Presented By:
Balbir Singh
Research Supervisor:
Prof. Meenakshi Malhotra
PERCEIVED ORGANIZATIONAL POLITICS
AND EMPLOYEE SILENCE WITH SUPERIOR
TRUST AS A MODERATOR IN FEW SELECT
BANKS IN NORTHERN INDIA

Contents
2
1) Introduction
2) Review of Literature
3) Research Gap
4) Conceptual Model of the study
5) Need and Significance of the study
6) Objectives of the study
7) Hypotheses
8) Research Design
9) Tentative chapter scheme

INTRODUCTION

Introduction (1)
4
Politics:
 Wherever humans are involved, some form of tension or politics will
emerge and considerably influence people’s behavior, intentions as
well as their work performance (Gandz & Murray, 1980).
 Politics is prevailing where individuals or groups competing for
limited resources because ,
 organizations are complex social entities which are open to competition between
different departments, teams , divisions and individuals, that’s why organizational
politics is an inescapable truth and
 organizational outcomes, norms, relationships, performance and processes are
highly affected and influenced by it (Vigoda; 2011, Newstrom; 2007).
 The word ‘politics’ is derived from the Greek word ‘polis’, which
means a city-state. Politics is a multifaceted word..

Introduction (2)
Organizational Politics:
 Organizational politics is about studying ‘power in actions’ in
organizations (Pfeffer, 1981).
 Generally, organizational politics is refer to a set of behaviors
performed to enhance or protect self-interest (individual or group) by
any means or at any expenses of organizational goals (Mintzberg,
1985).
 Another definition given by Ferris et al ,1989 “Organizational politics
refers as behavior strategically designed to maximize self-interests and
therefore contradict the collective organizational goals or the interests
of other individuals.”
5

Introduction (3)
Perceived Organizational Politics:
 People behave according their attitude formed and perception about any situation compare to
the actual situation (Porter, 1976)
 From the view point of employees, when they take organizational politics as a negative form
that will create negative variable at organizational atmosphere or in organizational
environment and it is termed as perceived organizational politics (POP).
 Ferris, Russ and Fandt (1989) has defined organizational politics as a strategic action taken
by an individual within an organization that will lead to long term or short term personal
outcome at the expense of others.
 Ferris, Harrell-cook and Dulebohn (2000,) defined
 “Perceived organizational politics involves an individual’s attribution of behaviors of self-serving
intent and is defined as an individual’s subjective evaluation about the extent to which the work
environment is characterized by co-workers and supervisors who demonstrate such self-serving
behavior.”
 Perceived organizational politics will increase when an individual’s behavior is inconsistent
with the organization’s established regulations (Ferris et al. 2002).
6

Introduction (4)
Dimensions of Perceived Organizational Politics:
 Kacmar and Ferris (1991) divided Perceived organizational politics into three dimensions:
 General Political Behaviour (GPB):
 GPB mainly considered where no clear rules and regulations and high political activity may be present.
Individuals have a window to interpret these rules and regulations according there political skills. In this type of
state, individual explores the ways through politics to maximize self-interest (Drory and Romm, 1990; Ferris
and Fandt, 1990).
 Go Along to Get Ahead (GATGA):
 To stay away from conflicts, some employees may silently support specific person or group in organization. This
is an effective strategy in a political environment to gain self-interest without exposing much. This would
ultimately help an individual to achieve his own goals and objectives (Kacmar and Carlson, 1997) which could
prove to be very profitable strategy in a political environment.
 Pay and Promotion Policies (PPP):
 Kacmar and Ferris (1993) defined that pay and promotion policies encourage individuals to behave politically.
In organization where pay and promotion are not based evaluation of real performance rather than based on
individual then employees are motivated to behave more politically in future to get better reward than in past
and also to attain self-benefit. (Ferris, Russ and Fandt, 1989; Ferris and Kacmar, 1993), thus start a cyclic
behavior.
7

Introduction (5)
Outcomes of Organizational Politics
Positive Outcomes
1. Amalgamation of shared goals and stimulating
collaboration ( Vigoda- Gadot, 2010; Gotsis &
Kortezi, 2010)
2. Competitive advantage
3. Feeling of trust, confidence and sincerity (Drory,
Vigoda and Gadot, 2010)
Negative Outcomes
1. Increased stress (Kacmar, & Howard, 1996),
2. Reduced organizational commitment
(Cropanzano et al., 1997),
3. Intention to turnover and absenteeism; (Ferris
et al., 1993; Vigoda, 2000)
4. Job dissatisfaction (Kacmer, & Brymer, 1996),
5. Decreased performance (Vigoda & Kapun, 2005)
6. Organizational silence, employee silence (Khalid
and Ahmed, 2016)
8

Introduction (6)
Silence:
 Employees are considered as major source of change, learning and
innovation. So, it is necessary that employees provide their ideas,
opinions and suggestions for the development and make their
organization successful in competitive market.
 Thus employees’ voice or attitude such as sharing knowledge,
discussing ideas, suggestions are crucial for organization.
 Albert Hirschman (1970) first coined the term ‘Silence’ in
organizational context.
 Employee Silence was proposed by Pinder and Harlos in 2001.
 Organizational silence is used to discuss organizational level
phenomenon and employee silence is used to analysis individual
level.
9

Introduction (7)
Employee Silence:
 Employee silence has been defined as purposeful withholding of
suggestions, ideas, information, complaints and personal issues due
to variety of motives. (Pinder & Harlso, 2001).
 According to (Morrison and Hewlin, 2003; Tangirala and
Ramanujam, 2008; Brinfield, 2013) motives behind the employee
silence may include self-doubts, relationship orientation, negative
consequences and deviance.
 Tangirala and Ramanujam (2008) also defined employee silence as
“employees’ intentional withholding of critical work-related
information from other members of their workgroup”.
10

Introduction (8)
 Many authors explore the consequences of employee
silence such as:
 Reduced quality in decision making (Argyris & Schön,
1978), negative effect on learning and organizational change
(Sitkin, 1992), stress and psychological problem (Tangirala
& Ramanujam, 2008), kill innovation (Penlla, 2003) ,
reduced organizational commitment (Laeeque & Bakhtawari
,2014).
 Hence, it is important to explore employee silence in Indian
context also.
11

Introduction (9)
Dimensions of Employee Silence:
 Authors provide different types of dimensions (motives) of employee silence in
their study.
 Morrison & Milliken (2000), Pinder & Harlos (2001), Van Dyne et al. (2003)
defined three types of employee silence in organizational context:
Source: Author’s own compilation
12
Dimension Description
Acquiescent Silence Employees believe that their concern or ideas are futile and
unlikely to result in meaningful change.
Quiescent Silence It is proactive in nature and employee remain silent for
protecting him from outer silence.
Pro-social Silence Concern for others, withholding ideas, information and
opinions with goal of benefiting an individual, group or
organization.

Introduction (10)
Dimensions of Employee Silence:
 Brinsfield (2009) defined six dimensions of the employee silence in his dissertation
work such as:
Source: Author’s own compilation
13
Dimension Description
Relational Silence Not want to harm relationships.
Deviant Silence When employee feel internal fear not from outside harm and not
decisive what to say.
Defensive Silence Employee don’t raise voice due to reprisal or punitive action may
be taken against them.
Ineffectual Silence Belief that speaking up would not make any positive difference
regarding the idea or concern at workplace.
Disengaged Silence It has negative consequences related to work.
Diffident Silence Self-doubts or lack of confidence in expressing ideas.

Introduction (11)
Dimensions of Employee Silence:
 In Indian context, Jain (2014), explore four underlying motives of
employee silence as following:
Source: Author’s own compilation
14
Dimension Description
Fear of Retaliation Fear of negative consequences.
Internal motivation Lack of knowledge.
Self-competence Employees may believe that they are lacking inadequate interpersonal
and social skills in arguing with their bosses that why they remain
silent.
Self-image Being neutral and play-safe.

Introduction (12)
Trust:
 In an organization with great workplace diversity, people have goals
and aims that require interactive behavior with other members of
that organization (Mayer, Davis & Schoorman, 1995).
 For a stable social relation trust has been treated as an essential
precondition (Blau, 1964).
 When there are long-lasting relationship between employees and
organization it create harmony which is important for organizational
efficiency.
 Hence, trust is treated as a base for firm performance (Avram and
Cooper, 2007) because how effectively a firm perform is depends on
the people’s trust that they place on their manager, supervisor and
organization (Cunningham and Gresso, 1993; Darrough, 2006)
15

Introduction (13)
Trust:
 Mayer et.al (1995) define trust as “the willingness of a party to be
the actions of another party based on the expectation that the other
will perform a particular action important to the first party,
irrespective of the ability to monitor or control that other party.”
 Putnam (1993) defined “Where people are trusty and trustworthy,
and where they are subject to repeat interactions with fellow
citizens, everyday business and social transactions are less costly.”
 Trust can be studied at different levels such as at international level,
organizational level, inter- organizational levels and personal level
so, it is a multilevel phenomenon (Das & Teng, 2001).
 Lot of studies conducted with mainly two types of trust as a variable
i.e. trust in supervisor and trust in organization.
16

Introduction (14)
Trust in Supervisor/Superior:
 Colquitt et al. (2007) defined that if subordinate has trust in his/her
supervisor, it will increase the work performance and contributes to
organizational citizenship behavior.
 This will help make an extra efforts to create organizational value
(Mayer & Gavin, 2005.
 Under the present study trust in supervisor is considered as trust in
superior because the term supervisor is used more at low level for
immediate leader in an organization. Whereas Superior term used for
middle and top level employees.
 Trust impact the organizational health and overall functioning that’s
why it has attracted more attention of researchers in last few
decades.
17

Introduction (15)
Banking Sector:
 Banking sector is the backbone of any economy. Unlike other
service sectors and the banks have a distinct power in the economy
that it has the ultimate control of the money circulation in a country.
 The banking sector is selected for the study because of the economy
or production process largely depends upon how efficiently the
financial sector in general and the banks in particular perform the
basic functions of financial transformations.
 The performance of the banking sector directly affects to the other
industrial and service sectors of the economy.
18

Introduction (16)
 In a bank there are three levels of management cadre job profile
which are as following:
19
Top Executive Grade
: AGM, DGM, GM, CGM
Middle Management
Grade : PO, SO (IT, HR,
MKT. Agriculture etc.
Junior Management Grade:
Clerks, head clerks, bank tellers, A/c
opening executives, Marketing officers
etc.
Scale IV, V, VI &
VII
Scale II &III
Scale I

REVIEW OF LITERATURE

21
Studies on Perceived Organizational Politics
Author(s) Year Findings
Mintzberg 1979 The study revealed that there was a significant
relationship between hierarchical level and
organizational politics i.e. organizational politics
more exhibited in top level.
Eisenhardt & Bourgeois 1988 Revealed in their study that as the centralization
increase in organization, result into increase in the
political behavior.
Ferris et al 2002 Authors defined in their study that in an
organizational politics environment , employees
don’t understand exactly what will be valued or
their performance will ignored or valued.
Abubakkar, Chauhan and
Kura
2014 The study revealed that perception of
organizational politics was significantly and
positively associated with turnover intention.

22
Studies Related to Employee Silence
Author(s) Year Findings
Noelle Nuemann 1974 He proposed ‘spirals of silence’ in his study
which suggest that feelings of self-doubts may
discourage people from raising voice against
well- established public opinion.
Ryan and Oestreich 1991 Study revealed that employees not raise issues
because they didn’t believe that speaking up
would make a difference.
Nyberge 1993 Author defined that concealing and withholding
information are essential because some measure
of concealment is essential to high quality
interpersonal relationships.

23
Studies Related to Employee Silence
Author(s) Year Findings
Croplanzano et al 1997 Study revealed that in an organization, on crucial
policy matters, when employees perceived that
these matters are influenced by organizational
politics, they withdraw from the organization either
physically or psychologically.
Morrison and Milliken 2000 The study revealed that the organizational structure
and its features can reduce the wish to speak up
and employees decide not to speak when their
voice is punished by organizational policies.
Lind and Dyne 2002 Study revealed that when there was injustice in
policy thus people react negatively to harm the
organization as ‘harming the organization is as
much as a goal as protecting the self.’

24
Studies Related to Perceived Organizational Politics and Silence
Author(s) Year Findings
Ferris and Kacmar 1992 Study revealed that Job autonomy, feedback, skill
variety are negatively related but job involvement is
positively related with organizational politics.
Milliken and Morrison 2003 Authors defined that most frequently mentioned
reason for remaining silent was the fear of being
viewed or labeled negatively, and as a consequence,
damaging valued relationships.
Vakola and Bouradas 2005 Results indicate that supervisors’ attitudes to
silence, top management attitudes to silence and
communication opportunities are associated and
predict employees’ silence behavior.
Liang and Wang 2012 Study revealed that leader-member exchange has
significant negative correlation with perception of
organizational politics.

25
Studies Related to Perceived Organizational Politics and Silence
Author(s) Year Findings
Menash Gifty 2013 The study revealed that there was a significant
negative relationship between employee’s
Perceived Organizational Politics and
Organizational Commitment.
Jain Ajay 2014 Results of the study indicate that the existence of
four major dimensions of silence in India namely;
fear of retaliation, internal motivation, self-
competence and self-image as the possible causes
of silence.
Khalid and Ahmed 2016 Employees do withhold information due to
relational, diffident, defensive, disengaged,
ineffectual and deviant motives in a political
environment.
Kunal and Mishra 2016 Study revealed that willingness to communicate
and likelihood to voice is stronger for subordinates
when perceived politics is low, compared to the
situation when perceived politics is high.

26
Perceived Organizational Politics, Employee Silence and Trust in Supervisor
Author(s) Year Findings
Davis et al 2000 Study revealed that there is positive relationship between
trust and performance.
Brower et al 2009 Study revealed that trust encourage the subordinates to
maintain good relationship with supervisor and will help
make an extra efforts to create organizational value.
Burris et al 2010 Study revealed that there was a strong relationship between
the probabilities to voice or remain silent and leader member
exchange and perception therein one holds regarding his/her
boss/supervisor.
Findikli et al 2010 Researchers explored in their study that trust in supervisor
has partially positive significant relationship with
psychological empowerment in terms of meaning and
competence.

27
Perceived Organizational Politics, Employee Silence and Trust in Supervisor
Author(s) Year Findings
Semercioz et al 2010 Authors defined in their study that trust between subordinate
and supervisor play a very effective role for achievement of
organizational goals, increasing organizational efficiency and
performance as a whole.
Brinsfield 2013 Author defined in his study that most of the employees
remain silent to their immediate supervisor or immediate
supervisor is the target of employees to remain silent.
Tohirovich and
Rhee
2015 The study revealed that trust in organization negatively
impacts acquiescent silence. The results demonstrate that, a
lack of trust in supervisor generates defensive silence.
Karabay, Sener &
Tezergil
2018 Study revealed that trust in leader negatively affected silence
intentions of employees.

Research Gap

Research Gap (1)
29
 There have been very minimal researches actually undertaken in India on the
subject of employee silence and no research conducted on perceived organizational
politics in Indian context.
 No study has explored these aspects in relation with one another, apart from
their individuality, particularly in the banking sector.
 There are plenty of studies conducted in different part of the world on
organizational politics, employee silence and trust individually such as (Argyris
1977; Brinsfield, 2013; Ferris & Kecmar, 1991; Morrison & Milliken, 2000, Rosen,
Harris, & Kacmar, 2009;Tangirala and Ramanujam 2012; Vigoda-Gadot and
Talmud, 2010 etc.) but they are not fully applicable in India which has a culture and
demographics fairly distinct from the Western one. So it also intends to incorporate
socio-demographic variables which are an important element of HRD practices.

Research Gap (2)
30
 There is only one study conducted related with perceived organizational
politics and employee silence (Khalid and Ahmed, 2016) in Pakistan ,but this is
not fully applicable in India which has a culture and demographics fairly
distinct from Pakistan. So, it is intend to explore these variables relationship in
India.
 To the banking sector, it envisages adding to the country’s knowledge base
in understanding the problem of experienced, witnessed and instigated
perceived organizational politics and employee silence by providing more
reliable results through data collected from a significantly large sample size.

31
Independent Variable Dependent Variable
Trust in Superior
General Political Behavior
Go Along to Get Ahead
Pay and Promotion Policies
Perceived Organizational Politics
Relational Silence
Defensive Silence
Ineffectual Silence
Disengaged Silence
Deviant Silence
Diffident Silence
Age, Gender,
Designation, years of
experience
Relational Silence
Defensive Silence
Ineffectual Silence
Disengaged Silence
Deviant Silence
Diffident Silence
Employee Silence
Conceptual Model

Variables of the Study (1)
 Independent Variable:
 Perceived Organizational Politics (POP):
To measure POP, perceived organizational politics scale (POPS)
comprising 15 items in total developed by Kacmar & Carlson (1997)
will be used. Three dimensions include in the scale are general political
behaviour (GPB), go along to get ahead (GATGA) and pay & promotion
policies (PPP).
 Moderating Variable:
 Trust in Superior:
To measure trust in superior scale developed by Mayer & Davis (1999)
will be used. It comprise four items.
32

Variables of the Study (2)
 Dependent Variable:
 Employee Silence (ES)
To measure employee silence, scale developed by Brinsfield(2013),
comprising 29 items will be used. The six dimensions include in the
scale are :
 Relational silence (REL),
 Defensive silence (DEF),
 Diffident silence (DIF),
 Ineffectual silence (INEF),
 Disengaged silence (DIS), and
 Deviant silence (DEV).
33

NEED AND SIGNIFICANCE OF THE STUDY

Need and Significance (1)
 Organizational politics pervasive everywhere. It is perceived by every individual
differently.
 It has different negative outcomes such as increased stress (Ferris, Kacmar & Howard, 1996),
reduced organizational commitment (Cropanzano et al 1997), intention to turnover(Vigoda,
2000), job dissatisfaction (Brymer,1996), decreased performance (Vigoda & Kapun, 2005) and
employee silence (Khalid & Ahmed, 2016) . But no study is found related with perceived
organizational politics in banking sector with Indian context.
 Hence, there is a need for conducting study related with perceived organizational politics in
Indian context.
 The Indian banking sector is undergoing tremendous change in all its dimensions.
 Such as the services, entry of competitors like new private sector banks and foreign banks,
successful implementation of advanced technology like core banking solutions, all these call for
employees’ involvement and provide their valuable ideas and share information according to the
situation.
 Khalid and Ahmed (2016) also call for future research in different industrial contexts to predict
well the silence behaviour and motives which account for it.
 Hence, there is a need for finding out the motives behind the employees’ silence in Indian
banking sector.
35

Need and Significance (2)
 The growing importance of the issue of trust cannot be
overlooked.
 Among banks, there may be slight difference in the interest rate, speed
and quality of service but the image of the bank in the market, trust of
the customer in the bank, mutual trust among managers and employees
are very different.
 Hence, there is need to find out to how trust between superior and
subordinate play an important role in Indian banking sector.
 In case of India, no research efforts have yet been channelled in this
direction (relationship between POP and Employee silence) .
 Thus, the growing importance and the scant literature, presses upon
the need for studying the relationship between perceived
organizational politics and employee silence with supervisor trust as
a moderator with respect to Indian banking sector.
36

OBJECTIVES OF THE STUDY

Objectives (1)
The study will attempt to achieve the following objectives:
1. To study perceived organizational politics and its dimensions i.e.
general political behaviour, go along to get ahead , pay and promotion
policies among officers in select banks.
2. To study employee silence and its dimensions i.e. relational silence,
diffident silence, defensive silence, disengaged silence, ineffectual
silence and deviant silence among officers in select banks.
3. To study trust in superior among officers in select banks.
4. To examine the relationship between perceived organizational politics
and employee silence among officers in select banks.
5. To examine the relationship of demographic variables i.e. age, gender,
designation and years of experience in the organization with perceived
organizational politics and employee silence among officers in select
banks.
38

Objectives (2)
6. To examine the relationship between dimensions of perceived organizational
and dimensions of employee silence among officers in select banks.
7. To examine the impact of trust in superior on the relationship between
perceived organizational politics and employee silence among officers in
select banks.
8. To compare the level of perceived organizational politics (general political
behaviour, go along to get ahead , pay and promotion policies), employee
silence (relational silence, diffident silence, defensive silence, disengaged
silence, ineffectual silence and deviant silence) with trust in superior among
officers in few select public and private sector banks.
9. To suggest and make recommendations for reducing employee silence with
respect to banking sector.
39

HYPOTHESES

Hypotheses (1)
 H1: There is a positive relationship between perceived organizational politics and
employee silence among officers in select banks.
 H2: There is a significant variation of perceived organizational politics with regards to
demographic variables (i.e. age, gender, designation and years of experience) among
officers in select banks.
 H2a: There is a significant variation of perceived organizational politics with regard to gender of officer
level employees in select banks.
 H2b: There is a significant variation of perceived organizational politics with regard to age of officer level
employees in select banks.
 H2c: There is a significant variation of perceived organizational politics with regard to total work
experience of officer level employees in select banks.
 H2d: There is a significant variation of perceived organizational politics with regard to designation of
officer level employees in select banks.
41

Hypotheses (2)
 H3: There is a significant variation of employee silence with regards to demographic
variables (i.e. age, gender, designation and years of experience) among officers in select
banks.
 H3a: There is a significant variation of employee silence with regard to gender of officer level employees in select
banks.
 H3b: There is a significant variation of employee silence with regard to age of officer level employees in select
banks.
 H3c: There is a significant variation of employee silence with regard to total work experience of officer level
employees in select banks.
 H3d: There is a significant variation of employee silence with regard to designation of officer level employees in
select banks.
 H4: There is a significant relationship between general political behavior and employee
silence among officers in select banks.
 H4a: There is a positive relationship between general political behavior and relational silence among officers in select
banks.
 H4b: There is a positive relationship between general political behavior and defensive silence among officers in select banks.
 H4c: There is a positive relationship between general political behavior and ineffectual silence among officers in select
banks.
 H4d: There is a positive relationship between general political behavior and disengaged silence among officers in select
banks.
 H4e: There is a positive relationship between general political behavior and deviant silence among officers in select banks.
 H4f: There is a positive relationship between general political behavior and diffident silence among officers in select banks.
42

Hypotheses (3)
 H5: There is a significant relationship between go along to get ahead behavior and employee
silence among officers in select banks.
 H5a: There is a positive relationship between go along to get ahead behavior and relational silence among
officers in select banks.
 H5b: There is a positive relationship between go along to get ahead behavior and defensive silence among
officers in select banks.
 H5c: There is a positive relationship between go along to get ahead behavior and ineffectual silence among
officers in select banks.
 H5d: There is a positive relationship between go along to get ahead behavior and disengaged silence among
officers in select banks.
 H5e: There is a positive relationship between go along to get ahead behavior and deviant silence among
officers in select banks.
 H5f: There is a positive relationship between go along to get ahead behavior and diffident silence among
officers in select banks.
43

Hypotheses (4)
 H6: There is a significant relationship between pay and promotion policies in political
environment and employee silence among officers in select banks.
 H6a: There is a positive relationship between pay and promotion policies in political environment and
relational silence among officers in select banks.
 H6b: There is a positive relationship between pay and promotion policies in political environment and
defensive silence among officers in select banks.
 H6c: There is a positive relationship between pay and promotion policies in political environment and
ineffectual silence among officers in select banks.
 H6d: There is a positive relationship between pay and promotion policies in political environment and
disengaged silence among officers in select banks.
 H6e: There is a positive relationship between pay and promotion policies in political environment and
deviant silence among officers in select banks.
 H6f: There is a positive relationship between pay and promotion policies in political environment and
diffident silence among officers in select banks.
44

Hypotheses (5)
 H7: Trust in superior moderates the relationship between perceived
organizational politics and employee silence among officers in select
banks.
 H7a: Trust in superior moderates the relationship between general political
behavior and dimensions of employee silence such that these relationships would be
weak in the presence of trust and strong in the absence of trust among officers in
select banks.
 H7b: Trust in superior moderates the relationship between get along to get ahead
and dimensions of employee silence such that these relationships would be weak in
the presence of trust and strong in the absence of trust among officers in select
banks.
 H7c: Trust in superior moderates the relationship between pay and promotion
policies in a political environment and dimensions of employee silence such that
these relationships would be weak in the presence of trust and strong in the absence
of trust among officers in select banks.
45

Hypotheses (6)
 H8: There is a significant variation of perceived organizational politics,
employee silence with trust in superior among officers between public and
private sector banks.
 H8a: There is a significant variation of perceived organizational politics (general
political behavior, go along to get ahead and pay and promotion policies) among
officers between in few select public and private sector banks.
 H8b: There is a significant variation of employee silence (relational silence,
defensive silence, ineffectual silence, disengaged silence, deviant silence and
diffident silence) among officers between few select public and private sector banks.
 H8c: There is a significant variation of perceived organizational politics and
employee silence with regards to moderating role of trust in superior among officers
between in few select public and private sector banks.
46

RESEARCH DESIGN

Scope of the Study
 The study is limited to:
 Northern India – States of Punjab, Haryana, Union Territory of Chandigarh and
Delhi.
 Six commercial banks- three from public sector and three from private sector on the
basis of their total assets, total capital and net worth.
Source: Author’s own compilation based on the extracted data of Prowess.
 Top and Middle management grade employees will approach for the data collection.
48
Public Sector Banks SBI Bank of Baroda PNB
Private Sector Banks HDFC ICICI Axis Bank

Sample Selection and Data Sources (1)
49
 Data Sources:
 Primary Data:
 The main source of primary research data will be bank employees
working in public sector and private sector in Northern India
 Secondary Data:
 Data relating to the no. of banks is extracted from the website of
Reserve Bank of India.
 The corporate database PROWESS, maintained by the Centre for
Monitoring Indian Economy (CMIE), is used for collecting the data
relating to the bank’s total assets, total capital and net worth in the
present study.
 Data relating to the officer level bank employees is extracted from the
basic statistical reports of the Reserve Bank of India website.

Sample Selection and Data Sources (2)
50
 Sample Selection:
 The officer scale employees serving in the scheduled
commercial banks (public and private) in northern India
is the population of the present study.
 Sample Size Determination:
 Sample size is determined as 400 officer scale employees
on the basis of Cochran (1977) and Yamane’s (1967)
formula.

Sample Selection and Data Sources (3)
51
 Sample Technique:
 Multistage sampling is used for the deciding the sample
size.
 In the first stage, two sectors of banks are decided i.e.
public and private sector. The geographical location for the
study shall be Chandigarh, Delhi, Haryana and Punjab.
 In second stage, two cities from each state/union territory
having largest no. of branches will be selected.
 In last stage, zonal offices/regional offices and few
branches from each city will be chosen and questionnaire
shall be distributed to all officers of these branches.

Sample Selection and Data Sources (4)
52
 Sampling Plan:
S. No. Type of Organization Name of Bank Sample Size
1.
Public Sector Bank State Bank of India 67
2.
Public Sector Bank Bank of Baroda 67
3.
Public Sector Bank Punjab National Bank 66
4.
Private Sector Bank HDFC 67
5.
Private Sector Bank ICICI 67
6.
Private Sector Bank Axis Bank 66
Total 400
Source : Author’s own compilation

Data Analysis Tools (1)
Keeping in context the research objectives, and pre-
designed sample, the following tools will be invoked:
 Descriptive Analysis:
 The measure of central tendency such as means, standard
deviation, etc. will be used to capture and study to the
characteristics and distribution of data on various variables.
 Reliability Analysis:
 To check that scale produces consistent result, if the
measurement are repeated a number of times.
 Correlation Analysis:
 It will be used for predicting the association between perceived
organizational politics and employee silence.
53

Data Analysis Tools (2)
 Regression Analysis:
 In the present study, path analysis will be used to analyse the
hypothesized relationship of independent variable(s) with
dependent variable(s). Also, tests to check the strength of this
relationship in the presence of a moderating variable will be
conduct.
 A simple multiple regression equation is written as:
 𝑌 = 𝛽0 + 𝛽1𝑋 + 𝛽2𝑀+ 𝛽3𝑋M+𝜀
 To check the relationship between POP and its dimensions
and employee silence and its dimensions , the following
general equation will be used as following:
54

Data Analysis Tools (3)
 Regression Analysis:
 To check the relationship between POP and its dimensions and employee
silence and its dimensions , the following general equation will be used :
 𝐸𝑆 = 𝛼 + 𝛽𝐷𝐸𝑀 + 𝛾𝑃𝑂𝑃 + 𝜏𝑇𝑟𝑢𝑠𝑡 + 𝜑𝑇𝑟𝑢𝑠𝑡 ∗ 𝑃𝑂𝑃 + 𝑒
 Where,
ES= Employee Silence,
POP = Perceived Organizational Politics
Trust= moderator term
𝛼= constant term
𝛽= coefficient of demographic variables,
𝛾 = coefficient of independent variable,
𝜏= coefficient of moderator term
𝜑= coefficient of interaction term
𝑒= error term
55

Data Analysis Tools (4)
 Structural Equation Modelling:
 It is used to capture the moderating role of trust in superior between
perceived organizational politics and employee silence. Confirmatory
factor analysis (CFA) will be used to find out the factor loadings and to
test inter-correlation. Under it, Regression Model used for determining
the regression weights.
 Test of Differences:
 t-test and ANOVA will be used to find out if there exists a
significant difference in the variables of interest in the present
study with respect to demographic variables including gender,
age, designation and years of experience.
56

Tentative Chapter Scheme
57
Tentatively, the following chapter scheme would be incorporated in the thesis:
Chapter 1- Introduction (covering theoretical background)
Chapter 2- Review of Literature and Hypotheses Development
Chapter 3- Research Methodology (including need and significance, scope and objectives of the study)
Chapter 4- Perceived organizational politics and Demographic variables
Chapter 5- Employee silence and demographic variables, relationship between perceived organizational
politics and employee silence
Chapter 6- Perceived organizational politics and trust in superior, Moderating role of trust in superior
between perceived organizational politics and employee silence
Chapter 7- Conclusion, Recommendation and direction for future
Bibliography
Appendices