10 chapter 5

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

Chapter 5
Ph. D. Thesis 93
Table 5.1: Profile of the employee respondents by type of bank
The total number of employee respondents in this research is 661. Of them, 331 (50.01
percent) are employees of public sector banks, and 330 (49.09 percent) are from private sector
banks. Profile of employees according to each background variables has been explained as
follows:
Gender: The respondents are not equally distributed in the category of gender. The
percentage of male and female employees in public sector banks is 80.4 percent and 19.6
percent respectively whereas in private sector banks, it is 67.6 percent and 32.4 percent
respectively. As is clear from Figure 1, the male employees supersede female clients in
number in both the public and private sector banks.
Figure 5.1: Employees’ profile: Gender
Profile of employees
Public Sector
Banks
(N=331)
Private Sector
Banks
(N=330)
Total
(N=661)
Number
percentage
Number
percentage
Number
percentage
Gender Female
Male
65 19.6
266 80.4
107 32.4
223 67.6
172 26.0
489 74.0
Age less than 31yrs.
31-44yrs.
more than 44yrs.
15 4.5
163 49.2
153 46.2
140 42.4
150 45.5
40 12.1
155 23.4
313 47.4
193 29.2
Marital Unmarried
Married
7 2.1
324 97.9
58 17.6
272 82.4
65 9.8
596 90.2
Qualification Graduate
Postgraduate
152 5.9
179 54.1
99 30.0
231 70.0
251 38.0
410 62.0
Income Less than ` 35000 a month
`35000-44000a month
More than `44000a month
46 13.9
159 48.0
126 38.1
190 57.6
88 26.7
52 15.8
236 35.7
247 37.4
178 26.9
Experience More than 20 years
20 years
10 years
159 48.0
141 42.6
31 9.4
34 10.3
45 13.6
251 76.1
193 29.2
186 28.1
282 42.7
Location of
Branch
Delhi
NCR
269 81.3
62 18.7
257 77.9
73 22.1
526 79.6
135 20.4

94 Ph. D. Thesis
Age: The employees of public and private sector banks are divided into three groups
according to their age and these three groups are of less than 31 years of age (Age 1), 31-44
years (Age2) and more than 44 years of age (Age3). Of all the employees, 4.5 percent
employees of public sector banks are in 1st
group, 49.2 percent in 2nd
group and 46.2 percent
in 3rd
group whereas they are 42.4 percent, 45.4 percent and 12.1 percent respectively in
private sector banks. The strength of younger generation (less than 31 years) is only 4.5
percent in public sector banks whereas it is 42.4 percent in private sector banks as shown in
Figure 5.2. It might be because of the fact that for more than the last 10 years, there has been
no recruitment in the public sector banks in India. Even the replacements against the retired
employees in these banks have not been brought in. Private sector banks, on the other hand,
are expanding very fast and have been major source of the employment in the banking
industry during last 15 years.
Figure 5.2: Employees’ profile: Age
Marital Status: According to their marital status, public sector banks have 97.9 percent
married employees and 2.1 percent unmarried employees whereas private sector banks have
82.4 percent married and 17.6 percent unmarried employees. The married employees
outnumber the unmarried ones as shown in Figure 5.3.
Figure 5.3: Employees’ profile: Marital status

Chapter 5
Ph. D. Thesis 95
Educational Qualifications: Of all the sampled employees, 45.9 percent employees of public
sector banks are graduates and 54.1 percent postgraduates whereas in private sector banks,
they are 30 percent and 70 percent respectively as shown in Figure 5.4.
Figure 5.4: Employees’ profile: Qualification
Experience: According to experience, the employees of the banks are divided into three
groups. The employees of first group (E1) have the experience of more than 20 years, second
group employees (E2) have 20 years’ experience and the third group employees (E3) have 10
years’ experience. Figure 5.5 shows that 48.04 percent employees of public sector banks are
in 1st
group, 42.6 percent in 2nd
group and only 9.4 percent in 3rd
group whereas they are 10.3
percent, 13.6 percent and 76.1 percent in private sector banks respectively. As is clear from
the figure, the number of employees is increasing with the increase in experience in the public
sector banks whereas it is decreasing in the private sector banks.
Employees' profile by experience
48.4
10.3
29.2
42.6
13.6
28.1
9.4
76.1
42.7
0.0
20.0
40.0
60.0
80.0
Public Private Total
E1
E2
E3
Figure 5.5: Employees’ profile: Experience
It might be because of the reason that the maximum age of the private banks in India is not
more than 15 years; they do not have the experienced staff. On the other hand, there is no
recruitment in public sector banks for the last 10 years and they have relatively quite senior
staff.

96 Ph. D. Thesis
Income: As per income, the employees are also divided into three groups. First group (I1)
has employees whose income is less than`35000 a month, 2nd
group (I2) earning between
`35000-44000 and 3rd
group (I3) earning more than `44000 a month. The employees of public
sector banks falling into these three groups are 13.9 percent, 48 percent and 38.1percent
respectively whereas those in private sector banks are 57.6 percent, 26.7 percent and 15.8
percent respectively. The scenario is in sharp contrast in both the banks as is clear from Graph
5.6. The number of employees drawing lowest salary in public sector banks is minimum (only
13.9 percent) whereas this number is maximum (57.6 percent) in private sector banks as is
clear from Figure 5.6.
Figure 5.6: Employees’ profile: Income
The reason can be that the number of senior employees in public sector banks is more and
they are drawing more salary than the younger ones whereas the number of younger
employees in private sector banks is more than the other age groups and they are drawing less
salary than the senior ones.
Location of Branch
The survey of the branches in Delhi and NCR revealed that 81.3 percent respondents are from
Delhi banks and 18.7 are from NCR in public sector banks whereas they are 77.9 percent and
21.1 percent in the private sector banks respectively as is clear from Figure 5.7.

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

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

Chapter 5
Ph. D. Thesis 99
Table 5.4: Factors of Work Culture
Factor Names Items Factor Loading
1. Disciplined and
enterprising culture
• Management's initiative in adopting new
technology.
.685
• The enforcement of discipline in the
organization.
.610
• Emphasis on rules and regulations. .553
• The opportunity for taking initiative. .328
2. Affinity with the
organization
• The pride of employees in belonging to the
organization.
.636
• The identification of employees with the
organization.
.574
• The feeling of employees that they are
members of a well functioning team.
.529
• The friction between superiors and
subordinates.
.528
3. Performance Norms • The clarity of rewards’ & punishments’
standards for everyone.
.726
• The supervisors' interest in seeing that the
workers do their work well.
.539
• The faith of management in the integrity of its
employees.
.532
• The sense of responsibility amongst
employees.
.370
4. Relationship with seniors • The scope of discussion of personal problems
with seniors.
.746
• The assistance from seniors to solve the
problems.
.700
5. Meritorious culture • The effect of outstanding performance on
receiving special rewards and recognition.
.674
• The effect of job performance on higher pay. .565
• The opportunity in the job for participating in
setting of goals.
.381
• The effect of outstanding job performance on
receiving a promotion.
.321
6. Empathy • The consideration of seniors to subordinates’
feelings or situation.
.675
• The opportunity of conveying one's ideas to
his/her seniors.
.578
7. Risk taking • The chances of taking risk by the
organization.
.730
• Rotation of the responsibilities of employees
by management.
.593
8. Innovative and
participative culture
• The opportunity for independent thought and
action in the job.
.661
• The opportunity of participating in the
decision making process.
.545
• The encouragement from the seniors to be
innovative.
.380
9. Empowerment • The delegation of responsibility to junior
managers to make decision within their
jurisdiction.
.545
• Chances of getting support from the seniors,
when one commits a mistake.
.663

100 Ph. D. Thesis
Factor 1 - Disciplined and enterprising culture: Disciplined and enterprising culture is the
name given to the first dimension of work culture identified through factor analysis. The items
included in this are: management's initiative in adopting new technology, the enforcement of
discipline in the organization, emphasis on rules and regulations and the opportunity for
taking initiative. Robbins [193] recognized the impact of organizational rules and policies on
job satisfaction.
Factor 2 - Affinity with the organization: It emerged out as the second factor and has four
items in it: the pride of employees in belonging to the organization, the identification of
employees with the organization, the feeling of employees that they are members of a well
functioning team and the friction between superiors and subordinates. Organizational
identification is ‘‘the perception of oneness with or belongingness to an organization, where
the individual defines himself or herself in terms of the organization(s) of which he or she is a
member.’’ [258]. Pratt [259] states that identification with the organization can satisfy the
individual’s holistic need, since organizations provide meaning and help the individual to find
a sense in his or her life.
Factor 3 - Performance Norms: This term is given to third factor, which includes; the clarity
of rewards’ & punishments’ standards for everyone, the supervisors' interest in seeing that the
workers do their work well, the faith of management in the integrity of its employees and the
sense of responsibility amongst employees. Robbins [193] states that factors affecting job
satisfaction include “meeting performance standards, living with working conditions". A few
other authors concur that customer’s assessments of continuously provided services may
depend solely on performance, thereby suggesting that performance-based measures explain
more of the variance in an overall measure of service satisfaction [260].
Factor 4 - Relationship with seniors: This factor includes the scope of discussion of
personal problems with the seniors and the assistance from seniors to solve the problems. The
number one reason people quit their jobs, according to a study, is their dissatisfaction with
their supervisors [261]. Brief and Guzzo [209] investigated the relationship between
organization culture and total organizational change in organizations. They found that these
organizations were more successful because they were more effective in managing three
aspects of the organizational environment: the nature of interpersonal relationships, the nature
of the hierarchy and the focus on support and rewards.

Chapter 5
Ph. D. Thesis 101
Factor 5 - Meritorious culture: The effect of outstanding performance on receiving special
rewards and recognition, the effect of job performance on higher pay, the opportunity in the
job for participating in setting of goals and the effect of outstanding job performance on
receiving a promotion emerged out as an important factor of work culture. Meritorious
culture in the banks make the employees feel attached with the organization and help in
motivating them. According to Armstrong [262], in the successful companies workers
received more money if they met certain production quotas. Genuine behavior-based rewards
and recognition are likely to enhance self-esteem, self-efficacy, personal control and
optimism—and in some cases, belongingness [263]. A substantial body of evidence has
focused on the impact of incentive compensation and performance management systems on
firm performance. In addition, protecting employees from arbitrary treatment, perhaps via a
formal grievance procedure, may also motivate them to work harder because they expect their
effort to be fairly rewarded [264].
Factor 6 - Empathy: Empathetic culture in the organization refers to the consideration of
seniors to subordinates’ feelings and the opportunity of conveying one's ideas to his/her
seniors or situation. Armstrong [262] believes that finding ways to recognize employees is a
key part of establishing a strong work culture. “It all goes back to the golden rule—‘Do unto
others as you would do to you. Treat your employees with respect and courtesy, and
communicate with them about what’s going on,” says Armstrong. Before stating their
viewpoint or opinion, they communicate respect for the speaker's words and emotions, and
ask relevant questions. Covey also [265] states, "They seek first to understand before being
understood." Empathic leaders understand their followers and, thereby, know what
consequences interest them and which can be used to improve their work performance [265].
Factor 7 - Risk taking: The chances of taking risk by the organization and rotation of
responsibilities of employees by management are grouped as Risk taking factor. Jobs that
have too little challenge create boredom, but too much challenge creates frustration and a
feeling of failure. Under conditions of moderate challenge, most employees will experience
efficiency and satisfaction [266]. Rotating managers to different jobs is likely to reduce the
tendency of complacency and also has the added benefit of task variety, which has been seen
to relate positively to job satisfaction [267]. According to Neumann [267], the work culture
can be improved in a number of ways by, for example: ensuring that jobs which pose a risk
and which cannot be completely eliminated are rotated so that no individual spends long on

102 Ph. D. Thesis
that task and ensuring that all employees have sufficient variety of tasks to enable them to use
different skills to make their job more satisfying. Employees tend to prefer jobs that give them
opportunities to use their skills and abilities and offer a variety of tasks, freedom and feedback
on how well they are doing.
Factor 8 - Innovative and participative culture: The opportunity for independent thought
and action in the job, the opportunity of participating in the decision making process and the
encouragement from the seniors to be innovative make the work culture of any organization
Innovative and participative. Gunnarson and NilesJolly[209] were of the opinion that an
organizational environment that promoted innovation enhanced organizational performance
and success. Odom, Boxx and Dunn [268] emphasized on the Innovative and participative
culture by pointing that the bureaucratic culture was not conducive to encouraging positive
employee behavior. Participative culture emphasizes on the contribution of organizational
members in decision making and creates the feeling of responsibility, ownership and more
commitment to the organization. Ahghar has cited Toosi who has pointed out that
Participative culture emphasizes on human dignity in workplace, creates ownership feeling,
empowers a disabled person, breaks silence culture and finally links human mind and heart to
his/her tongue[269]. These days, this issue is well understood that being a pioneer in major
changes without participation and cooperation will not lead to success in any organizational
level. Therefore, it needs paramount trainings to found participation principles among
manpower [270]. Kravetz [217] amplified Kanter's earlier findings by showing that
management practices fostering participation, autonomy, and creativity were closely
correlated with objective indicators of organizational performance.
Factor 9 - Empowerment: One of the most important factors responsible for work culture is
the delegation of responsibility to junior managers to make decision within their jurisdiction
with the support from the seniors. Authentic involvement (empowerment) is self-directed and
occurs when employees in the organizations are "treated like a mature, adult human being; as
an equal, not subordinate, able to use their innate intelligence and skills daily, even hourly;
able to achieve; given responsibility; and recognized for doing a good job[271]. According to
Geller [263] when people feel empowered, they also feel ownership for the process and go
beyond the call of duty to make the process work. They become self-accountable. Effective
organizations empower their employees, use teamwork, and continuously develop the
capacity of their employees [272].

Chapter 5
Ph. D. Thesis 103
5.3.2 Identification of factors of Employee Satisfaction in Banks
On the basis of literature and the pre-testing of the questionnaire, total 29 items were chosen
to capture the satisfaction level of employees working in the banks in Delhi and NCR. These
items were made statements in the questionnaire. The respondents were asked to rate these
factors on a 5 point Likert scale ranging from 1 to 5, 1 being strongly disagree, 2 disagree, 3
neither agree nor disagree, 4 agree and 5 being strongly agree. Table 5.5 enlists all the 29
items that were translated into statements in the questionnaire and were used for factor
analysis.
Table 5.5: Items of Employee Satisfaction chosen for the study
Items
1 Modern equipments
2 Nicely dressed employees
3 Convenient location of branches
4 Sufficient parking space
5 Convenient timings
6 Physical facilities in the bank
7 General ambience and comfort level of the bank
8 Performance of machines
9 Facility and ambience of safe deposit vault/lockers
10 The interest rate offered by the bank on various deposits
11 The charges taken by the bank on various services (locker rent, payment of utility bills etc)
12 Bank's various useful and convincing deposit schemes
13 Bank's remittance/funds transfer system
14 Bank's record maintaining procedure
15 The behavior of the employees
16 The required knowledge, skill and abilities of the bank employees
17 Bank’s handling its customers' service problems efficiently
18 Bank’s keeping its customers' best interest at heart.
19 Bank employees’ willingness to help among themselves
20 The management’s concern about employees’ problems
21 Promotion policy of the bank
22 Recognition to innovative suggestions/ideas
23 Judicious and fair delegation of power
24 Reward and punishment policy
25 Training and enhancement of knowledge
26 Entertainment and recreation
27 Feedback from employees/clients
28 Implementation of good suggestions given by the clients/employees
29 Safe future in the bank

104 Ph. D. Thesis
Cronbach alpha was calculated to measure the internal consistency and reliability of the
instrument. The cronbach alpha came as 0.780 as shown in table 5.6, thus the instrument was
considered reliable for the study.
Table 5.6: Cronbach Alpha
Reliability Statistics
Cronbach's Alpha No. of Items
0.780 29
Factor analysis was done to extract and club the factors responsible for employee satisfaction.
The factors extracted for further study are shown in Table 5.7. These 9 factors that were
ultimately extracted have been referred to as dimensions of employee satisfaction. Table 5.7 is
followed by the explanation of all these nine dimensions.
Table 5.7: Factors of Employee Satisfaction
Factor Names Items Factor
Loading
1. Participative
environment
• The bank implements the good suggestions given by clients
and employees.
.740
• The bank takes regular feedback from the clients and
employees in order to improve its service.
.588
• Bank takes good care of your training for enhancement of
your knowledge.
.575
• Management gives due recognition to your innovative
suggestions/ideas.
.458
• The bank handles its customers' service problems efficiently. .375
2. Hygiene Factors • The bank has modern looking equipments. .701
• The bank's employees are nicely dressed. .609
• The physical facilities in the bank (waiting lounge, drinking
water, washrooms etc.) are good.
.545
• Management takes care of your entertainment and
recreation.
.477
3. Fair and
Empathetic
Management
• The reward and punishment policy is fair. .673
• The delegation of power is judicious and fair. .615
• The management is concerned about your problems. .585
• The management keeps its employees' best interest at heart. .440
• You are satisfied with the knowledge, skill and abilities of
your seniors, peers and juniors.
.382
4. Smooth
operations
• The bank's remittance/funds transfer system is efficient. .612
• The charges taken by the bank on various services (locker
rent, payment of utility bills etc) are reasonable.
.573
• The performance of machines in the bank (computers,
printers, counting machines etc.) is good.
.522
• The general ambience and comfort level of the bank is
appealing.
.451
5. Considerate
environment
• The bank's various deposit schemes are useful and
convincing.
.638
• Bank employees are always willing to help each other. .591

Chapter 5
Ph. D. Thesis 105
Factor 1- Participative environment: Participative environment is the name given to the
first dimension of employee satisfaction identified through factor analysis. The items included
in this are: taking regular feedback from the clients and employees in order to improve its
service, implementing the good suggestions given by the employees, taking good care of
employees’ training for enhancement of knowledge, management giving due recognition to
employees’/clients’ innovative suggestions/ideas and the bank’s handling its customers'
service problems efficiently. Employee participation systems [273] and team-based
production systems [274] have been argued to positively affect employee satisfaction.
Increased employee participation and involvement in decision making processes lead to an
increase in the level of their commitment towards their organization. It has been investigated
that group level task interdependence increases the feeling of belongingness and coordination
among employees and hence increases the degree of job satisfaction [275]
Factor 2 - Hygiene factors: It emerged out as the second factor and has four items in it i.e.
modern looking equipments in the bank, appearance of bank’s staff, the physical facilities in
the bank (waiting lounge, drinking water, washrooms etc.) and management’s taking care of
employees’ entertainment and recreation. All the items coming under this factor deal with
Hygiene factors in the bank.
Technological innovation in the work process has evidently brought about higher level of
service quality and volume of production [276] [277] [278]. Zohir [279] stated that canteen
facilities, transport facilities and other Hygiene Factors also have the positive role in
employee satisfaction.
Factor 3 - Fair and empathetic management: This term is given to the third factor, which
includes; the reward and punishment policy, judicious and fair delegation of power,
6. Efficient
environment
• The interest rate offered by the bank on various deposits is
quite good.
.723
• You are satisfied with the bank's record maintaining
procedure.
.547
• The behavior of your seniors creates confidence in you. .415
7. Accessibility • Sufficient parking space available. .716
• The location of branches of the bank is convenient. .593
8. Feel Good Factor • The bank has convenient working hours. .652
• Your future is safe in the bank. .463
9. Trust • You are satisfied with the promotion policy of your bank. .661
• The facility and ambience of safe deposit vault/lockers is
good.
.591

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

Chapter 5
Ph. D. Thesis 107
handicapped in the absence of these facilities. Burke [288] found that employees reporting
greater job satisfaction also rated the quality of the firm’s products and services more highly.
Factor 5 - Considerate environment: The bank's various useful and convincing deposit
schemes and employees’ willingness to help each other have been all clubbed under
Considerate environment which emerged out as an important factor of employees satisfaction.
Considerate environment in the bank makes the employees feel attached to the organization
and helps in motivating them. Supportive working conditions and supportive colleagues have
been identified as conducive to job satisfaction by Locke [177]. According to him, having
supportive and friendly co-workers leads to increased job satisfaction. When an organization
cares for its employees, it definitely gets their support as reward. Organizational investment in
employee’s well being results in the higher satisfaction in employees. Taylor [173] suggested
that job satisfaction is directly related to company’s investment in employee’s well being.
Factor 6 - Efficient environment: Efficient environment refers to an employee’s perception
of how much the bank adopts the efficient schemes and how it maintains the various records
in the bank. An efficient system in the bank will certainly motivate its employees to be
efficient in their day to day work in the bank. Employees derive professional efficiency as
well as personal comfort from their work environment. They get more out of their work than
merely money or tangible achievements. For most employees, work also satisfies their need
for social interaction. Not surprisingly, therefore, having friendly and supportive co-workers
leads to increased job satisfaction [289].
Factor 7 - Accessibility: Sufficient parking space and the convenient location of the bank and
their branches have been grouped as Accessibility factor. When the location of branches of a
particular bank are not convenient and the sufficient parking space is not available especially
in Delhi and NCR region, it becomes a major issue and creates stress in the mind of the
employees which reduces their satisfaction in the bank. Cronin and Taylor [86] also argue that
non-quality elements like convenience and accessibility may modify the level of satisfaction.
Factor 8 - Feel Good Factor: Convenient working hours and the safety of their future make
the employees feel good in the organization. Sinha [290] studied the job satisfaction prevalent
in Indian offices, and analyzed the causative impacts on satisfaction and dissatisfaction.
Interesting work, social status, and boss were found as crucial factors contributing to

108 Ph. D. Thesis
satisfaction whereas inadequate salary and lack of security were regarded as important factors
causing dissatisfaction.
Factor 9 - Trust: One of the important factors responsible for employee satisfaction in banks
is the promotion policy and employees’ and clients’ Trust in that particular bank. Lack of faith
of the employees in the management and lack of Trust in the hearts of clients make the
employees shaky which make them dissatisfied workers. Employees want a fair unambiguous
pay system and promotion policies. Satisfaction is not linked to the absolute amount one is
paid; rather, it is the perception of fairness. Similarly, employees seek fair promotion policies
and practices. Promotion provides opportunities for personal growth, more responsibilities
and increased social status. Individuals who perceive that promotion decisions are made in a
fair and just manner are likely to experience satisfaction from their jobs [291].
Fair promotional policies in any organization become the foundation of their growth. When an
employee gets fair promotion, which is generally based on his true assessment, he gets a type
of recognition, and hence, increases his job-satisfaction. Kalleberg and Mastekaasa [292]
found that promotions increase employee’s perceptions of the quality of their job and thereby
enhance both their satisfaction and commitment. From the consumers’ point of view, banking
was not commoditized and was more to do with Trust and tradition rather than speed of
service and convenience [293].
5.4 SECTION 3
5.4.1: Comparison of dimensions of Work Culture between two groups of various
background variables using t-test
The t-test shows the difference between two groups and in this study, comparison has been
done between private and public sector banks, male and female respondents, graduate and
postgraduate respondents, married and unmarried respondents and respondents of Delhi and
NCR region in all the selected banks and then in private and public sector banks separately.
The interpretation and discussion pertaining to comparison of various groups are given
below one by one.

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

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

Chapter 5
Ph. D. Thesis 111
Table 5.9: Comparison of dimensions of Work Culture between Male and Female employees
Dimensions of Work Culture
Female
(N=172)
Male
(N=489) t-value
Mean S.D Mean S.D
Disciplined and enterprising culture 3.29 0.59 3.21 0.58 1.59NS
Affinity with the organization 3.26 0.48 3.26 0.48 0.88NS
Relationship with seniors 2.53 0.80 2.59 0.84 0.76
Empathy 2.88 0.71 2.85 0.70 0.34
Risk taking 2.53 0.74 2.49 0.77 0.64
Innovative and participative culture 3.10 0.58 2.95 0.60 2.91**
Empowerment 2.85 0.61 2.83 0.55 0.40
5.4.1.3 Comparison of dimensions of Work Culture between Female and Male employees
in Public Sector Banks
There is no significant difference in the mean values of any dimension of work culture as
perceived by female and male employees of public sector banks. It is clear from Table 5.10
that both the groups are Disciplined and enterprising (M=3.15 and 3.05), have Affinity with
the Organization (M=3.22 and 3.21) and are Meritorious culture oriented (M=3.32 and 3.20).
But at the same time, these groups are lacking in Performance norms (M=2.91 and 2.84),
Relationship with seniors (M=2.55 and 2.55), Empathy (M=2.91 and 2.79), Risk taking
(M=2.50 and 2.39) and Empowerment (M=2.91 and 2.77). Female employees are
Innovative and participative (M=3.04) but male employees are lacking in this dimension
(M= 2.90).
Table 5.10: Comparison of dimensions of Work Culture between Female and Male employees in
Public Sector Banks
Female
(N=65)
Male
(N=266) t-value
Mean S.D Mean S.D
Relationship with seniors 2.55 0.75 2.55 0.80 0.01 NS
Meritorious culture 3.32 0.52 3.20 0.45 1.93NS
Empathy 2.91 0.67 2.79 0.65 1.28NS
Risk taking 2.50 0.67 2.39 0.74 1.09NS
Innovative and participative culture 3.04 0.54 2.90 0.58 1.76 NS
Empowerment 2.91 0.60 2.77 0.52 1.83 NS
NS= not significant

112 Ph. D. Thesis
5.4.1.4 Comparison of dimensions of Work Culture between Female and Male employees
in Private Sector Banks
No significant difference has been found in the mean values of any dimension of workculture
as perceived by female and male employees of private sector banks. It is clear from Table
5.11 that both the groups are Disciplined and enterprising (M=3.38 and 3.40), have Affinity
with the organization(M=3.35 and 3.32) are Meritorious culture oriented (M=3.49 and 3.39)
and are Innovative and participative (M=3.14 and 3.00) But at the same time, these groups
are lacking in Performance norms (M=2.91 and 2.95), Relationship with seniors (M=2.52 and
2.63), Empathy (M=2.86 and 2.93) Risk taking (M=2.56 and 2.61) and Empowerment
(M=2.81 and 2.89).
Table 5.11: Comparison of dimensions of Work Culture between Female and Male employees in
Private Sector Banks
Female
(N=107)
Male
(N=223) t-value
Mean S.D Mean S.D
Performance norms 2.91 0.59 2.95 0.66 0.58 NS
Meritorious culture 3.49 0.52 3.39 0.51 1.63 NS
Empathy 2.86 0.73 2.93 0.73 0.86NS
Risk taking 2.56 0.78 2.61 0.79 0.61NS
Innovative and participative 3.14 0.60 3.00 0.62 1.87NS
Empowerment 2.81 0.62 2.89 0.57 1.18NS
NS= not significant
5.4.1.5 Comparison of dimensions of Work Culture between Graduate and Postgraduate
employees
perceived by graduate and postgraduate employees of the banks. It appears that the level of
education does not make any difference in the perception of the employees towards the work
culture. But it is clear from Table 5.12 that both the groups are Disciplined and enterprising
(M=3.21 and 3.25), have Affinity with the organization (M=3.25 and 3.28) and are inclined
towards Meritorious culture (M=3.29 and 3.34). At the same time, both the groups lack in
Performance Norms (M=2.90 and 2.89), Relationship with seniors (M=2.57 and 2.58),
Empathy (M=2.86 and 2.86), Risk taking (M=2.47 and 2.52) and Empowerment (M=2.81 and
2.85). Postgraduate employees are Innovative and participative (M=3.01) whereas the
graduate ones are lacking in this dimension (M=2.94).

Chapter 5
Ph. D. Thesis 113
Table 5.12: Comparison of dimensions of Work Culture between Graduate and Postgraduate employees
Graduates
(N=251)
Postgraduates
(N=410) t-value
Mean S.D Mean S.D
Disciplined and enterprising culture 3.21 0.59 3.25 0.58 0.91 NS
Empathy 2.86 0.69 2.86 0.70 0.15NS
Risk taking 2.47 0.78 2.52 0.75 0.77NS
Innovative and participative 2.94 0.59 3.01 0.60 1.50 NS
Empowerment 2.81 0.55 2.85 0.57 0.81 NS
NS= not significant
employees in Public Sector Banks
perceived by graduate and postgraduate employees of public sector banks. In public sector
banks, it appears that the level of education, graduate or postgraduate, does not make any
significant difference in the perception of the employees towards the work culture. It is clear
from Table 5.13, that both the groups of public sector banks are Disciplined and enterprising
(M=3.04 and 3.10), have Affinity with the organization (M=3.20 and 3.22) and are inclined
towards Meritorious culture (M=3.20 and 3.25). But at the same time, these groups are
lacking in Performance norms (M=2.88 and 2.83), Relationship with seniors (M=2.56 and
2.55), Empathy (M=2.84 and 2.80), Risk taking (M=2.40 and 2.42), Innovative and
participative culture (M=2.93 and 2.93) and Empowerment (M=2.81 and 2.79).
Graduate
(N=152)
Postgraduate
(N=179) t-value
Mean S.D Mean S.D
Disciplined and enterprising culture 3.04 0.50 3.10 0.52 1.20 NS
Empathy 2.84 0.66 2.80 0.66 0.63NS
Risk taking 2.40 0.70 2.42 0.75 0.18NS
Innovative and participative 2.93 0.58 2.93 0.57 0.01NS
Empowerment 2.81 0.54 2.79 0.54 0.42NS
NS= not significant

114 Ph. D. Thesis
employees in Private Sector Banks
Similar to the public sector banks, there is no significant difference in the mean values of any
dimension of work culture as perceived by graduate and postgraduate employees of private
sector banks also. Table 5.14 shows the employees of both the groups are Disciplined and
enterprising (M=3.47 and 3.36), have Affinity with the organization (M=3.32 and 3.33) and
are Meritorious culture oriented (M=3.45 and 3.41). But at the same time, employees of these
groups are lacking in Performance Norms (M=2.93 and 2.94), Relationship with seniors
(M=2.58 and 2.61), Empathy (M=2.90 and 2.90), Risk taking (M=2.58 and 2.60) and
Empowerment (M=2.80 and 2.89). Postgraduate employees are Innovative and participative
(M=3.08) whereas graduate employees are lacking in this dimension (M=2.96).
Graduates
(N=99)
Postgraduates
(N=231)
t-valueMean S.D Mean S.D
Performance norms 2.93 0.69 2.94 0.62 0.08 NS
Empathy 2.90 0.73 2.90 0.73 0.01NS
Risk taking 2.58 0.89 2.60 0.74 0.20 NS
Innovative and participative culture 2.96 0.61 3.08 0.62 1.59NS
Empowerment 2.80 0.56 2.89 0.60 1.23NS
NS= not significant
5.4.1.8 Comparison of dimensions of Work Culture between Married and Unmarried
employees
The t-test shown in Table 5.15 gives the comparison of dimensions of work culture between
married and unmarried employee respondents. There is a significant difference in the mean
values of six out of nine dimensions of Work Culture between married and unmarried
employees. Disciplined and enterprising culture is a factor where there is a significant
difference between unmarried and married employee respondents (t=4.86, p ≤ .01). Both
married and unmarried employees are Disciplined and enterprising but the mean is higher in
unmarried respondents (Mean=3.56) as compared to married respondents (Mean=3.20) which
means that the unmarried employees are more Disciplined and enterprising than the married
employees. There is a significant difference in the mean values (t=2.54, p ≤ .01) in Affinity

Chapter 5
Ph. D. Thesis 115
with the organization between unmarried and married employees. The mean is higher in
unmarried employees (Mean=3.42) as compared to married ones (Mean=3.25). Also there is
a significant difference in Performance norms between unmarried and married employees
(t=4.23 p ≤ .01). The mean is higher in unmarried employees (Mean= 3.19) as compared to
married employees (Mean= 2.86) implying that the unmarried employees exhibit Performance
norms whereas the married ones lack in these dimensions.
Significant difference in Relationship with seniors (t=2.33, p ≤ .05) between unmarried and
married employees is also seen. Both female and male respondents show unsatisfactory
perception regarding Relationship with seniors but the situation is better in unmarried
employees (Mean= 2.80) than in married employees (Mean=2.55).
Though the employees of both the groups are Meritorious culture oriented but this orientation
is perceived to be higher in unmarried employees (M= 3.62) as compared to married
employees (M= 3.29). The difference is significant at t=5.21, p ≤ .01. Also there is a
significant difference in Innovative and participative culture between unmarried and married
employees (t=2.08, p ≤ .05). The mean is higher in unmarried ones (M= 3.13) as compared to
married employees (M= 2.97) which means that unmarried employees are Innovative and
participative whereas married respondents lack in this dimension.
There is no significant difference in other three dimensions but Table 5.15 shows that both the
groups lack in Empathy (M=2.97 and M=2.85), Risk taking (M=2.65 and M=2.49) and
Empowerment (M=2.92 and M=2.82)
Table 5.15: Comparison of dimensions of Work Culture between Married and Unmarried employees
Unmarried
(N=65)
Married
(N=596) t-value
Mean S.D Mean S.D
Disciplined and enterprising culture 3.56 0.58 3.20 0.57 4.86**
Affinity with the organization 3.42 0.55 3.25 0.48 2.54**
Performance norms 3.19 0.57 2.86 0.60 4.23**
Relationship with seniors 2.80 0.85 2.55 0.81 2.33*
Empathy 2.97 0.70 2.85 0.69 1.06 NS
Risk taking 2.65 0.80 2.49 0.75 1.60 NS
Innovative and participative culture 3.13 0.70 2.97 0.58 2.08*
Empowerment 2.92 0.63 2.82 0.56 1.39 NS
*significant at .05 level **significant at .01 level NS= not significant

116 Ph. D. Thesis
5.4.1.9 Comparison of dimensions of Work Culture between respondents of banks in
Delhi and NCR
No significant difference is found in the mean values of any dimension of work culture
between Delhi and NCR, implying that work culture of the banks does not vary in any of the
dimensions with change in the region as shown in Table 5.16. It is clear from Table 5.16 that
employees of banks in both Delhi and NCR are Disciplined and enterprising (Mean=3.22 and
3.30). They have Affinity with the organization (Mean=3.26 and 3.30) and are inclined
towards Meritorious culture (Mean=3.31 and 3.40). But at the same time, the same employees
of both the regions lack in Performance norms (Mean=2.89 and 2.97), Relationship with
seniors (Mean=2.60 and 2.49), Empathy (Mean=2.85 and 2.89), Risk taking (Mean=2.49 and
2.56), and Empowerment (Mean=2.83 and 2.84). Employees of NCR are Innovative and
participative (Mean=3.05) and the employees of Delhi are lacking in this dimension
(Mean=2.97).
Table 5.16: Comparison of dimensions of Work Culture between respondents of banks in Delhi and NCR
Delhi
(N= 526)
NCR
(N=135) t-value
Mean S.D Mean S.D
Affinity with the organization 3.26 0.48 3.30 0.51 0.71 NS
Meritorious culture 3.31 0.51 3.40 0.48 0.96 NS
Empathy 2.85 0.70 2.89 0.67 0.62NS
Risk taking 2.49 0.76 2.56 0.76 0.90NS
Empowerment 2.83 0.58 2.84 0.51 0.30 NS
NS= not significant
Delhi and NCR in Public Sector Banks
Significant difference has been found in the mean values of only two dimensions of work
culture between Delhi and NCR in public sector banks. Table 5.17 is showing a significant
difference in the mean values (t=2.04, p ≤ .05) in Performance norms between respondents of
Delhi and NCR. The mean is higher in NCR (M=2.98) as compared to Delhi respondents
(M=2.82) implying that the employees of both the regions are lacking in Performance norms
but the employees of Delhi banks show lower Performance Norms than the employees of
banks in NCR. Also there is a significant difference in Relationship with seniors (t=2.03 p ≤

Chapter 5
Ph. D. Thesis 117
.05). Both the groups are lacking in this dimension but the mean is higher in Delhi banks (M=
2.59) as compared to NCR (M= 2.37).
No significant difference has been found in the mean value of other dimensions of work
culture between Delhi and NCR implying that work culture of employees of both the groups
does not vary with region in these dimensions as shown in Table 5.17. It is clear from the
table that employees of both the groups are Disciplined and enterprising (M=3.08 and 3.04),
have Affinity with the organization (M=3.23 and 3.15) and are inclined towards Meritorious
culture (M=3.22 and 3.26). But at the same time the employees, irrespective of the region
they are working in, are lacking in Empathy (M=2.80 and 2.87), Risk taking (M=2.41 and
2.44), Innovative and participative culture (M=2.92 and 2.97) and Empowerment (M=2.81
and 2.77).
Delhi
(N=269)
NCR
(N=62) t-value
Mean S.D Mean S.D
Affinity with the organization 3.23 0.46 3.15 0.45 1.19 NS
Performance norms 2.82 0.56 2.98 0.56 2.04*
Relationship with seniors 2.59 0.77 2.37 0.83 2.03*
Empathy 2.80 0.64 2.87 0.72 0.75NS
Risk taking 2.41 0.72 2.44 0.75 0.28NS
Empowerment 2.81 0.53 2.77 0.55 0.54NS
*significant at .05 level NS= not significant
Delhi and NCR in Private Sector Banks
perceived by employees of private sector banks of both Delhi and NCR. It might be because
of the fact that the infrastructure, technology, deployment of staff and product classification
etc. are almost the same in Delhi and NCR as far as private sector banks are concerned.
But it is clear from Table 5.18 that both the groups are Disciplined and enterprising (M=3.36
and 3.51), have Affinity with the organization (M=3.30 and 3.42), are inclined towards
Meritorious culture (M=3.42 and 3.45) and are Innovative and participative (M=3.03 and
3.11). At the same time, both the groups are lacking in Performance norms (M=2.94 and

118 Ph. D. Thesis
2.95), Relationship with seniors (M=2.60 and 2.60), Empathy (M=2.90 and 2.91), Risk
taking (M=2.58 and 2.66) and Empowerment (M=2.85 and 2.91).
Delhi
(N=257)
NCR
(N=73) t-value
Mean S.D Mean S.D
Relationship with seniors 2.60 0.86 2.60 0.84 .03 NS
Empathy 2.90 0.75 2.91 0.63 0.09NS
Risk taking 2.58 0.79 2.66 0.75 0.78NS
Innovative and participative culture 3.03 0.63 3.11 0.58 1.08 NS
Empowerment 2.85 0.62 2.91 0.47 0.78NS
NS= not significant
5.4.2 Comparison of dimensions of Work Culture across various Experience, Age and
Income groups (ANOVA)
A few characteristics of the respondents had more than two categories/options. For this, one
way analysis of variance was applied along with Post hoc test (Duncan’s Mean Test) in order
to compare the dimensions of work culture across the various groups of respondents for all the
banks and also for public sector banks and private sector banks separately. The personal
characteristics included experience, age and income of all the respondents.
5.4.2.1 Comparison of dimensions of Work Culture across three Experience groups
The three experience groups have been shown in Table 5.19 as Experience1 (E1), Experience
2 (E2) and Experience 3 (E3). Respondents/employees in E1 are those who have the
experience of more than 20 years, E2 is that group which has 20 years experience whereas E3
has 10 years’ experience to their credit.
Significant difference has been found in the mean values of eight out of nine dimensions of
work culture in banks as perceived by employee respondents across the various experience
groups. It can be seen that F value is highest in case of Disciplined and enterprising culture
(f=36.11,p<0.1) followed by Meritorious culture (f=21.71p<.01), Innovative and Participative
(f=11.26 p<0.1), Risk taking (f=6.74 p<0.1), Empathy (f=5.26 p<0.1), Performance Norms
(f=5.18 p<0.1), Affinity with the organization(f=4.59 p<0.1) and Relationship with seniors

Chapter 5
Ph. D. Thesis 119
(f=3.81 p<0.5). All the factors except Empathy (as shown in Table 5.19) are exhibited better
by the E3 group and Empathy is exhibited better by E2 group.
Table 5.19: Comparisons of dimensions of Work Culture across three Experience groups
(E1= more than 20 yrs., E2=20 yrs, E3 =10 yrs.) - Duncan’s Mean Test
Dimensions of
Work Culture
E1
(N=193)
E2
(N=186)
E3
(N=282)
E1
v/s
E2
E1
v/s
E3
E2
v/s
E3
F-value
Mean S.D Mean S.D Mean S.D
Disciplined and enterprising
culture 3.02 0.50 3.13 0.53 3.44 0.61 - * * 36.11**
Affinity with the organization 3.22 0.45 3.22 0.47 3.34 0.52 - * * 4.59**
Performance Norms 2.79 0.66 2.88 0.53 2.97 0.60 - * - 5.18**
Relationship with seniors 2.50 0.81 2.50 0.78 2.68 0.84 - * * 3.81*
Meritorious culture 3.20 0.50 3.23 0.45 3.46 0.50 - * * 21.71**
Empathy 2.73 0.65 2.93 0.66 2.90 0.73 * * 5.26**
Risk taking 2.41 0.75 2.41 0.71 2.63 0.78 - * * 6.74**
Innovative and Participative 2.87 0.59 2.92 0.57 3.11 0.60 - * * 11.26**
Empowerment 2.77 0.52 2.82 0.58 2.88 0.58 - - - 2.08NS
There is no significant difference across three experience groups as far as Empowerment is
concerned. Table 5.19 shows all the values of mean and standard deviation of the dimensions
of work culture across the three experience groups. It is interesting to note that the mean in
seven out of eight factors is highest in E3 indicating that E3 employees who have 10 years’
experience are more Disciplined and enterprising (Mean=3.44) , and have more Affinity with
the organization (Mean=3.34) than the other Experience group. The same group is more
Meritorious culture oriented also (Mean=3.46) and more Innovative and participative than the
other E groups.
All the three groups have been shown lacking in Performance Norms, Relationship with
seniors, Empathy and Risk taking as the mean value is less than three in all the groups but
the mean of E3 is highest in all the groups. In Empathy, the mean is highest in E2 implying
that the employees having 20 years’ experience are better than the other E groups.
There is a significant difference between E1 and E3, and E2 and E3 as far as Disciplined and
enterprising culture, Affinity with the organization, Relationship with seniors, Meritorious
culture, Risk taking and Innovative and participative culture are concerned. It can be seen that
mean is higher in E3 implying that E3 group which has 10 years’ experience are more
Disciplined, more Meritorious and more Innovative and participative than E2 and E1. All the
groups are low in Risk taking and Relationship with seniors. But the mean value is higher in
E3 than E1 and E2. There is significant difference between E1 and E2, and E1 and E3 as far

120 Ph. D. Thesis
as Empathy is concerned. It is clear from Table 5.19 that the mean is less than three in all the
groups implying that all the groups are lacking in Empathy but the mean is higher in E2 than
E1 and E3.
5.4.2.2 Comparisons of dimensions of Work Culture across three Experience groups in
Public Sector Banks
Significant difference has been found in the mean values of three out of nine dimensions of
work culture in public sector banks as perceived by employee respondents across the various
experience groups. Affinity with the Organization, Meritorious culture and Empathy have
shown significant differences at .05 level in mean and standard deviation values, with F
values of 3.83, 3.64 and 3.81 respectively. There is no significant difference among three
experience groups as far as other factors are concerned.
It is interesting to note that the mean is highest in E1as far as Affinity with the Organization is
concerned indicating that E1 employees who have experience of more than 20 years have
Affinity with the organization in comparison with the other experience groups. In contrast
with Affinity with the organization, the mean value is highest in E3 employees among all the
three groups as far as Meritorious culture is concerned indicating that the E3 employees
having experience of 10 years are more inclined towards Meritorious culture (M=3.44) than
the other two groups. None of the groups is Empathetic but E2 employees, who have 20 years
experience have a mean score of (M= 2.93), are quite close to empathetic culture in the banks.
There is a significant difference between E1 and E3, and E2 and E3 as far as Affinity with the
Organization and Meritorious culture are concerned. It can be seen from Table 5.20 that out
of E1 and E3, mean is higher in E1 (M=3.25) than E3 (M=3.00) implying that E1 employees
(more than 20 years’ experience) have more bonding than E3 group. Out of E2 and E3, mean
is higher in E2 (M=3.22) than E3 (M=3.00) indicating that E2 employees have more Affinity
with the organization as compared to E3. The score of Meritorious culture is highest in E3
(M=3.44) indicating that least experienced employees are more Meritorious culture oriented
than E1 (M=3.21) and E2 (M=3.19). There is significant difference between E1 and E2 as far
as Empathy is concerned. Both the groups of the public sector banks are lacking in Empathy
but the mean value is higher in E2 ((M=2.93) than E1 (M=2.75).

Chapter 5
Ph. D. Thesis 121
Table 5.20: Comparisons of dimensions of Work Culture among three Experience groups in Public Sector
Banks
(E1= more than 20 yrs, E2=20 yrs, E3 =10 yrs) - Duncan’s Mean Test
Dimensions of
Work Culture
E1
(N=159)
E2
(N=141)
E3
(N=31)
E1
v/s
E2
E1
v/s
E3
E2
v/s
E3
F-value
Disciplined and
3.02 0.50 3.12 0.48 3.12 0.63 - - - 1.43NS
Affinity with the
organization
3.25 0.44 3.22 0.47 3.00 0.44 - * * 3.83*
Performance Norms 0.61 0.05 0.52 0.04 0.44 0.08 - - - 1.56 NS
Relationship with seniors 2.56 0.80 2.54 0.78 2.55 0.78 - - - 0.03 NS
Meritorious culture 3.21 0.48 3.19 0.44 3.44 0.44 - * * 3.64*
Empathy 2.75 0.67 2.93 0.65 2.66 0.58 * - - 3.81 *
Risk taking culture 2.42 0.76 2.40 0.68 2.40 0.74 - - - 0.02 NS
Innovative and
2.92 0.58 2.91 0.56 3.04 0.59 - - - 0.68 NS
Empowerment 2.79 0.53 2.82 0.57 2.77 0.44 - - - 0.13
5.4.2.3 Comparisons of dimensions of Work Culture across three Experience groups in
As Table 5.21 shows there is significant difference in the mean value of five out of nine
dimensions of work culture in banks as perceived by employee respondents of private sector
banks across the various experience groups.
Disciplined and enterprising culture, Affinity with the organization, Relationship with seniors,
Meritorious culture and Innovative and participative culture have shown significant
differences at .01 level in mean and standard deviation values, with F values of 11.66, 5.85,
7.17, 5.59 and 10.45 respectively. There is no significant difference across three experience
groups as far as other factors are concerned.
It is interesting to note that in all the factors showing significant difference, the mean is
highest in E3. The least experienced employees are more Disciplined and enterprising
(M=3.48) than the other two groups. Similarly, they have more Affinity with the organization
(M=3.38), they are Meritorious culture oriented (M=3.47) and are more Innovative and
participative (M=3.12) than the other E groups. In the dimension namely Relationship with
seniors, the mean is less than three in all the groups but it is highest in E3 (M=2.69).
There is significant difference between E1 and E3, and E2 and E3 as far as Disciplined and
enterprising culture and Relationship with seniors are concerned. It can be seen from table
5.21 that out of E1 and E3, and E2 and E3 the mean is higher in E3 than E1 and E2. It implies

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

Chapter 5
Ph. D. Thesis 123
difference at .05 level in mean and standard deviation values, with F value of 4.12, 3.80 and
3.33 respectively. There is no significant difference across three age groups as far as
Empowerment is concerned. It is interesting to note that the mean in all eight factors (showing
significant difference) is highest in A1 indicating that the employees falling in youngest age
group A1 (less than 31) are more Disciplined and enterprising, more well connecting, more
Meritorious culture oriented and more Innovative and participative in comparison with the
other age groups. The employees of all the three age groups are lacking in Performance
norms, Relationship with seniors, Empathy and Risk taking but the situation is little better in
A1 than A2 and A3 in these dimensions.
Table 5.22: Comparison of dimensions of Work Culture across three Age groups
(A1= less than 31, A2= 31-44, A3=45 and above) - Duncan’s Mean Test
Dimensions of
Work Culture
A1
(N=155)
A2
(N=313)
A3
(N=193)
A1
v/s
A2
A1
v/s
A3
A2
v/s
A3
F-value
Disciplined and
3.54 0.58 3.20 0.57 3.04 0.51 * * * 35.51**
Affinity with the
organization
3.37 0.56 3.24 0.47 3.24 0.45 * * - 4.12*
Performance norms 2.99 0.65 2.93 0.54 2.77 0.64 - * * 6.37**
Relationship with seniors 2.73 0.90 2.55 0.77 2.50 0.82 * * - 3.80*
Meritorious culture 3.55 0.49 3.28 0.48 3.22 0.50 * * - 23.28**
Empathy 2.96 0.75 2.87 0.69 2.77 0.64 - * - 3.33*
Risk taking culture 2.69 0.80 2.48 0.74 2.39 0.74 * * - 7.06**
Innovative and
3.14 0.61 2.99 0.60 2.86 0.56 * * * 9.43**
Empowerment 2.84 0.62 2.85 0.56 2.79 0.52 - - - 0.65NS
There is significant difference between A1 and A2, A1 and A3, and A2 and A3 as far as
Disciplined and enterprising culture and Innovative and participative culture in banks are
concerned. It can be seen that mean is higher in A1 than A2 implying that A1 group, the
group which is less than 31 years of age, is more disciplined, enterprising and innovative than
A2. Similarly out of A1 and A3, the mean is higher in A1 implying that again the same A1
group is more disciplined, enterprising and innovative than A3. There is significant difference
between A1 and A2, and A1 and A3 as far as Affinity with the organization, Relationship
with seniors, Meritorious culture and Risk taking are concerned. It can be seen that mean is
higher in A1 than A2 and A3 in Affinity with the Organization and Meritorious culture
indicating that A1 group is better than A2 and A3 in these dimensions. The mean value is less

124 Ph. D. Thesis
than 3 in Relationship with seniors and Risk taking but Table 5.22 shows that the mean is
highest in A1.There is significant difference between A1 and A3 as far as Empathy is
concerned. The mean is again less than 3 in both the groups but the situation is better in A1
(M=2.96) than A3 (M=2.77).
5.4.2.5 Comparison of dimensions of Work Culture across three Age groups in Public
Sector Banks
Significant difference has been found in the mean values of only two dimensions of work
culture in banks as perceived by respondents of the various age groups in public sector banks.
Disciplined and enterprising culture and Affinity with the Organization have shown
significant differences at .05 levels in mean and standard deviation values, with F values of
3.08 and 3.48 respectively. There is no significant difference across three age groups as far as
other dimensions are concerned. In Disciplined and enterprising culture, the mean is highest in
A1 (less than 31 years old) implying that the employees of youngest age group are more
Disciplined and enterprising (M=3.37) than the other two age groups whereas in Affinity with
the organization, A3 (45 years and above) is better (M=3.27) than the other age groups in
public sector banks.
Table 5.23: Comparison of dimensions of Work Culture across three Age groups in Public Sector Banks
Dimensions of
Work Culture
A1
(N=15)
A2
(N=163)
A3
(N=153)
A1
v/s
A2
A1
v/s
A3
A2
v/s
A3
F-value
culture 3.37 0.53 3.08 0.50 3.03 0.50 * * - 3.08*
Affinity with the organization 2.98 0.50 3.18 0.46 3.27 0.45 - * 3.48*
Performance norms 3.00 0.56 2.91 0.52 2.78 0.60 - - * 2.68NS
Relationship with seniors 2.67 0.82 2.52 0.77 2.58 0.81 - - - 0.40NS
Meritorious culture 3.43 0.32 3.20 0.47 3.23 0.47 - - - 1.73 NS
Empathy 2.53 0.67 2.88 0.65 2.77 0.65 - - - 2.55 NS
Risk taking culture 2.43 0.73 2.43 0.70 2.39 0.75 - - - 0.15 NS
culture
2.96 0.68 2.95 0.59 2.91 0.54 - - - 0.19 NS
Empowerment 2.83 0.49 2.79 0.54 2.80 0.54 - - - 0.05NS
There is significant difference between A1 and A2, and A1 and A3, as far as Disciplined and
enterprising culture in public sector banks is concerned. It can be seen that mean is higher in
A1 (M=3.37) than A2 (M=3.08) and A3 (M=3.03) implying that A1group is more Disciplined

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

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

Chapter 5
Ph. D. Thesis 127
Significant difference has been found in the mean values of five out of nine dimensions of
work culture in banks as perceived by respondents of the various Income groups. Disciplined
and enterprising culture, Meritorious culture and Innovative and participative culture have
shown highly significant differences at .01 level in mean and standard deviation values, with
F values of 21.93, 10.52 and 7.23 respectively. Relationship with seniors and Risk taking have
shown significant difference at .05 level in mean and standard deviation values, with F value
of 3.81 and 3.90 respectively. There is no significant difference across three income groups as
far Affinity with the Organization, Performance norms, Empathy and Empowerment are
concerned.
It is clear from Table 5.25 that the mean of all five factors (showing significant difference) is
highest in I1 indicating that the respondents belonging to lowest income group are more
Disciplined and enterprising, more Meritorious culture oriented and more Innovative and
participative than the other income groups. All the three income groups are lacking in
Relationship with seniors and Risk taking but I1 group is little better than the other groups.
Table 5.25: Comparison of dimensions of Work Culture across three Income groups
(I1= less than` 35000, I2= `35000-44000, I3=above`44000) - Duncan’s Mean Test
Dimensions of
Work Culture
I1
(N=236)
I2
(N=247)
I3
(N=178)
I1
v/s
I2
I1
v/s
I3
I2
v/s
I3
F-value
Disciplined and
3.43 0.60 3.10 0.54 3.16 0.55 * * - 21.93**
Affinity with the
organization
3.28 0.47 3.24 0.48 3.29 0.52 - - - 0.80NS
Performance Norms 2.92 0.57 2.85 0.59 2.92 0.66 - - - 1.08NS
Relationship with seniors 2.69 0.83 2.49 0.79 2.54 0.83 * - - 3.81*
Meritorious culture 3.44 0.49 3.28 0.49 3.23 0.50 * * - 10.52**
Empathy 2.92 0.71 2.81 0.66 2.85 0.71 - - - 1.62NS
Risk taking 2.59 0.80 2.40 0.73 2.52 0.74 * 3.90*
Innovative and
3.10 0.58 2.93 0.60 2.92 0.59 * * - 7.23**
Empowerment 2.85 0.58 2.78 0.58 2.88 0.52 - - - 1.88NS
There is significant difference between I1 and I2, I1 and I3 as far as Disciplined and
enterprising culture, Meritorious culture and Innovative and participative culture in banks are
concerned. It can be seen that mean is higher in I1 than I2 implying that I1 group, the
respondents of lowest income group are more Disciplined and enterprising, more inclined to
Meritorious culture, more Innovative and participative than I2. Similarly out of I1 and I3, the
mean is higher in 11 than A3 implying that again the same I1 group is more Disciplined and

128 Ph. D. Thesis
enterprising and more inclined to Meritorious culture and more Innovative and participative
than A3. There is significant difference between I1 and I2 as far as Relationship with seniors
and Risk taking are concerned. The mean is less than 3 in both the groups indicating that both
I1 and I2 are lacking in Relationship with seniors and Risk taking but the situation of I1 group
is better than I2 in these two dimensions also.
5.4.2.8 Comparison of dimensions of Work Culture across three Income groups in Public
Sector Banks
No significant difference has been found in the mean values of any dimension of work culture
in banks as perceived by respondents of the various income groups in public sector banks as
shown in Table 5.26. But the table shows all the three groups manifest Disciplined and
enterprising culture, Affinity with the organization, Meritorious culture as the mean in all the
three groups is more than three. On the other hand, the mean is less than three in all the groups
as far as Performance norms, Relationship with seniors, Empathy, Risk taking and
Empowerment are concerned implying that the employees of all the three groups are lacking
in all these dimensions.
Table 5.26: Comparison of dimensions of Work Culture across three Income groups in Public Sector
Banks
(I1= less than ` 35000, I2= ` 35000-44000, I3=above `44000) - Duncan’s Mean Test
Dimensions of
Work Culture
I1
(N=46)
I2
(N=159)
I3
(N=126)
I1
v/s
I2
I1
v/s
I3
I2
v/s
I3
F-value
Disciplined and
3.13 0.59 3.06 0.51 3.07 0.47 - - - 0.36NS
Affinity with the
organization
3.15 0.46 3.20 0.46 3.26 0.46 - - - 1.16NS
Performance norms 2.96 0.48 2.82 0.56 2.86 0.59 - - - 1.15 NS
Relationship with
seniors
2.54 0.82 2.56 0.79 2.55 0.78 - - - 0.01NS
Meritorious culture 3.26 0.53 3.24 0.46 3.19 0.45 - - - 0.47 NS
Empathy 2.78 0.67 2.86 0.61 2.77 0.70 - - - 0.70 NS
Risk taking 2.47 0.67 2.35 0.71 2.47 0.76 - - - 1.06 NS
Innovative and
3.05 0.51 2.94 0.60 2.87 0.55 - - - 1.84 NS
Empowerment 2.76 0.49 2.81 0.60 2.81 0.47 - - - 0.14NS
NS= not significant

Chapter 5
Ph. D. Thesis 129
5.4.2.9 Comparison of dimensions of Work Culture across three Income groups in
Significant difference has been found in the mean values of six out of nine dimensions of
work culture in banks as perceived by respondents of the various income groups in private
sector banks. Disciplined and enterprising culture, Relationship with seniors and
Empowerment have shown highly significant differences at .01 level in mean and standard
deviation values, with F values of 8.81,5.68 and 5.46 respectively. Meritorious culture,
Empathy and Innovative and participative culture have shown significant difference at .05
level in mean and standard deviation values, with F value of 3.20, 4.09 and 3.90 respectively
It is clear from Table 5.27 that the means of Disciplined and enterprising culture, Relationship
with seniors, Meritorious culture and Innovative and participative culture (showing significant
difference) are highest in I1 indicating that the respondents belonging to lowest income group
are more Disciplined and enterprising, better in Relationship with seniors, more inclined
towards Meritorious culture and more Innovative and participative than the other income
groups. Mean of Empathy and Empowerment is highest in the highest income group
indicating that the highest income group is Empathetic and Empowered whereas the other
income groups are found lacking in these dimensions.
There is significant difference between I1 and I2, and I2 and I3 as far as Disciplined and
enterprising culture and Empathy is concerned. Out of I1 and I2, I1 group is more Disciplined
and enterprising and out of I2 and I3, I3 is more Disciplined and enterprising one. In
Empathy, out of I1 and I2 (Mean less than 3), I1 (Mean=2.96) is close to empathetic behavior
whereas I2 (Mean=2.72) employees are lacking in Empathy. Out of I2 and I3, I2 is lacking in
Empathy whereas I3 employees are Empathetic.
There is significant difference between I1 and I2 as far as Relationship with seniors,
Meritorious culture and Innovative and participative culture are concerned. Both the groups
are lacking in Relationship with seniors (Mean is less than 3) but this behavior is little better
in I1 than I2. In Meritorious culture, both I1 and I2 group employees are inclined toward
Meritorious culture but I1 is more Meritorious than I2. When it comes to Innovative and
participative culture in private Banks, mean is higher in I1 than I2 and the situation is in
contrast with each other. I1employees (Mean=3.12) are Innovative and participative whereas

130 Ph. D. Thesis
I2 (Mean =2.90) employees are lacking in Innovation and participation. There is significant
difference across I1 and I3, and I2 and I3 as far as Empowerment is concerned. The
employees of I3 (highest income group) perceive that they are Empowered whereas I1 and I2
employees do not perceive them as Empowered ones.
Table 5.27: Comparison of dimensions of Work Culture across three Income groups in Private Sector
Banks
(I1= less than `35000, I2=`35000-44000, I3=above` 44000) - Duncan’s Mean Test
5.4.3 Comparison of dimensions of Employee Satisfaction between two groups using t-
test
In order to study the comparison of the dimensions of employee satisfaction between various
groups of employee respondents, t-test was applied. The explanations of all the comparisons
are given below.
5.4.3.1 Comparison of dimensions of Employee Satisfaction between Public and Private
Sector Banks
It is seen in Table 5.28 that there is significant difference in the mean values of five factors
between public and private sector banks. In Participative environment, there is a significant
difference in employee satisfaction (t=5.26, p ≤ .01). The mean is higher in private sector
banks (Mean=3.48) as compared to public sector banks (Mean=3.28) which means that the
employees of private sector banks are more satisfied than the employees of public sector
banks. Significant difference is again noticed (t=5.23, p ≤ .01) in the mean values of Hygiene
Dimensions of
Work Culture
I1
(N=190)
I2
(N=88)
I3
(N=52)
I1
v/s
I2
I1
v/s
I3
I2
v/s
I3
F-value
culture
3.50 0.58 3.17 0.60 3.38 0.67
* - *
8.81**
Affinity with the organization 3.32 0.47 3.32 0.51 3.38 0.66 - - - 0.38NS
Performance norms 2.91 0.59 2.91 0.64 3.07 0.79 - - - 1.25NS
Relationship with seniors 2.73 0.83 2.37 0.80 2.52 0.95 * - - 5.68**
Meritorious culture 3.48 0.47 3.34 0.53 3.34 0.61 * - - 3.20*
Empathy 2.96 0.72 2.72 0.74 3.03 0.70 * - * 4.09*
Risk taking 2.62 0.83 2.50 0.74 2.65 0.69 - - - 0.99 NS
culture
3.12 0.60 2.90 0.61 3.03 0.65 * - - 3.90*
Empowerment 2.87 0.60 2.73 0.54 3.07 0.58 - * * 5.46**

Chapter 5
Ph. D. Thesis 131
Factors. The mean is higher in private sector banks (Mean=3.42) as compared to public sector
banks (Mean=3.18). Significant difference in Fair and empathetic management (t=5.69, p ≤
.01) between private and public sector banks is seen. The employees of both types of banks
are not satisfied with Fair and empathetic management. But the mean is higher in private
sector banks (M=2.90) as compared to public sector banks (Mean= 2.67) implying that the
situation is little better in private sector banks.
Smooth operations is perceived to be better in private sector banks (Mean= 3.37) as compared
to public sector banks (Mean= 3.19). The difference is significant at t=4.44, p ≤ .01. Also
there is a significant difference in Efficient environment between private and public sector
banks (t=3.17 p ≤ .01). The mean is higher in private sector banks (Mean= 3.25) as compared
to public sector banks (M= 3.10) which means that employees of private sector banks are
more satisfied than the private sector banks as far as Efficient environment is concerned.
There is no significant difference in other dimensions of employee satisfaction. But Table
5.28 shows that the employees of both the public and private sector banks are not satisfied
with Considerate environment (Mean=2.72 and 2.80) and Accessibility (Mean=2.78 and
2.84). At the same time, the employees of both the groups are satisfied with Feel good factor
(Mean=3.11 and 3.17) and Trust (Mean=3.31 and 3.29).
Table 5.28: Comparison of dimensions of Employee Satisfaction between Public and Private Sector Banks
Dimensions of
Employee Satisfaction
Public Sector Banks
(N= 331)
(N=330)
t-value
Mean S.D Mean S.D
Participative environment 3.28 0.42 3.48 0.57 5.26 **
Hygiene Factors 3.18 0.50 3.42 0.65 5.23**
Fair & empathetic management 2.67 0.49 2.90 0.56 5.69**
Smooth operations 3.19 0.45 3.37 0.56 4.44**
Considerate environment 2.72 0.64 2.80 0.69 1.37NS
Efficient environment 3.10 0.60 3.25 0.63 3.17**
Accessibility 2.78 0.77 2.84 0.81 1.05NS
Feel good factor 3.11 0.60 3.17 0.69 1.00NS
Trust 3.31 0.70 3.29 0.70 0.32 NS

132 Ph. D. Thesis
5.4.3.2 Comparison of dimensions of Employee Satisfaction between Female and Male
employee respondents
Significant differences have been found in the mean values of only two out of nine
dimensions of employee satisfaction between male and female employees of the banks.
Participative environment is perceived to be better by female employees (M= 3.47) as
compared to male employees (M= 3.35). The difference is significant at t=2.79, p ≤ .01. Also
there is a significant difference in the Smooth operations factor between female and male
employees (t=3.37 p ≤ .01). The mean is higher in female employees (M= 3.39) as compared
to male employees (M= 3.24) which means that female employees of banks are more satisfied
than the male employees as far as Smooth operations are concerned.
Though there is no significant difference in the other dimension of employees satisfaction,
Table 5.29 shows that the employees of both the groups are satisfied with Hygiene Factors
(M=3.36 and M=3.28), Efficient environment (M=3.16 and M=3.18), Feel Good Factor
(M=3.18 and M=3.13) and Trust (M=3.38 and M=3.28). At the same time, the employees of
both the groups are not satisfied with Fair and empathetic management (M=2.83 and
M=2.77), Considerate environment (M=2.78 and M=2.75) and Accessibility (M=2.85 and
M=2.80).
Table 5.29: Comparison of dimensions of Employee Satisfaction between
Male and Female employees
Dimensions of
Female
(N= 172)
Male
(N=489) t-value
Mean S.D Mean S.D
Participative environment 3.47 0.46 3.35 0.52 2.79**
Hygiene Factors 3.36 0.60 3.28 0.59 1.60 NS
Fair and empathetic 2.83 0.56 2.77 0.53 1.28NS
Smooth operations 3.39 0.53 3.24 0.50 3.37**
Considerate environment 2.78 0.67 2.75 0.66 0.54 NS
Efficient environment 3.16 0.59 3.18 0.63 0.38NS
Feel good factor 3.18 0.62 3.13 0.65 0.88 NS
Trust 3.38 0.64 3.28 0.72 1.64 NS

Chapter 5
Ph. D. Thesis 133
employee respondents in Public Sector Banks
Smooth operations is a dimension where there is a significant difference in employee
satisfaction between two groups (t=2.50, p ≤ .05). The mean is higher in female employees
(M=3.32) as compared to male employees (M=3.16) which means that female employees of
public sector banks are more satisfied than male employees. There is a significant difference
(t=1.99, p ≤ .05) in the mean values in Feel good factor also. The mean is higher in female
employees (Mean=3.25) as compared to male employees (Mean=3.08). Significant
difference is also seen in Trust (t=1.96, p ≤ .05) between female and male employees of
public sector banks. The mean is higher in female employees (Mean=3.46) than male
employees (Mean=3.27).
No significant difference is seen in the other dimensions of employee satisfaction as shown in
Table 5.30. But it is clear from the table that the employees of both the groups are satisfied
with Participative environment (Mean=3.34 and 3.26), Hygiene Factors (Mean=3.17 and
3.19), and Efficient environment (Mean=3.12 and 3.10). The employees are not satisfied with
Fair and empathetic management (Mean=2.74 and 2.65), Considerate environment
(Mean=2.81 and 2.70) and Accessibility (Mean=2.84 and 2.77).
Female and Male employee respondents in Public Sector Banks
Dimensions of
Female
(N= 65)
Male
(N=266) t-value
Mean S.D Mean S.D
Participative environment 3.34 0.36 3.26 0.44 1.38NS
Hygiene Factors 3.17 0.50 3.19 0.50 0.26 NS
Fair and empathetic 2.74 0.51 2.65 0.49 1.43NS
Smooth operations 3.32 0.46 3.16 0.44 2.50*
Accessibility 2.84 0 .79 2.77 0.76 0.69NS
Feel good factor 3.25 0.57 3.08 0.60 1.99*
Trust 3.46 0.70 3.27 0.69 1.96*

134 Ph. D. Thesis
employee respondents in Private Sector Banks
No significant difference has been found in the mean values of any dimension of employee
satisfaction between male and female employees of private sector banks. Private sector banks
have recently established or expanded and have major work force of younger employees who
tend to view the things almost similarly. But Table 5.31 shows that the female and male
employees are satisfied with Participative environment (Mean=3.55 and 3.45), Hygiene
factors (Mean=3.48 and3.39), Smooth operations (Mean=3.44 and 3.33), Efficient
environment (Mean=3.19 and 3.28), Feel good factor (Mean=3.14 and 3.18) and Trust
(Mean=3.33 and 3.28). The employees of both the groups are not satisfied with Fair and
empathetic management (Mean=2.88 and 2.91), Considerate environment (Mean=2.77 and
2.81) and Accessibility (Mean=2.86 and 2.84).
Female and Male employees in Private Sector Banks
Dimensions of Employee
Satisfaction
Female
(N= 107)
Mean S.D
Male
(N=223)
Mean S.D
t-value
Participative environment 3.55 0.50 3.45 0.59 1.54NS
Hygiene Factors 3.48 0.63 3.39 0.66 1.19NS
Fair and empathetic 2.88 0 .58 2.91 0.55 0.47NS
Smooth operations 3.44 0.56 3.33 0.56 1.61NS
Feel good factor 3.14 0.65 3.18 0.71 0.54NS
Trust 3.33 0.60 3.28 0.75 0.59NS
NS= not significant
5.4.3.5 Comparison of dimensions of Employee Satisfaction between Graduate and
Postgraduate employees
There is no significant difference in the mean values of any dimension of employee
satisfaction between graduate and postgraduate employees of the banks. But it is clear from
Table 5.32 that the employees of both the groups are satisfied with Participative environment
(Mean=3.37 and 3.39), Hygiene factors (Mean=3.25 and 3.33), Smooth operations
(Mean=3.28 and 3.28), Efficient environment (Mean=3.22 and 3.15), Feel good factor
(Mean=3.13 and 3.15) and Trust (Mean=3.31 and 3.30). Both the groups are not satisfied with

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