers influence on the customer satisfaction. However, the study
discovered that Private Sector Banks have a moderate influence on reviewing and
gathering data for efficient customer services, even though the Public Sector Banks
have a high-level impact on reviewing and gathering data for quick customer services.
Similarly, banks' roles in establishing compensation practice to improve employees'
abilities to provide excellent customer service, the respondents of Private Sector
Banks have awarded a moderate score (3.83±1.145), and the respondents of Public
Sector Banks have awarded a high score (4.04±1.039).This implies that, the Private
Sector Banks have moderate impact on developing Compensation Practices to
increase employees' ability to offer outstanding customer service. Surprisingly, Public
Sector Banks do well in terms of using Compensation Practices to improve staff
efficiency and deliver rapid customer service. With regard to the statement on better
infrastructure facilities of banks, the respondents of Private Sector Banks have
awarded a low score (3.61±1.313) and the respondents of Public Sector Banks have
awarded a moderate score (3.75±1.275).It indicates, that Private Sector Banks have
little impact in providing infrastructure facilities to their customers and whereas the
Public Sector Banks have a moderate effect in providing infrastructure facilities to
their customers. Similarly, banks promotion on the marketing mix programme for
attracting the customers, the respondents of Private Sector Banks have awarded a low
score (3.46±1.236) and the respondents of Public Sector Banks have awarded a
moderate score (3.71±1.145).It demonstrates that Private Sector Banks have a low
impact in establishing efficient Marketing Mix Practices for customers, As such
public sector banks have a moderate influence in allocating better marketing mix
practices to attract customers. Concerning to the statement on customer friendly
practices, both the respondents of public and private sector banks have awarded a
moderate score (3.81±1.264and (3.90±1.160) respectively. This means, Banks
developed customer friendly website and applications for gaining customer
satisfaction. But the study proved that it has moderate influence both in Public and
Private Sector Banks in Kerala. With regards to the statement on implementing Green
Banking Practices by banks for getting customer satisfaction, both the respondents of
Public and Private Sector Banks have awarded a moderate score (3.73±1.319) and
(3.91±1.201) respectively. This means, Bank maintains customer satisfaction by
64
implementing Green Banking Practices like green channel counters to customers;
Green ATM and promoting app based banking services to customers. But the study
proved that, Green Banking Operation of banks has moderate level influence both in
Public and Private Sector Banks. With respect to the statement on the banks
Promotion on the complaint mechanism rederssal services, both the respondents of
Private and Public Sector Banks have awarded a moderate score (3.79± 1.035) and
(3.96±0.936) respectively. This means, banks establishes complaint mechanism to
resolve the complaints of customers. But the study proved that it has moderate effect
on Public and Private Sector Banks in Kerala.
Table 4.27.1
Independent Sample t-test: Customer Satisfaction

Sig. (2- Mean
Customer Satisfaction
Banks maintain effective
communication channels between -1.765 389 0.078 -0.201
employees and customers
At the right time, the bank fills
-1.742 389 0.082 -0.217
vacancies
Bank Reviewing and gathering data
to provide better service for -1.724 389 0. 086 -0.200
customers
Bank compensation practices affect
-1.849 389 0.065 -0.209
the customer services
Banks provides better infrastructure
-0.994 389 0.321 -0.134
facilities.
Bank develops attractive marketing
-1.986 389 0.048* -0.245
mix programme for customers.
Bank developed customer friendly
-0.706 389 0.481 -0.089
website and applications.
65
Bank maintains customer satisfaction
by implementing green banking -1.408 389 0.160 -0.184
practices
Bank establishes complaint
-1.738 389 0.083 -0.177
mechanism rederssal services
test. According to the t-test, the level of Customer satisfaction towards banks,
between the respondents of public and private sector banks in Kerala are not
significant different, except Bank develops attractive marketing mix programme for
customers, which has a P value less than 5% (P=0.048). As a result of the t-test,
Public Sector Banks made a stronger effort than Private Sector Banks to develop the
Marketing Mix Practices for attracting customers in to significant manner.
V: Influence of Management Practices on the Performance Indicators of Public

and Private Sector Banks in Kerala
The next session of analysis focuses on the influence of management practices on the
performance indicators of the public and private sector banks in Kerala. In the current
study, three public sector banks have been selected namely SBI, Canara Bank, and
Union Bank. Similarly, three banks have been picked from the Private Sector Banks
namely Federal Bank, the Catholic Syrian Bank, and the South Indian Bank. The
study investigates how innovative Management Practices influence the banks
performance indicators such as Volume of Business, Profitability and Customer
Satisfaction. This study employs both dependent and independent variables;
performance indicators serve as the independent variable, while Public and Private
Sector Banks serve as the dependent variable, and logical regression is used for the
current analysis. These performance indicators give rise to innovative management
practices; they are essential to maintaining liquidity positions and play a critical role
in deciding the overall growth of Public and Private Sector Banks in Kerala. In the
present study, Management Practices of Public and Private Sector Banks consists of
innovative HRM practices and innovative Marketing Management Practices. The
innovative Human Resource Management Practices consists of Talent Management
Practices, Stress Management Practices, Knowledge Management Practices and
66
Compensation Management Practices Likewise the innovative Marketing
Management Practices consists of Quality Management Practices, Relationship
Marketing Practices and Green Banking Marketing Practices. Both these practices
influence performance indicators such as volume of business, profitability and
customer satisfaction. The linkage between management practices and performance
indicator plays very critical role in measuring the overall growth of Public and Private
Sector Banks in Kerala. In the present study, a Structural Equation Modeling tool is
introduced to examine the influence of Management Practices on the performance of
indicators of the Public and Private Sector Banks. The below objectives is very
pertinent to analyse the influence of Management Practices on the performance of
indicators of the Public and Private Sector Banks in Kerala.
Objective 3: To examine the influence of Management Practices on the

performance indicators of the Public and Private sector banks in Kerala
Hypothesis 3: There is goodness of fit in the influence of Management Practices on

the Performance Indicators of the Public and Private sector banks in Kerala.
Structural Equation Modeling
In Structural Equation Modeling, the effect of Management Practices on the

Performance Indicators of Public and Private Sector Banks in Kerala is clearly
illustrated. The Structural Equation Model is a statistical technique for visualizing
structural relationships among variables. The present study focuses on relationship
between Management Practices and Performance Indicators, and also how this
performance indicator influences the service models of Commercial Bank.
Figure 4.1
67
The observable and endogenous variables used in this investigation are Compensation
Management Practices, Knowledge Management Practices, Stress Management
Practices Talent Management Practices, Green Banking Marketing Practices,
Relationship Marketing Practices, Quality Management Practices, Service Model,
Volume of Business, Profitability and Customer Satisfaction.
The unobservable and exogenous variables utilized in this investigation are Human
Resource Management Practices,e1,e2,e3,e4,Marketing Management
Practices,e5,e6,e7,e8,e9,e10 and e11.
Number of variables in the present study: 24
Number of observed variables: 11
Number of unobserved variables: 13
Number of exogenous variables: 13
Number of endogenous variables: 11
The above path diagram clearly highlights the Observed, endogenous variables. They
are Talent Management Practices, Stress Management Practices, Knowledge
Management Practices and Compensation Management Practices. Similarly Quality
Management Practices, Relationship Marketing Practices and Green Banking
Marketing Practices are also taken in to Observed or Endogenous Variables.
Likewise, Service Model, and performance indicators such as Volume of Business,
Profitability and Customer Satisfaction are also included in the Observed, endogenous
variables. Management practices such as Human Resource Management Practice and
68
Marketing Management Practice, as well as all error factors from e1 to e11, are
considered unobserved, exogenous variables. The path analysis reveals that the model
has 24 variables, 11 observable variables, 13 unobserved variables, 13 exogenous
variables, and 11 endogenous variables.
A Logistic Regression analysis tool is introduced to examine the influence of

management practices on the performance of indicators of the public and private
sector banks in Kerala. The below objectives is very pertinent to analyse the influence
of on the performance of indicators of the public and private sector banks in Kerala.
Table: 4.28
Regression Weights: Influence of Management Practices on the Performance

Indicators of the Public and Private Sector Banks in Kerala.
S.E
Experience Perception Estimate C.R. P
.
Stress Management Human Resource
<--- 1.129 0.084 13.383 ***
Practices Management Practices
Talent Management Human Resource
<--- 1.002 0.079 12.69 ***
Relationship Marketing
<--- 1.109 0.075 14.697 ***
Marketing Practices Management Practices
Human Resource
Service Model <--- 0.219 0.248 0.881 0.378
Marketing
Service Model <--- 1.248 0.240 5.202 ***
Compensation Human Resource
<--- 1.000
Management Practices Management Practices
Knowledge Human Resource
<--- 1.310 0.094 13.962 ***
Management Practices Management Practices
Marketing
Green Banking
<--- Management 1.000
Marketing Practices
Practices
69
Quality Management Marketing
<--- 1.029 0.068 15.089 ***
Volume of Business <--- Service Model 0.442 0.038 11.499 ***
Profitability <--- Service Model 0.560 0.036 15.701 ***
Customer Satisfaction <--- Service Model 0.648 0.051 12.607 ***
Talent Management
Customer Satisfaction <--- -0.197 0.043 -4.623 ***
Practices
Talent Management
Volume of Business <--- 0.076 0.034 2.216 0.027
Practices
Relational Marketing
Volume of Business <--- 0.103 0.031 3.31 ***
Practices
Relational Marketing
Customer Satisfaction <--- -0.102 0.039 -2.614 0.009
Practices
Stress Management
Volume of Business <--- 0.076 0.034 2.228 0.026
Practices
Stress Management
Customer Satisfaction <--- 0.264 0.043 6.216 ***
Practices
According to the Un Standardized Estimate to fit in the influence of Management

practices on the Performance Indicators of the Public and Private sector Banks in
Kerala, it noted that Perception on Human Resource Management Practices is
individually influences the Experience on Stress Management Practices as the
coefficient value is 1.129, based on the Critical Ratio 13.383 and the p value is 0.000.
This implies, when Perception on Human Resource Management practices goes up by
one unit standard deviation, the Experience on Stress Management Practices goes up
by 112.9%. Likewise, perception on Human Resource Management Practices
individually influence on the Experience on Talent Management Practices as the
This means, the perception on Human Resources Management Practice goes up by
one unit standard deviation, the Experience on Talent Management Practices by
increases by 100.2%.per cent. Further the study highlight the perception of Marketing
Management Practices is individually influences the Experience on Relationship
Marketing Practices as the coefficient value is 1.109, based on the Critical Ratio
70
14.697 and the p value is 0.000.S.This implies, when Perception on Marketing
Management Practices goes up by one unit standard deviation, the Experience on
Relationship Marketing Practices increased by 110.9%. Similarly, the study examined
the perception of Marketing Management Practices is individually influences the
Experience on Service Model as the coefficient value is 1.248, based on the Critical
Ratio 5.202 and the p value is 0.000.This implies, when Perception on Marketing
Service Model goes up by 124.8%. The study also examined the perception of Human
Resource Management Practices is individually influences the Experience on
Compensation Management Practices as the coefficient value is 1.00, based on the
Critical Ratio 0.00 and the p value is 0.000. This implies, when Perception on Human
Resource Management Practices goes up by one unit standard deviation, the
Experience on Compensation Management Practices goes up by 100.0%. Further
study examined the perception of Human Resource Management Practices is
individually influences the Experience on Knowledge Management Practices as the
This implies, when Perception on Human Resource Management Practices goes up by
one unit standard deviation, the Experience on Knowledge Management Practices
goes up by 131%.Whereas the study evaluated the perception of Marketing
Management Practices is individually influences the Experience on Green Banking
Marketing Practices as the coefficient value is 1.000, based on the Critical Ratio 0.000
and the p value is 0.000. This implies, when Perception on Marketing Management
Practices goes up by one unit standard deviation, the Experience on Green Banking
Marketing Practices goes up by 100%. Further study observed the perception of
Marketing Management Practices is individually influences the Experience on Quality
Management Practices as the coefficient value is 1.029, based on the Critical Ratio
15.089 and the p value is 0.000. This implies, when Perception on Marketing
Quality Management Practices goes up by 100.29%. The study noted that, perception
of Service Model is individually influences the Experience on Volume of Business as
the coefficient value is 0.442, based on the Critical Ratio 11.499 and the p value is
0.000. This implies, when Perception on Service Model goes up by one unit standard
deviation, the Experience on Volume of Business goes up by 44.2%. Further study
observed the perception of Service Model is individually influences the Experience on
71
Profitability as the coefficient value is 0.560, based on the Critical Ratio 15.701 and
the p value is 0.000. This implies, when Perception on Service Model goes up by one
unit standard deviation, the Experience on Profitability goes up by 56.00%. Further
study evaluated the perception of Service Model is individually influences the
Experience on Customer Satisfaction as the coefficient value is 0.648, based on the
Critical Ratio 12.607 and the p value is 0.000. This implies, when Perception on
Service Model goes up by one unit standard deviation, the Experience on Customer
Satisfaction goes up by 64.8%. Further study examined the perception of Talent
Management Practices is individually influences the Experience on Customer
Satisfaction as the coefficient value is -0.197, based on the Critical Ratio -4.623 and
the p value is 0.000. This implies, when Perception on Talent Management Practices
goes up by one unit standard deviation, the Experience on Customer Satisfaction goes
up by -19.7%. The study further examined, perception of Talent Management
Practices is individually influences the Experience on Volume of Business as the
This implies, when Perception on Talent Management Practices goes up by one unit
standard deviation, the Experience on Volume of Business goes up by 7.6%. The
study further examined, perception of Relational Marketing Practices is individually
influences the Experience on Volume of Business as the coefficient value is 0.103,
based on the Critical Ratio 3.31and the p value is 0.000. This implies, when
Perception on Relational Marketing Practices goes up by one unit standard deviation,
the Experience on Volume of Business goes up by 10.3%. The study noted that,
perception of Relational Marketing Practices is individually influences the Experience
on Customer Satisfaction as the coefficient value is -0.102, based on the Critical Ratio
-2.614 and the p value is 0.000. This implies, when Perception on Relational
Marketing Practices goes up by one unit standard deviation, the Experience on
Customer Satisfaction goes up by -10.2%. The study noted that, perception of Stress
Management Practices is individually influences the Experience on Volume of
Business as the coefficient value is -0.076, based on the Critical Ratio 2.228 and the p
value is 0.000. This implies, when Perception on Stress Management Practices goes
up by one unit standard deviation, the Experience on Volume of Business goes up by
7.6 %. The study examined that, perception of Stress Management Practices is
individually influences the Experience on Customer Satisfaction as the coefficient
value is 0.264, based on the Critical Ratio 6.216 and the p value is 0.000. This
72
implies, when Perception on Stress Management Practices goes up by one unit
standard deviation, the Experience on Volume of Business goes up by 26.4 %.
However the present study reveals that, perception of Human Resource Management
Practices does not individually influences on Service Model as the p values are
greater than 5%.As such coefficient value is 0.219, based on the Critical Ratio
0.881and the p value is 0.378. This implies, when Perception on Human Resource
Service Model goes up by 21.9%.
Table: 4.28.1
Standardized Regression Weights: Influence of Management practices on the

Relationship Estimate
Human Resource
Stress Management Practices <--- .783
Management practices
Human Resource
Talent Management Practice <--- .731
Relationship Marketing Marketing Management
<--- .746
Management Practices Practices
Human Resource
Service Model <--- .127
Marketing Management
Service Model <--- .804
Practices
Compensation Management Human Resource
<--- .716
Practices Management practices
Human Resource
Knowledge Management Practices <--- .812
Green Banking Marketing Marketing Management
<--- .751
Practices Practices
<--- Marketing Management .779
73
Relationship Estimate
Quality Management Practices Practices
Volume of Business <--- Service Model .640
Profitability <--- Service Model .784
Customer Satisfaction <--- Service Model .800
Talent Management
Customer Satisfaction <--- -.194
Practices
Talent Management
Volume of Business <--- .088
Practices
Practices
Customer Satisfaction <--- -.120
Practices
Stress Management
Practices
Stress Management
Customer Satisfaction <--- .273
Practices
According to the Standardized Estimate to fit in the influence of Management

Practices on the performance indicators of the Public and Private sector banks in
Kerala, it noted that Perception on Human Resource Management practices is
individually influences the Experience on Stress Management Practices as the
coefficient value is .783. This implies, when Human Resource Management practices
goes up by one unit standard deviation, the Experience on Stress Management
Practices goes up by 78.3.%. Likewise, Perception on Human Resource Management
practices is individually influences the Experience on Talent Management Practice as
the coefficient value is .731. This implies, when Human Resource Management
practices goes up by one unit standard deviation, the Experience on Talent
Management Practice goes up by 73.1. %. Similarly, Perception on Marketing
Management Practices is individually influences the Experience on Relationship
Marketing Management Practices as the coefficient value is .746. This implies, when
Marketing Management Practices goes up by one unit standard deviation, the
74
Experience on Relationship marketing Management practices goes up by 74.6. %.
Whereas, Perception on Human Resource Management practices is individually
influences the Experience on Service Model as the coefficient value is .127. This
implies, when Human Resource Management practices goes up by one unit standard
deviation, the Experience on Service Model goes up by 12.7. %. Further, Perception
on Marketing Management Practices is individually influences the Experience on
Service Model as the coefficient value is .804. This implies, when Marketing
Service Model goes up by 80.4. %. Likewise, Perception on Human Resource
Management practices is individually influences the Experience on Compensation
Management Practices as the coefficient value is .716. This implies, when Human
Resource Management practices goes up by one unit standard deviation, the
Experience on Compensation Management Practices goes up by 71.6. %. As such,
Perception on Human Resource Management practices is individually influences the
Experience on Knowledge Management Practices as the coefficient value is.812. This
implies, when Human Resource Management practices goes up by one unit standard
deviation, the Experience on Knowledge Management Practices goes up by 81.2. %.
However, Perception on Marketing Management Practices is individually influences
the Experience on Green Banking Marketing Practices as the coefficient value is.751.
This implies, when Marketing Management Practices goes up by one unit standard
deviation, the Experience on Green Banking Marketing Practices goes up by 75.1. %.
Likewise, Perception on Marketing Management Practices is individually influences
the Experience on Quality Management Practices as the coefficient value is. .779.
This implies, when Marketing Management Practices goes up by one unit standard
deviation, the Experience on Quality Management Practices goes up by 77.9. %.
Likewise, Perception on Service Model is individually influences the Experience on
Volume of Business as the coefficient value is. 640. This implies, when Service
Model goes up by one unit standard deviation, the Experience on Volume of Business
goes up by 64.0. %. Likewise, Perception on Service Model is individually influences
the Experience on Profitability as the coefficient value is .784. This implies, when
Service Model goes up by one unit standard deviation, the Experience on Profitability
goes up by 78.4. %. However, Perception on Service Model is individually influences
the Experience on Customer Satisfaction as the coefficient value is .800. This implies,
when Service Model goes up by one unit standard deviation, the Experience on
75
Customer Satisfaction goes up by 80.0.%. Similarly, Perception on Talent
Management Practices is individually influences the Experience on Customer
Satisfaction as the coefficient value is -.194. This implies, when Talent Management
Practices goes up by one unit standard deviation, the Experience on Customer
Satisfaction goes up by -19.4. %. Whereas, Perception on Talent Management
Practices is individually influences the Experience on Volume of Business as the
coefficient value .088. This implies, when Talent Management Practices goes up by
one unit standard deviation, the Experience on Volume of Business goes up by 88.8.
%. Likewise, Perception on Relational Marketing Practices is individually influences
the Experience on Volume of Business as the coefficient value .143. This implies,
when Relational Marketing Practices goes up by one unit standard deviation, the
Experience on Volume of Business goes up by 14.3. %. Concerning the Perception
on Relationship Marketing Practices is individually influences the Experience on
Customer Satisfaction as the coefficient value -.120. This implies, when Relational
Marketing Practices goes up by one unit standard deviation, the Experience on
Customer Satisfaction goes up by -12.00. %.Likewise, Perception on Stress
Management Practices is individually influences the Experience on Volume of
Business as the coefficient value .092. This implies, when Stress Management
Practices goes up by one unit standard deviation, the Experience on Volume of
Business goes up by 9.2. Whereas, Perception on Stress Management Practices is
individually influences the Experience on Customer Satisfaction as the coefficient
value .273. This implies, when Stress Management Practices goes up by one unit
standard deviation, the Experience on Customer Satisfaction goes up by 27.3. %.
Table: 4.28.2
Covariances: Influence of Management practices on the performance indicators

of the Public and Private sector banks in Kerala.
Covariances between Influence of Management

Estimate S.E. C.R. P
practices
Marketing
Human resource
<--> Management .266 .033 7.986 ***
Practices
e7 <--> e4 -.058 .015 -3.930 ***
76
e2 <--> e5 .070 .017 4.079 ***
e1 <--> e5 .040 .015 2.585 .010
e10 <--> e11 .058 .014 4.165 ***
e2 <--> e3 -.040 .016 -2.455 .014
All covariance are statistically significant. The covariance between Human Resource
Management Practices with Marketing Management Practices is 0.266, the covariance
between e7 with e4 is -0.058, and the covariance between e2 with e5 is 0.070.
Similarly, the covariance between e1 with e5 is 0.040. Likewise the covariance
between e10 with e11 is 0.058 and covariance between e2 with e3 is -0.40.
Table: 4.28.3
Correlations: Influence of Management practices on the performance indicators

of the Public and Private sector banks in Kerala.
Human Resource Management Marketing Management

<--> .898
Practices Practices
e7 <--> e4 -.251
e2 <--> e5 .284
e1 <--> e5 .158
e10 <--> e11 .348
e2 <--> e3 -.179
All correlations are statistically significant. The Correlation between Human Resource
Management Practices and Marketing Management Practices is 0.898, the Correlation
between e7 with e4 is -0.251, and the covariance between e2 with e5 is 0.284.
Similarly, the covariance between e1 with e5 is 0.158. Likewise the covariance
between e10 with e11 is 0.348 and covariance between e2 with e3 is -0.179.
Table: 4.28.4
Variances: Effect of management practices on performance indicators of Public

Variables Estimate S.E. C.R. P
77
Variables Estimate S.E. C.R. P
Human Resource Management
.268 .037 7.268 ***
Practice
Marketing Management
.328 .045 7.361 ***
Practice
e3 .215 .021 10.015 ***
e4 .234 .021 11.335 ***
e6 .322 .028 11.535 ***
e8 .123 .025 4.868 ***
e1 .254 .021 11.935 ***
e2 .238 .025 9.599 ***
e5 .254 .022 11.490 ***
e7 .225 .021 10.629 ***
e9 .093 .008 11.059 ***
e10 .156 .017 9.342 ***
e11 .177 .018 10.080 ***
The estimates of variances of exogenous variables used to determine the effect of

Management Practices on Performance Indicators of Public and Private Sector Banks
in Kerala are shown in the above table. The p values of all the variances to influence
of Management practices on the performance indicators of the Public and Private
sector banks in Kerala are significant (P value is less than 5%).
Table: 4.28.5
Squared Multiple Correlations: Influence of Management practices on the

Estimate
Dependent variable
Service Model .845

Relationship Marketing Practices .556
78
Talent Management Practices .535
Stress Management Practices .613
Customer satisfaction .661
Profitability .615
Volume of Business .754
Quality Management Practices .607
Green Banking Marketing
.564
Knowledge Management Practices .659
Compensation Management Practices .513
In the present model, all R Square values are moderately and highly acceptable. The
dependent variable experience on Service Model' has a coefficient of determination of
84.5 per cent. The service model predictors for Management Practices are anticipated
to explain 84.5 per cent of the variance. In other words, the error variance on
Management Practices in the service model is around 15.5 per cent of the variance in
Experience on Management Practices. Similarly, the dependent variable experience
on Relationship Marketing Practices' has a coefficient of determination of 55.6 per
cent. The predictors of Relationship Marketing Practices on Management Practices
are estimated to account for 55.6 per cent of the variance. To put it another way, the
error variance of Relationship Marketing Practices on Management Practices is
around 44.4 per cent of the variance of Experience on Management Practices.
Whereas, the coefficient of determination in influencing the dependent variable
„Experience on Talent Management Practices is 53.5%. It is estimated that the
predictors of Talent Management Practices on Management Practices explain 53.5 per
cent of its variance. In other words, the error variance of the Talent Management
Practices on Management Practices is approximately 46.5 per cent of the variance of
Experience on Management Practices itself. Additionally, the coefficient of
determination for affecting the dependent variable „Experience with Stress
Management Practices' is 61.3 per cent. The predictors of Stress Management
Practices on Management Practices are predicted to explain 61.3 per cent of its
79
variance. In other words, the error variance of Stress Management Practices on
Management Practices is around 38.7% of the variance of Experience on Management
Practices itself. Similarly, the coefficient of determination in influencing the
dependent variable „Experience on Customer satisfaction is 66.1%. It is estimated that
the predictors of Customer satisfaction on Management Practices explain 66.1 per
cent of its variance. In other words, the error variance of the Customer satisfaction on
Management Practices is approximately 33.9 per cent of the variance of Experience
on Management Practices itself. Whereas, the coefficient of determination in
influencing the dependent variable „Experience on Profitability is 61.5%. It is
estimated that the predictors of Profitability on Management Practices explain 61.5
per cent of its variance. In other words, the error variance of the Profitability on
Management Practices is approximately 38.5 per cent of the variance of Experience
on Management Practices itself. In terms of influencing the dependent variable
„Experience on Volume of Business,' the coefficient of determination is 75.4 per cent.
The predictors of Volume of Business on Management Practices are estimated to
account for 75.4 per cent of the variance. To put it another way, the error variance of
the Volume of Business on Management Practices is around 24.6 per cent of the
variance of Experience on Management Practices. Meanwhile, the dependent variable
experience on Quality Management Practices' has a coefficient of determination of
60.7 per cent. The predictors of Quality Management Practices are estimated to
account for 60.7 per cent of the variance. To put it another way, the error variance of
Quality Management Practices on Management Practices is around 39.3% of the
variance of Experience on Management Practices itself. In the meantime, the
dependent variable „Experience with Green Banking-Marketing Management
Practices' has a coefficient of determination of 56.4 per cent. Green Banking-
Marketing Management Practices are estimated to account for 56.4 per cent of the
variance in Management Practices. In other words, the error variance of Green
Banking-Marketing Management Practices is approximately 43.6 per cent of the
variance of Experience on Management Practices. Furthermore, the dependent
variable experience on Knowledge Management Practices' has a 65.9% coefficient of
determination. Knowledge Management Practices on Management Practices
predictors are estimated to account for 65.9% of the variance. In other words, the
error variance of Knowledge Management Practices on Management Practices is
approximately 34.1 per cent of the variance of Experience on Management Practices.
80
Finally, the dependent variable experience on Compensation Management Practices'
has a coefficient of determination of 51.3 per cent. The predictors of Compensation
Management Practices on Management Practices are estimated to account for 51.3 per
cent of the variance. In other words, the Compensation Management Practices on
Management Practices error variance is pretty much approximately 48.7% of the
variance of Experience on Management Practices.
According to the Model fit summary, the default model has a discrepancy of 91.853
(Chi-square value) and degrees of freedom is 31, resulting in a computed P-value of
0.059, which is greater than 0.059. Furthermore, the Chi-square value/DF is 2.963,
which is found to be within the acceptable range. Therefore, the null hypothesis is
accepted. There is a goodness of fit in the influence of Management practices on the
performance indicators of the Public and Private sector banks in Kerala.
Here Goodness of Fit Index (GFI) value (0.914) and Adjusted Goodness of Fit Index
(AGFI) value (0.917) is greater than 0.9 which represent it is a good fit. The calculated
Normed Fit Index (NFI) value (0.917) and Comparative Fit Index (CFI) value (0.908)
indicates that it is a perfectly fit and also it found that Root Mean Residuals (RMR) is
0 .077 and Root Mean Square Error of Approximation (RMSEA) value is 0.053,
which is less than 0.08 indicate perfect fit.
VI. Influence of performance indicators on the Public and Private Sector banks
in Kerala.
A performance factor influences the progressive growth of Public and Private Sector
Banks in Kerala. The major public sector banks chosen for the present study are SBI,
Canara Bank, and Union Bank, whereas the key private sector banks chosen are
Federal Bank, South Indian Bank, and Catholic Syrian Bank. The volume of business,
profitability and customer satisfaction are the Major performance indicators for these
banks. Performance indicators are the independent variable in this study, while public
and private sector banks are the dependent variable.
Objective 4: To organize the influence of performance indicators on the Public and

Private sector banks in Kerala.
Hypothesis 4: There is no influence on the performance indicators on the Public

and Private sector banks in Kerala.
81
Table: 4.29
Omnibus Tests of Model Coefficients-Influence of performance
indicators on the Public and Private Sector banks in Kerala
Variables Chi-square Df Sig.
SStep 11.697 3 .008
tBlock 11.697 3 .008
e 11.697 3 .008
p
Model
1
Omnibus Tests of Model Coefficients shows all variables are significant
Table:4.29.1
Model Summary-Influence of performance indicators on the Public and Private Sector
banks in Kerala,
Step -2 Log likelihood Cox & Nagelkerke R Square
Snell R
Square
a
530.341 .329 .439
1

a. Estimation terminated at iteration number 3 because parameter estimates changed by less
than .001.
In the above Model Summary table for explaining the influence of performance
indicators on the Public and Private Sector banks in Kerala, Cox & Snell R Square
and Nagelkerke R Square are equivalent to R Square values, which ascertain the
coefficient of determination. The dependent variable of this model namely Category
of bank accounts for ranges between 32.9% to 43.9% variance as per the Cox &
Snell R Square and Nagelkerke R Square, based on the influence of the independent
variables namely Volume of Business, Profitability and Customer Satisfaction.
Table: 4.29.2
Classification Table-Influence of Performance Indicators on the Public and
Private Sector Banks in Kerala
Observed Predicted
Nature of the bank Percentage
82
Private sector Public sector Correct
Nature of the Private sector 145 56 61.4
Step 1 bank Public sector 108 138 56.1
Overall Percentage 59.6
a. The cut value is .500
The Classification Results shows that out of 145 Private Sector Banks employees
selected for the present study, the observations of the 89 respondents have been
correctly classified (61.4% correct) and placed in the category of Private Sector Banks
group itself. The rest, 38.6 respondents have been included in the Public Sector
group. Likewise, out of 246 Public sector banks employees selected for the present
study, the observations of the 138 respondents have been correctly classified (56.4%
correct) and included in the category of Public sector group itself. The rest, 43.9
respondents have been included in Private sector group. The overall classification
ability of the current model is 59.6%, which is comparatively high as the bench mark
is 50%.
Table:4.29.3
Variables in the Equation- Influence of performance indicators on the
Public and Private Sector banks in Kerala
Variables B S.E. Wald df Sig. Exp(B)

Volume of
Business 0.494 0.243 4.127 1 0.042 0.610
Profitability 0.433 0.237 4.352 1 0.047 1.542
Customer
Satisfaction 0.326 0.223 6.141 1 0.033 0.722
Constant 1.427 0.583 5.985 1 0.014 4.165
The ability to influence the category of the bank is based on the independent variables
namely Volume of Business, Profitability and Customer Satisfaction is shown below
based on the OLS (Ordinary least square equation) equation.
Category of the bank = 1.427 +Volume of Business (0.494) + Profitability (0.433)

+Customer Satisfaction (0.326). The Wald test shows the individual ability of the
independent variables to influence the Category of the bank. Therefore the null
83
hypothesis is rejected. The p value of all the individual independent variables is
significant to influence the Category of the bank. Positive Beta coefficients for
Volume of Business(Exp (B) 0.610 times), Profitability (Exp (B) 1.542 times), and
Customer Satisfaction (Exp (B) 0.722 times).This means that, with the increase in
Business Volume, Profitability and Customer Satisfaction leads to increases in the
chances of positive Performance Indicators based on the Category of Employees.
VII. Level of satisfaction for managerial cadre with the Management Practices of
Public and Private Sector Banks in Kerala
The next stage of the study focuses on level of satisfaction among the managerial
cadre with the Management Practices of Public and Private Sector Banks in Kerala.
Employees in the Public Sector Banks are represented from SBI Bank, Canara Bank,
and Union Bank in the present study. While, managerial cadre from Federal Bank,
Catholic Syrian Bank, and South Indian Bank were chosen for the Private Sector
Banks. The Cluster Analysis was conducted to know the level of satisfaction of the
managerial cadre on the effect of Management Practices of SBI Bank, Canara Bank
Union Bank, Federal Bank, Catholic Syrian Bank and South Indian Bank. Here the
dependent variables are all the variables for evaluating the managerial satisfaction.
Categorical variable is the Category of the bank. The study was conducted with the
help of cluster analysis to determine the level of satisfaction of managerial cadre on
the effect of Management Practices at SBI bank, Canara Bank, Union Bank, Federal
Bank, Catholic Syrian Bank and South Indian Bank. The dependent variables, in this
case, are all of the variables used to evaluate employee satisfaction. A categorical
variable is the bank's category.
Objective 5: To classify the level of satisfaction for managerial cadre with the
Management Practices of public and private sector banks in Kerala by SBI Bank,
Canara Bank Union Bank, Federal Bank, Catholic Syrian Bank and South Indian
Bank.
Hypothesis 5: There is no significant difference in the level of satisfaction to the

managerial cadre on the Management Practices by SBI Bank, Canara Bank Union
Bank, Federal Bank, Catholic Syrian Bank and South Indian Bank in Kerala.
Table: 4.30
84
Final Cluster Centres-Level of Satisfaction to the Employees on the Management
Practices of Public and Private Sector Banks in Kerala
Varibles Cluster
SBI CANAR UNION FEDERA CATHOLIC SOUTH
A BANK BANK L BANK SYRIAN INDIAN
OF BANK BANK
INDIA
Talent Management 3.31 3.85 4.06 3.45 4.24 2.86
Practices Low Moderate High Low High Low
Stress Management 2.82 3.71 4.25 2.70 4.12 2.71
Practices Low Moderate High Low High Low
knowledge Management 2.64 3.39 3.78 3.20 4.34 2.19
Practices Low Low Moderate Low High Low
Compensation 2.90 3.16 4.23 3.85 4.15 3.35
Management Practices Low Low High Moderate High Low
Quality Management 2.24 3.75 3.69 2.90 4.36 3.61
Practices Low Moderate Moderate Low High Low
Relationship Marketing 1.81 3.73 3.62 2.32 4.30 3.62
Practices Low Moderate Low Low High Moderate
Green Banking 2.16 3.36 3.76 3.65 4.19 3.01
Marketing Management Low Low Moderate Moderate High Low
Practices
The cluster effect on the various levels of managerial cadre on Management Practices
of SBI Bank, Canara Bank Union Bank, Federal Bank, Catholic Syrian Bank, and
South Indian Bank in Kerala was further investigated using the Final Cluster Centres.
Level of managerial cadre satisfaction with Management Practices at SBI Bank =

Talent Management Practices (Low Satisfied) + Stress Management Practices (Low
Satisfied) +Knowledge Management Practices (Low Satisfied) + Compensation
Management Practices (Low Satisfied) + Quality Management Practices (Low
Satisfied) + Relationship Marketing Practices (Low Satisfied) + Green Banking
Marketing Management Practices (Low Satisfied).
Level of managerial cadre Satisfaction with Management Practices at Canara Bank =

Talent Management Practices (Moderately Satisfied) + Stress Management Practices
(Moderately Satisfied) + knowledge Management Practices (Low Satisfied) +
Compensation Management Practices (Low Satisfied) + Quality Management
85
Practices (Moderately Satisfied) + Relationship Marketing Practices (Moderately
Satisfied) + Green Banking Marketing Management Practices (Low Satisfied).
Level of managerial cadre Satisfaction with Management Practices at Union Bank of

India = Talent Management Practices (Highly Satisfied) + Stress Management
Practices (Highly Satisfied) +Knowledge Management Practices (Low Satisfied) +
Compensation Management Practices (Moderately Satisfied) + Quality Management
Practices (Moderately Satisfied) + Relationship Marketing Practices (Low Satisfied) +
Green Banking Marketing Management Practices (Moderately Satisfied).
Level of managerial cadre Satisfaction with Management Practices at Federal Bank =

Talent Management Practices (Low Satisfied) + Stress Management Practices (Low
Satisfied) +Knowledge Management Practices (Low Satisfied) + Compensation
Management Practices (Moderately Satisfied) + Quality Management Practices (Low
Satisfied) + Relationship Marketing Practices (Low Satisfied) + Green Banking
Marketing Management Practices (Low Satisfied).
Level of managerial cadre Satisfaction with Management Practices at Catholic Syrian

Bank = Talent Management Practices (High Satisfied) + Stress Management
Practices (High Satisfied) +Knowledge Management Practices (High Satisfied) +
Compensation Management Practices (High Satisfied) + Quality Management
Practices (High Satisfied) + Relationship Marketing Practices (High Satisfied) +
Green Banking Marketing Management Practices (High Satisfied).
Level of managerial cadre Satisfaction with Management Practices at South Indian

Bank= Talent Management Practices (Low Satisfied) + Stress Management Practices
(Low Satisfied) + Knowledge Management Practices (Low Satisfied) + Compensation
Management Practices (Low Satisfied) + Quality Management Practices (Low
Satisfied) + Relationship Marketing Practices (Low Satisfied) + Green Banking-
Marketing Practices (Low Satisfied) + Green Banking-Marketing Practices ((Low
Satisfied).
Table: 4.30.1
Distances between Final Cluster Centres- levels of satisfaction of managerial

cadre on the Management Practices of Public and Private Sector Banks in
Kerala
86
Cluster SBI CANAR UNION FEDERA CATH SOUTH
A BANK BANK OF L BANK OLIC INDIAN
INDIA SYRI BANK
AN
BAN
SBI *** 3.016 3.683 2.580 4.665 2.550
Canara Bank 3.016 *** 1.342 5.012 1.890 1.902
Union Bank of 3.683 1.342 *** 5.867 1.211 2.773
India
Federal bank 2.580 5.012 5.867 *** 6.701 3.919
Catholic Syrian 4.665 1.890 1.211 6.701 *** 3.398
Bank
South Indian 2.550 1.902 2.773 3.919 3.398 ***
Bank
The above table shows the distances between final cluster centres on the different
levels of satisfaction of managerial cadre on Management Practices of SBI Bank,
Union Bank, Canara Bank, Union Bank of India, Federal Bank, Catholic Syrian Bank,
and South Indian Bank. According to this table, the highest distance with the various
levels of managerial cadre satisfaction on Management Practices is between the
Federal Bank and Catholic Syrian Bank (6.701), followed by Union Bank and Federal
Bank (5.867), Canara Bank and Federal Bank (5.012), SBI and catholic Syrian
bank(4.665)and finally between Union Bank and Federal Bank (1.211). Thus, it is
apparent that in terms of the different levels of managerial cadre satisfaction with
management practices, the satisfaction levels of managerial cadre of the Union Bank
and Catholic Syrian Bank are closely connected.
Table: 4.30.2
ANOVA- Levels of managerial cadre Satisfaction on the Management Practices
Dependent Variables Cluster Error F Sig.

Mean df Mean df
Square Square
87
Talent Management 31.199 5 .243 385 128.387 .000
Practices
Stress Management 32.662 5 .250 385 130.395 .000
Practices
knowledge Management 40.597 5 .204 385 198.609 .000
Practices
Compensation 30.813 5 .206 385 149.827 .000
Quality Management 34.542 5 .244 385 141.824 .000
Practices
Relationship Marketing 48.423 5 .319 385 151.897 .000
Practices
Green Banking Marketing 37.176 5 .249 385 149.563 .000
The Anova test was applied to assess the statistical significance of the cluster effect
on various levels of managerial cadre Satisfaction on the Management Practices at
SBI Bank, Canara Bank Union Bank, Federal Bank Catholic Syrian Bank, and South
Indian Bank. The p-value found in all of the cases is less than 5%. (Level of
significance). As a result, the null hypothesis is rejected. SBI Bank, Canara Bank
Union Bank, Federal Bank Catholic Syrian Bank, and South Indian Bank in Kerala
have different levels of employee satisfaction with management practices (Cluster
means are unequal).
VIII. Major Constrains in Effective Implementation of Management Practices of

Public and Private Sector Banks
Before independence, a large number of people in India did not have any access to
banking services due to dispersed and fragmented locations. However, the situation
has now completely altered as a consequence of the transition from spread model to
service models and the advent of Information Technology and competition. Since
foreign banks have entered the Indian market, the variety of services available has
risen, and banks have placed a greater emphasis on satisfying customer demand. The
current scenario has produced several difficulties and possibilities for Indian
commercial banks. To comprehend the overall overview of the banking sector, it is
necessary to understand the various constraints faced by Public and Private Sector
Banks to implement the Management Practices.
88
Objective 6: To assess the Major Constrains in Effective Implementation of
Management Practices of Public and Private Sector Banks
Hypothesis 6: There is no significance difference Major Constrains in Effective

Implementation of Management Practices of Public and Private Sector Banks
Table: 4.31
Group Statistics- Major Constrains in Effective Implementation of management
practices
Std.
Major Constrains Category N Mean Effect
Deviation
Private
Lack of financial literacy and Low
sector 145 3.56 1.258
employees awareness in
Public
technological innovations 246 3.78 1.178 Moderate
sector
Private
Stiff Competition from non- 145 4.08 1.140 High
sector
banking financial institution
Public
and foreign bank. 246 4.11 1.032 High
sector
Private
145 3.94 1.229 Moderate
sector
Employees‟ turnover in a bank.
Public
246 4.06 1.048 High
sector
Private
Skill Gap arises due to core 145 3.70 1.242 Moderate
sector
banking solution, digital
Public
banking. 246 3.79 1.169 Moderate
sector
Intensive time bounded Private
145 3.99 1.199 Moderate
programmes of the bank may sector
create Work pressure among Public
246 4.04 1.124 High
the employees. sector
Private
Skepticism raised due to 145 3.71 1.207 Moderate
sector
demonetization and covid
Public
pandemic 246 3.97 1.030 Moderate
sector
Private
145 3.89 0.958 Moderate
Bank now faced Lack of sector
personalization Public
246 3.99 0.825 Moderate
sector
89
Private
145 3.88 1.181 Moderate
Changing customer sector
demographics Public
246 3.96 1.117 Moderate
sector
Private
145 3.68 1.234 Low
Frequent transfer and posting sector
to different places. Public
246 3.87 1.120 Moderate
sector
Change in Regulatory Private
145 3.61 1.282 Low
compliance of RBI has become sector
one of the most significant Public
246 3.89 1.126 Moderate
constraints of bank. sector
Private
145 3.77 1.240 Moderate
Lower morale with low job sector
satisfaction of the employees Public
246 3.91 1.099 Moderate
sector
Table 5.32 illustrates various challenges in implementing management practices in

both Public and Private Sector Banks in Kerala. The mean score assigned by the
respondents of Public Sector Banks is 3.78 (Moderate influence) ± 1.178 and the
respondents of Private Sector Banks assigned a mean score of 3.56(Low influence)
±1.258 for the Lack of financial literacy and employees‟ awareness in technological
innovations. This means, Lack of financial literacy and employees‟ awareness in
technological innovations are the major constraints faced by the bank to execute
Management Practices both the Public and Private Sector Banks in Kerala. But the
study proved that, In Kerala, it had a moderate impact on Public Sector Banks while
having a low impact on Private Sector Banks. With regard to the Stiff Competition
from non-banking financial institution and foreign bank, both the respondents of
Private Sector Banks and the Public Sector Banks have awarded a High score
(4.08±1.140) and (4.11±1.032) respectively. This implies, Stiff Competition from
non-banking financial institution and foreign bank were major constraints faced by
bank to execute effective management practices. But the study proved that Stiff
Competition from non-banking financial institution and foreign bank highly influence
both in Public and Private Sector Banks in Kerala. Concerning the employees
turnover of Public and Private Sector Banks, the respondents of Private Sector Banks
have awarded a moderate score (3.94±1.229); but the respondents of Public Sector
90
Banks have awarded a high score (4.06±1.048). This means that employee turnover
has been a serious constraint in executing management practices in both public and
private sector banks. However, the study found that barriers of employee‟s turnover
had a moderate impact on private sector banks while having a high influence on
public sector banks. With regard to the statement on Skill Gap arises due to core
banking solution, digital banking, both the respondents of Private Sector Banks and
the Public Sector Banks have awarded a Moderate score (3.70±1.242) and
(3.79±1.169) respectively. This signifies that core banking solutions and innovative
digital banking practices lead to developing the skill gap between conventional
employees and youthful employees on the Public and Private Sector Banks in Kerala.
However, the study revealed that gaps in employee skills had a moderate impact on
Public and Private Sector Banks in Kerala. In accordance to the statement on
Intensive time bounded programmes of the Commercial banks, the respondents of
Private Sector Banks have awarded a moderate score (3.99 ±1.199); but the
respondents of Public Sector Banks have awarded a high score (4.04±1.124). This
implies, Employees may experience work pressure due to the bank's intensive time-
bound programmes, which might hamper the successful execution of management
practices. However, the study found that intensive time-bounded scheduling had a
moderate effect on the private banks and high influence on the Public Sector Banks in
Kerala. In relation to the statement on the Skepticism rose due to demonetization and
covid pandemic, both the respondents of Private Sector Banks and the Public Sector
Banks have awarded a moderate score (3.71±1.207) and (3.97±1.030) respectively.
This implies, Skepticism aroused due to demonetization and covid 19 pandemic
which may badly affect the effective implementation of management practices on the
Public and Private Sector Banks in Kerala. However, the study found that skepticism
in Public and Private Sector Banks emerged as a wake of demonetization, the
Covid19 epidemic, and the subsequent economic crisis. However, the study
discovered that the emergence of skepticism had only a modest impact on both Public
and Private Sector Banks in Kerala. With regard to the statement on the Lack of
personalization, both the respondents of Private Sector Banks and the Public Sector
Banks have awarded a moderate score (3.89±0.958) and (3.99±0.825) respectively.
This means, Bank now faced Lack of personalization with customers raised due to the
transition from spread model to service model and it subsequently impact on the
implementation of Management Practices. But the studies found that, Lack of
91
personalization have moderate influence both in Public and Private Sector Banks in
Kerala. With regard to the statement on the Changing customer demographics of the
Banks, both the respondents of Private and Public Sector Banks have awarded a
moderate score (3.88±1.181) and (3.96±1.117) respectively. This means, Changing
customer demographics badly affect for the effective implementation of Management
practices. However, the study found that it has a moderate impact on both public and
private banks in Kerala. Concerning the statement on Frequent transfer and posting of
employees to different places, the respondents of Private Sector Banks have awarded
a low score (3.68±1.234) and the respondents of Public Sector Banks have awarded a
moderate mean score (3.87±1.120).This implies Frequent transfers of employees in
bank as the as the major hurdles for the effective implementation of Management
Practices. However, the study found that frequent bank employee transfers had a
minor impact on Private Sector Banks and a moderate impact on Public Sector Banks.
In according to the regulatory compliance, the respondents of Private Sector Banks
have awarded a low score (3.61±1.282) and the respondents of Public Sector Banks
have awarded a moderate mean score (3.89±1.126).This implies, frequent change in
policies of Regulatory compliance by RBI has become one of the most significant
constraints of the commercial banks for the effective implementation of Management
practices. The study discovered that frequent changes in RBI regulatory compliance
rules had a limited influence on private sector banks and a moderate impact on public
sector banks. With regard to the statement on Lower morale with less job satisfaction
of the employees, both the respondents of Private and Public Sector Banks have
awarded a moderate score (3.77±1.240) and (3.91±1.099) respectively. This means
that, low morale and job satisfaction among bank employees are major roadblocks to
deploying management practices. However, the study found that poor staff morale
and low job satisfaction had a moderate impact on Public and Private Sector Banks in
Kerala.
Table 4.31.1
Tests of Equality of Group Mean: Major Constrains in Effective Implementation
of Management Practices
92
Major Constrains Wilks'
F df1 df2 Sig.
Lambda
Lack of financial literacy and
employees awareness in 0.992 3.076 1 389 0.080
technological innovations
Stiff Competition from non-
banking financial institution 1.000 0.076 1 389 0.782
and foreign bank.
Employees‟ turnover in a
0.998 0.916 1 389 0.339
bank.
Skill Gap arises due to core
banking solution, digital 0.999 0.462 1 389 0.497
banking.
Intensive time bounded
programmes of the bank may
1.000 0.155 1 389 0.694
create Work pressure among
the employees
Skepticism raised due to
demonetization and covid 0.987 4.997 1 389 0.026
pandemic.
Bank now faced Lack of
personalization with
customers raised due to the 0.997 1.349 1 389 0.246
transition from spread model
to service model
Changing customer
0.999 0.411 1 389 0.522
demographics
Frequent transfer and posting
of employees to different 0.994 2.465 1 389 0.117
places.
Change policies of
Regulatory compliance of 0.987 5.057 1 389 0.025
RBI.
Lower morale with job
satisfaction of the employees 0.997 1.309 1 389 0.253
of bank.
The test of Equality of Group Means showed statistically not significant, as there is no
significant difference in the problems faced by Public and Private Sector Banks. while
implementations in Management Practices as their p value is greater than 5% except
93
Skepticism raised due to demonetization and covid pandemic and Change in policies
of Regulatory compliance by RBI, as their P- Value is less than 5% (0.026, 0.025).
Table 4.31.2
Variables Failing Tolerance Test- Major Constrains in Effective
Implementation of management practices
Constraints Within-Groups Tolerance Minimum

Variance Tolerance
Bank now faced Lack of .768 .000 .000

personalization raised due
to the transition from spread
model to service model and
it subsequently affect
effective implementation of
management practices
All variables passing the tolerance criteria are entered simultaneously.
a. Minimum tolerance level is .001.
The above variables, Bank now faced Lack of personalization raised due to the
transition from spread model to service model are excluded from the current analysis
Table:4.31.3
Eigen values: Major Constrains in Effective Implementation of Management

Practices
Function Eigenvalue % of Variance Cumulative % Canonical

Correlation
1 .223a 100.0 100.0 .149
a. First 1 canonical discriminant functions were used in the analysis.
The variable defined to identify the Constraints in Management Practices of Public

and Private Sector Banks on performance indicators has a moderately associated
correlation of 0.149 percent. The magnitudes of the eigen values indicate how good
94
the functions are at discriminating. Because the eigen value is low, it can be deduced
that the linear combination of variables shares more variance.
Table: 4.31.4
Wilks' Lambda: Major Constrains in Effective Implementation of
management practices
Test of Wilks' Chi-square Df Sig.
Function(s) Lambda
1 .978 8.622 10 .568
The overall CVTS (Chi Square test) is 8.622, P- Value=0.568; Ho is accepted. That
means there is significant discriminating ability among the variables to define the
Constraints in Management Practices of Public and Private Sector Banks on
Performance indicators. This indicates that the category of the banks and the criteria
used to detect problems on the Management Practices of Public and Private Sector
Banks' in Kerala on performance metrics are interrelated. This illustrates that various
types of banks have diverse strategies to identifying constraints in Public and Private
Sector Banks' Management Practices in terms of Performance Indicators. Wilks'
Lambda value reveals a wide range of opinions on specific issues in Management
Practices of Public and Private Sector Banks on Performance Indicators. According to
Wilks' lambda, the function has a discriminatory ability of .978 shown in the present
study.
Table: 4.31.5
Standardized Canonical Discriminant Function Coefficients-Major Constrains
in Effective Implementation of management practices
95
Public Sector Banks Private Sector Banks
Major Constrains
Coefficient Rank Coefficient Rank
Lack of financial literacy and
employees awareness in
0.219 4
technological innovations
Stiff Competition from non-
banking financial institution

-0.412 1
and foreign bank.
Employees‟ turnover in a bank.

0.287 3
Skill Gap arises due to core
banking solution, digital

-0.202 3
banking.
Intensive time bounded
programmes of the bank may

-0.214 2
create Work pressure among
the employees.
Skepticism raised due to
demonetization and covid

0.694 1
pandemic
Changing customer
-0.127 4
demographics
Frequent transfer and posting
of employees to different
0.029 6
places
96
Change in Regulatory
compliance of RBI has become

0.487 2
one of the most significant
constraints of bank
Lower morale with low job

0.034 5
satisfaction of the employees

The above table shows that the highest Constraints in Management Practices of Public
Sector and Private Sector Banks in Kerala. Hence the constraints as per the public
sector banks, the most important constraints is Skepticism raised due to
demonetization and covid pandemic, with a rank of 1 (C.V. 0.694), followed by
Change in Regulatory compliance of RBI has become one of the most significant
constraints of bank (C.V. 0.487) occupies second position in the overall ranking,
Employees‟ turnover in a bank (C.V 0.287) occupies third position in the ranking,
Lack of financial literacy and employees awareness in technological innovations is
given 4 ranking (C.V. 0.219), Lower morale with low job satisfaction of the
employees (C.V. 0.034) are allocated to fifth positions and Frequent transfer and
posting to different places (0.029) are allocated to 6th rank.
The predominant constraints in the Management Practices of Private Sector Banks are
Stiff Competition from non-banking financial institutions and foreign banks, with a
rank of 1 (C.V. -0.412), followed by Intensive time-bounded programmes of the bank
may create Work pressure among the employees (C.V. -0.214) are assigned to 2rank,
Skill Gap arises due to core banking solution, digital banking (C.V. -0.202) and
corresponding rank is assigned to3, Changing customer demographics (C.V. -0.127)
rank occupies at 4th position.
Table: 4.31.6
97
Functions at Group Centroids- Major Constrains in Effective Implementation of
management practice
Category Function
1
Private Sector Banks -.196
Public Sector Banks .115
Unstandardized canonical discriminant functions evaluated at group means
As indicated by group centroids, the standardized canonical discriminant functions

can be evaluated. In this backdrop, all positive coefficients are assigned to the Public
Sector Banks and all negative coefficients are allocated to Private Sector Banks.
Table: 4.31.7
Classification Results-Major Constrains in Effective Implementation of management

practice
Category Predicted Group Total

Membership
Private Public
sector sector
Private 68 77 145
Count sector
Public sector 92 154 246
Original
Private 46.9 53.1 100.0
% sector
Public sector 37.4 62.6 100.0
a. 56.8% of original grouped cases correctly classified.
The Classification Results reveals that out of 145 Private sector banks employees
chosen for the present study, the observations of the 68 respondents have been
appropriately classified (46.9% correct) and placed in the category of Private sector
banks group itself. The rest, 77 respondents have been included in the Public sector
group. Likewise, out of 246 Public sector banks employees selected for the present
study, the observations of the 154 respondents have been correctly classified (62.6%
98
correct) and included in the category of Public sector group itself. The rest, 92
respondents have been included in Private sector group. The overall classification
ability of the current model is 56.8%, which is comparatively high as the bench mark
is 50%.
IX. Effective Ways for Implementations of Management Practices in Public and

Private Sector Banks in Kerala.
High-value business results are at the top of priority lists in today's highly competitive
and rapidly changing world. To achieve these objectives, it is critical to combine
successful business practices with committed management. Management practices
have become a barometer of an organization's performance in today's changing
environment. Employee turnover, absenteeism, productivity, and profitability depend
on the effectiveness of management practices prevailing in the organisation. Healthy
business culture and successful Innovative Management Practices are intrinsically
linked to employee engagement in the organization. In this back drop, the following
analysis sessions are very pertinent for the Effective Ways for Implementation of
Management Practices Public and Private Sector Banks in Kerala.
Objective 7: To find out the Effective Ways for Implementation of Management

Practices Public and Private Sector Banks in Kerala
Hypothesis 7: There is no significance difference in Effective Ways for
Implementations of Management Practices in Public and Private Sector Banks in
Kerala.
Table: 4.32
KMO and Bartlett's Test- Effective Ways for the
Implementations of Management Practices
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. .733
Approx. Chi-Square 7234.321
Bartlett's Test of
Df 55
Sphericity
Sig. .000
As per Kaiser-Meyer-Olkin Measure of Sampling Adequacy the coefficient score is

.733 which is found very high for evaluating the Effective Ways for the
Implementations of Management Practices of Public and Private Sector Banks in
Kerala. The Bartlett's Test of Sphericity based on the Chi-Square value is 7234.321
99
and the corresponding p value is 0.000 which is lower than 5%.This means, all the
components identified to evaluate in the Effective Ways in the Implementations of
Management Practices of Public and Private Sector Banks in Kerala are correlated
each other.
Table:4.32.1
Communalities - Effective Ways for Implementations of Management Practices
Effective Ways for Implementations of Management Initial Extraction
Practices
Bank should provide sufficient opportunities to employees 1.000 .857
to gain financial literacy and digital banking awareness
To give enough possibilities for employees' career growth. 1.000 .905
Bank must provide enough opportunities to participate 1.000 .920
social gatherings and cultural programmes.
Bank must provide significant opportunities to experienced 1.000 .928
and new employees by providing IT based training and
supervision for filling the skill gap.
Time management, prioritizing activities, reducing tasks 1.000 .901
into manageable parts, and sharing responsibility with co-
staff are the most crucial strategies for conquering a tough
time-bound programme.
Banks should hold seminars, conferences, webinar series, 1.000 .813
and awareness campaigns for their employees to assist them
to deal with the skepticism.
Bank should implements effective Customer relationship 1.000 .878
management practices for customer retention and their
loyalty.
Bank executes effective marketing campaign to attract more 1.000 .773
customers in to bank by advertisement and social media
campaign.
Bank must maintain their employees at least one year in a 1.000 .904
branch and it will helps to effective implementation of
Management practices.
100
Bank should adheres Rules and regulation laid down by 1.000 .842
RBI for smooth implementation of Management Practices.
Bank provides welfare schemes and amenities to the 1.000 .942
employees for boosting up of job satisfaction and Morale.
(Source: Primary Data )
Extraction Method: Principal Component Analysis.
The above table shows the Communalities values. From the above table it noted that, all
the individual Communalities values are very high, which means the correlation between
the variables are highly pertinent to the Effective Ways in the Implementations of
Management Practices of Public and Private Sector Banks in Kerala are related to each
other. For example, Bank provides welfare schemes and amenities to the employees for
boosting up of job satisfaction and Morale whose Communalities values is 0.942 followed
by Bank must provide significant opportunities to experienced and new employees by
providing IT based training and supervision for filling the skill gap for the effective
implementation of management practices whose Communalities values is 0.928 and so on.
Table: 4.31.2
Total Variance Explained- Effective Ways in the Implementations of Management
Practices of public and private sector banks in Kerala
Component Initial Eigenvalues Extraction Sums of Squared Rotation Sums of Squared
Loadings Loadings
Total % of Cumulati Total % of Cumulative Total % of Cumulative
Varianc ve % Varianc % Varian %
e e ce
7.332 66.659 66.659 7.332 66.659 66.659 4.803 43.660 43.660
1
2 1.561 14.191 80.850 1.561 14.191 80.850 2.499 22.719 66.379
3 .770 6.996 87.845 .770 6.996 87.845 2.361 21.466 87.845
4 .485 4.410 92.255

5 .436 3.968 96.223
6 .225 2.044 98.267
7 .098 .895 99.163
8 .039 .355 99.518
9 .025 .231 99.749
10 .018 .164 99.913
11 .010 .087 100.000
Extraction Method: Principal Component Analysis.
101
According to the total variance explained, from the table we can see that there are
three effective spaces identified whose total effect is 87.845.Based on the factor
analysis it found that the contributing effect of the first factor found 66.659 as per the
percentage of variance on the extraction sum of Squared Loadings. Similarly the
percentage of variance of the second factor is 14.191 based on the percentage of
variance and finally the contributing effect of the third factor is 6.996.Thus it is
concluded that based on the three factors a total 87.845% of variance can be
explained.
Figure 4.2
The screen plot clearly shows that there are three factors.
102
Table: 4.32.3
Rotated Component Matrix- Effective ways for implementation of management
practices of commercial banks.
Effective ways for implementation of management practices of Component

commercial banks. 1 2 3
Bank should provide sufficient opportunities to employees to gain .878 .180 .100
financial literacy and digital banking awareness
To give enough possibilities for employees' career growth .869 .264 .275
Bank must provide enough opportunities to participate social .843 .413 .218
gatherings and cultural programmes
Bank must provide significant opportunities to experienced and .840 .411 .063
new employees by providing IT based training and supervision for
filling the skill gap.
Time management, prioritising activities, reducing tasks into .814 .224 .246
manageable parts, and sharing responsibility with co-staff are the
most crucial strategies for conquering a tough time-bound
programme.
Banks should hold seminars, conferences, webinar series, and .783 -.045 .492
awareness campaigns for their employees to assist them to deal
with the skepticism
Bank should implements effective Customer relationship .391 .821 .305
management practices for customer retention and their loyalty
Bank executes effective marketing campaign to attract more .068 .746 .529
customers in to bank by advertisement and social media campaign
Bank must maintain their employees at least one year in a branch .544 .741 .245
and it will helps to effective implementation of Management
practices.
Bank should adheres Rules and regulation laid down by RBI for .224 .323 .866
smooth implementation of Management Practices
Bank provides welfare schemes and amenities to the employees for .286 .347 .860
boosting up of job satisfaction and Morale
Extraction Method: Principal Component Analysis: Effective ways for implementation of
management practices of commercial banks.
Rotation Method: Varimax with Kaiser Normalization: Effective modes for the
implementation of management practices of public and private sector banks.
a. Rotation converged in 8 iterations: Important ways for implementation of management
practices of commercial banks.
.
As per the Rotated component matrix the first factor includes,

103
1. Bank should provide sufficient opportunities to employees to gain financial
literacy and digital banking awareness. It is done through Certification
Programmes for Capacity Building, short term online courses and orientation
sessions. Whose coefficient value is 0.878.
2. To give enough possibilities for employees' career growth by providing
accolades and awards for the employee‟s hard work and achievements that aid
their career development growth whose coefficient value is 0.869.
3. Bank must provide significant opportunities to participate social gatherings
and cultural programmes to enhance quality of work life balance and to
prevent labour turnover which in turn higher staff morale and productivity
whose coefficient value is 0.843.
4. Bank must provide significant opportunities to experienced and new
employees by providing IT based training and supervision for filling the skill
gap which helps to sustain the higher morale and staff productivity of
employees whose coefficient value is 0.840.
5. Time management, prioritising activities, reducing tasks into manageable
parts, and sharing responsibility with co-staff are the most crucial strategies
for conquering a tough time-bound programme whose coefficient value is
0.814.
6. Finally Banks should hold seminars, conferences, webinar series, and
awareness campaigns for their employees to assist them to deal with the
skepticism that has emerged as a result of the present pandemic stage whose
coefficient value is 0.783.
As a result, all of the above first factors are called Performance Management
practices.
Likewise Rotated component matrix of the Second factor includes
1. Bank should implement effective Customer Relationship Management Practices
for customer retention and their loyalty 0.821.
2. Bank executes effective marketing campaign to attract more customers in to
bank by advertisement and social media campaign whose coefficient value is
0.746
3. Finally Banks must keep their employees in a branch for at least one year. It
allows employees to establish stronger relationships with clients, and the bank
104
may then retain customer satisfaction and corresponding increase in volume of
business. Whose coefficient value is 0.741.
Hence, the entire above second factor is known as Customer Retention Practices.
With regard to the Rotated component matrix of the Third factor includes
1. Bank should adheres Rules and regulation laid down by RBI on time for the
effective implementation of Management Practices whose coefficient value is
0.866.
2. The Bank provides timely welfare schemes, Fair Compensation and amenities
to its employees, which helps to boost job satisfaction and morale. Whose
coefficient value is 0.860.
Hence, the entire above third factor is known as Regulatory Practices.
Table:4.32.4
Group Statistics- Effective Ways for Implementation of Management Practices
Public and Private Sector Banks in Kerala
Category N Mean Std. Std. Error Effect

Factor
Deviation Mean
Customer Retention Private sector 145 3.4917 .79070 .06566 Low
Practices Public sector 246 3.4809 .78688 .05017
Performance Private sector 145 3.2221 .97756 .08118 Low
Management 246 3.2146 .96913 .06179
Public sector
practices
Private sector 145 3.1793 .82638 .06863 Low
Regulatory Practices
Public sector 246 3.1748 .82433 .05256
Table 4.32.4 illustrates Effective Ways for Implementation of Management Practices
Public and Private Sector Banks in Kerala. Here the effective ways for the
implementation of management practices are categorized in to three factors namely
Performance Management practices, Customer Retention Practices and Regulatory
Practices.
With regard to the statement on the second factor Performance Management
practices of Public and Private Sector Banks in Kerala, the mean score assigned by
the respondents of Public Sector Banks is 3.4809 (Low influence) ± .78688 and the
105
respondents of Private Sector Banks assigned a mean score of 3.4917 (Low influence)
±.79070 for Performance Management practices. This means, The Performance
Management practices of Public and Private Sector Banks includes,
1. Financial literacy and digital banking awareness through Certification Programmes
for Capacity Building, short term online courses& orientation sessions.
2. Opportunities for Career Growth, opportunities to participate social gatherings and
cultural programmes for the enhancement of quality of work life.
3.Opportunities to experienced and new employees by conducting IT based
programme for filling the skill gap, Time management, prioritizing activities given to
employees for meeting time bounded programme.
4. Banks promotion for the Special training, workshop and online courses for meeting
Skepticism. But the study proved that, the first factor had low influence both in public
and private sector banks.
With regard to the statement on the second factor Customer Retention Practices,
both the respondents of Private Sector Banks and the Public Sector Banks have
awarded a low score (3.2221±.97756) and (3.2146±.96913) respectively. This
implies, customer retention practices includes.
1. Banks role for effective Customer Relationship Management Practices.
2. Bank execution for effective marketing campaign programmes to attract
more customers and retaining employees in a branch.
But the study proved that, the second factor had low effect for the effective ways
in the implementations of management practices.
Likewise, Regulatory practices from the third factor, both the respondents of
Private Sector Banks and the Public Sector Banks have awarded a low score (3.1793
±.82638) and (3.1748±.82433) respectively. This means, third factor includes
1. Bank timely implementation of Rules and regulation laid down by RBI and
welfare schemes.
2. Fair Compensation & amenities to its employees.
However, the study found that a third factor, namely regulatory practices, had little
impact on the effective ways for the implementations of Management Practices in
Both Public and Private Sector Banks in Kerala.
106
Table: 4.32.5
Independent Sample Test: Effective Ways for the Implementations of
Management Practices in Both Public and Private Sector Banks in Kerala
Effective ways for the implementations

of Management Practices in Both Public
Sig. (2- Mean
t df tailed) Difference
Customer Retention Practices

.131 389 .896 .01083
Performance Management Practices
.073 389 .942 .00743
Regulatory Practices.
.052 389 .958 .00451
Private Sector Banks is compared. The inferential statistics is used as Independent
sample t-test. According to the t-test, all the p values are having a value greater than
5% (0.05).Therefore; there is no difference between the respondents of Public Sector
Banks and Private Sector Banks in Kerala with regard to the statement on the
effective ways for the implementations of Management Practices in both Public and
Private Sector Banks in Kerala.
X. Association between the Human Resource management Practices level with
Marketing Management Practices level
In this session focuses on the association between Human Resource management

Practices and Marketing Management Practices level in Public and Private Sector
Banks in Kerala. Human Resource Management and Marketing Management
Practices are critical for commercial banks in terms of manpower and customer
management. The effective management of employees and customers has been
influences performance in the banking industry. Human resource management
practices that is essential to strengthen the managing abilities of employees in the
banking industry. In the perspectives Marketing Management Practices, Banking is
seen as a "Customer Service industry." As a result, a good Marketing Management
Practice is required to attract a large volume of business. In this regard,the current
107
study examines the association between Human Resource management Practices level
and Marketing Management Practices level.
Objective 8: To Evaluate the association between Human Resource management
Practices level with Marketing Management Practices level of Public and private
sector banks in Kerala
Hypothesis 8: There is no significant difference association between Human
Resource management Practices level with Marketing Management Practices level
of Public and private sector banks in Kerala
Table: 4.33
Cross tabulation -Human Resource management Practices level with Marketing
Management Practices level
Cross tabulation Marketing Management Total

Practices level
Low Moderate High
Count 101 23 10 134
Low
% 75.4% 17.2% 7.5% 100.0%
Human Resource
Count 19 33 30 82
management Practices Moderate
% 23.2% 40.2% 36.6% 100.0%
level
Count 30 39 106 175
High
% 17.1% 22.3% 60.6% 100.0%
Count 150 95 146 391
Total
% 38.4% 24.3% 37.3% 100.0%
When the Human Resource management Practices are low and corresponding 101
responses for the low effect in Marketing Management Practices. Similarly, When
Human Resource Management Practices are Low effect and 23 responses for the
moderate effect in Marketing Management Practices. Likewise, When the Human
Resource Management Practices is low and corresponding 10 responses for the high
effect in Marketing Management Practices. With regard to the Human Resource
Management Practices is Moderate there will be 19 responses for the low effect in
Marketing Management Practices. However, When the Human Resource
Management Practices is Moderate and there will be 33 responses as moderate effect
in Marketing Management Practices. Whereas, When the Human Resource
management Practices are Moderate and 30 responses for the High effect in
Marketing Managements Practices. In relation to the statement on the Human
108
Resource management Practices are high effect and corresponding 30 responses for
the low effect in Marketing Management Practices .Similarly when the Human
Resource Management Practices are High effect and 39 responses for the Moderate
effect on the Marketing Management Practices. Likewise, when the Human Resource
management Practices are high effect and corresponding 106 responses for the High
effect in Marketing Management Practices.
Table:4.33.1
Chi-Square Tests-Management Practices of Public and Private Sector Banks
Association Between Human Resource Value df Asymp. Sig. (2-
Management Practices With Marketing sided)
Pearson Chi-Square 142.339a 4 .000

Likelihood Ratio 148.638 4 .000
Linear-by-Linear Association 121.219 1 .000
391
No of Valid Cases

a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is
19.92.
The statistical significance of the association between Human resource Management
practices with Marketing Management practices was tested with help of Pearson Chi-
Square. The Chi-Square value is 142.339a and the P value is 0.000.Hence Null
Hypothesis is rejected, which shows that there is an association between Human
Resource Management Practices with Marketing Management Practices. Hence
Human Resource Management Practices and Marketing Management Practices
both in Public and Private Sector Banks in Kerala Associated to each other.
XI. Association between the Management Practices Level with Business
Performance Level
This session focuses on the level of business performance studied in the context of
management practices in Kerala's Public and Private Sector Banks. Management
Practices influence the degree of business performance. Management practices
109
enhance an organization's performance and relative standing to improve performance
indicators such as volume of business, profitability and customer satisfaction. A good
manager is critical in maintaining a healthy and productive work environment.
Manager behaviour and enhanced dedication can contribute to higher morale and
productivity, which leads to higher business performance. The following related
analysis exemplifies the association between Management Practices with Business
Levels of Public and Private Sector Banks in Kerala.
Objective 9: To Evaluate the association between Management Practices level with
Business Performance level of Public and private sector banks in Kerala
Hypothesis 9: There is no significant difference association between Management
Practices level with Business Performance level of Public and private sector banks
in Kerala
Table: 4.34
Management Practices of Public and Private Sector Banks
Cross tabulation -Management Practices level with Business Performance level
Business Performance level Total
Low Moderate High
Count 80 36 22 138
Low
% 58.0% 26.1% 15.9% 100.0%
Management Practices Count 7 19 75 101

Moderate
level % 6.9% 18.8% 74.3% 100.0%
Count 7 24 121 152

High
% 4.6% 15.8% 79.6% 100.0%
Count 94 79 218 391

Total
% 24.0% 20.2% 55.8% 100.0%
When management practices are low, 80 responses are indicating a low influence on
business performance. Similarly, when Management Practices having a low influence,
110
36 responses indicate a moderate effect on business performance level. Likewise,
when the Management Practices are low effect, corresponding 22 responses for the
high effect in Business Performance level. With regard to the statement on when
management practices are moderate, there will be 7 responses for the low influence on
business performance level. However, when the Management Practices are Moderate,
there will be 19 responses as moderate effect in Business Performance level. When
Management Practices are moderate, 75 responses indicate a high impact on Business
Performance Level. In respect to the statement on management practices are high
effect, 7 responses indicating low effect in terms of Business Performance Level.
Similarly when the Management Practices are High effect, 24 responses indicating
Moderate effect in Business Performance level. Furthermore, when Management
Practices have a high impact, there are 124 responses for the High Influence in
Business Performance level.
Table: 4.34.1
Chi-Square Tests- Management Practices of Public and Private Sector Banks in
Kerala with Business Performance level
Management Practices with Business Value df Asymp. Sig.

Performance level (2-sided)
Pearson Chi-Square 167.136a 4 .000

Likelihood Ratio 178.210 4 .000
Linear-by-Linear Association 138.712 1 .000
Number of Valid Cases 391
a. 0 cells (0.0%) have expected count less than 5. The minimum expected count is
20.41.
The statistical significance of the association between Management Practices of
public and private sector banks in Kerala with Business Performance level was
tested with help of Pearson Chi-Square. The Chi-Square value is167.136a and the P
value is 0.000.Hence Null Hypothesis is rejected. This shows, Management Practices
of Public and Private Sector Banks in Kerala with Business Performance level
Associated to each other.
111

Result and Discussion: I. Demographic Overview of Public and Private Sector Banks in Kerala

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Result and Discussion: I. Demographic Overview of Public and Private Sector Banks in Kerala

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Chapter IV

RESULT AND DISCUSSION

Items Frequency Percent

Private sector 145 37.1

Public sector 246 62.9

Total 391 100

Assistant 196 50.1

Crosstab- Distribution of Banks

Category Bank Total

ANOVA Table- Various Categories of Customers with the Bank

Various Categories of Customers Sum of df Mean F Sig.

Descriptive Statistics- Various Categories of Customers

Objective No.1 To evaluate the Innovative Human Resource Management Practices

Hypothesis No.1 There is no significant difference between innovative Human

1. Talent Management Practices

2. Stress Management Practices

3. Knowledge Management Practices

4. Compensation Management Practices

1. Talent Management Practices

1.1 Talent enrichment programme

145 4.04 1.201 0.100 High

Independent Sample t-test: Talent Management Practice

2. Stress Management Practices

Group Statistics-Stress Management Practices

Stress Management Category N Mean Std. Std. Effect

Sig. (2- Mean

Bank conducts Employees Engage

3. Knowledge Management Practices

Group Statistics-Knowledge Management Practices

Knowledge Management Category N Mea Std. Std. Effect

Independent Sample t-test: Knowledge Management Practices

4. COMPENSATION MANAGEMENT PRACTICES

Group Statistics-Compensation Management Practices

Compensation Category N Mean Std. Std. Effect

Independent Sample t-test: Compensation Management Practices

Descriptive Statistics- Classification of Human Resource Management Practices

Category Occupation Mean Std. N Effect

Bank Manager 3.6358 .88189 123 Moderate

Assistant 3.9061 .73684 196 Moderate

Total 3.8338 .79993 391 Moderate

Assistant 3.4466 .99024 73 Low

Assistant 4.0488 .45832 123 High

Assistant 3.8245 .76071 196 Moderate

Total 3.7591 .81610 391 Moderate

Assistant 3.4493 .99765 73 Low

Knowledge Assistant 4.0081 .53922 123 Moderate

Assistant 3.8000 .78916 196 Moderate

Manager 3.4851 .88092 195 Low

Assistant 3.4575 .87272 73 Moderate

Assistant 3.9659 .54545 123 Moderate

Assistant 3.7765 .72668 196 Moderate

Total 3.7084 .77334 391 Moderate

(Source: Primary Data)

II. Marketing Management Practices

Objective No.2 To evaluate the Innovative Marketing Management Practices

Hypothesis No.2 There is no significant difference between innovative Marketing

In the present Analysis, the Marketing Management Practices of Public and

1. Quality Management Practices

2. Relationship Marketing Management Practices

3. Green Banking Marketing Management Practices

1. Quality Management Practices

Quality Management Practices is described as the group of activities and programmes

Group Statistics- Quality Management Practices