CHAPTER -VI IMPACT OF WLB- PERFORMANCE OF SBIshodhganga.inflibnet.ac.in/bitstream/10603/107366/14/14_chapter6.… · THE IMPACT OF WLB ON PERFORMANCE OF BANK Employees want good training

180

CHAPTER -VI

IMPACT OF WLB-

PERFORMANCE OF SBI

181

CHAPTER – VI

THE IMPACT OF WLB ON PERFORMANCE OF BANK

Employees want good training opportunities’ to increase their marketability.

The conventional wisdom used to be that if the company makes them marketable,

employees will leave at the first opportunity. But today, companies are finding that

the more training employees get, the more likely they are to stay. Indeed, when the

training ends, the turnover tends to begin78

.Greater productivity at the establishment,

in turn, will tend to raise a worker’s wage above what he or she would earn elsewhere,

thus providing an incentive to stay. In other words, training can serve to lower

turnover1

Leadership is conceptualized in terms of four tasks that need to be

accomplished in any organization: providing direction, assuring alignment, building

commitment and facing adaptive challenges85

. Leaders are central to the process of

creating cultures, systems and structures that foster knowledge creation, sharing and

cultivation2

Communication is what makes the world spin. It's how information is shared,

news is spread and lives kept safe. Effective communication has an incredible impact

on the productivity of Human Resource Management (HRM) because without it there

are frustrated employees, confusion in the workplace and unhappy customers in the

end. From hiring and firing to developing and enforcing company policy,

communication is what a good HRM department is built on. The primary function of

effective communication in HRM is to empower the employees.

With the proper information, a rewards system and effective policies in place,

employees feel empowered and motivated to do their jobs to the best of their ability.

Communication keeps everyone in the know and dispels any wrong information or

confusion Effective communication has emerged from the comprehensive literature

review as an essential facet of people management be it communication of the

organization’s goals, vision, strategies and business policies or the communication of

facts, and information and data communication structure3. Moreover, the prevalence

182

of management control of the work life balance agenda and management‘s discretion

in the operation of work-life issues.4

For some workers; personal significances or situations make the difference

between separation and staying. Individuals will stay with a company that clearly

deliberates and cares for their career priorities (life stage needs), health, location,

family, dual-career and other personal needs5. For example, many companies are

providing flexible schedules and work arrangements and are trying with other ways to

help individuals manage their work and personal life issues6.

As explained in the chapter -1,is to evaluate the impact of Work - Life Balance

on performance of Bank An attempt is made in this chapter to assess such effect by

taking few parameters to analyze employees’ response to the same. The ten

parameters of Competitive Advantage ,Increased Revenue, Build better products,

Build customer relationship/loyalty, Provide better services, Streamline operations,

Reduced Costs, Makes smarter decisions, Increased productivity and Reduced

Absenteeism.

And then eight parameters of work environment has been attempted -My

working Life, balances with my family life, Bank is a harmonious place to work,

Workers and Management get along in this bank ,The physical working conditions

are pleasant, Bank offers a lot of security, I am proud to tell others that I am part of

this bank ,I really care about the fate of the bank and I am willing to put in a great

deal more effort than normally expected to help this bank be successful.

Moreover communication networks have analyzed into five parameters -My

bank keeps employees well informed on matters important to them, Sufficient effort is

made to consider the thoughts and responses of people who work here,

Communications across all levels in this bank tend to be good, There is trust between

employees and supervisors and Teamwork is valued in the bank.

Than after training and career development and leadership practices fallows

total six elements such as under training and career development-People are properly

oriented and trained upon joining this bank, Bank provide regular opportunities for

personal and career development and Bank takes up development activities to help

and employee identify / improve abilities, goals, strength and weakness. next

183

leadership practices-The leadership practices in this bank enhance my satisfaction

with my job, The Bank leadership practices are consistent with my personal values

and The bank leadership practices make a positive contribution to the overall

effectiveness of the bank.

Mean whilework culture analyzes three elements- I feel that my personal

values are a good fit with this bank culture, My bank has the same values as I do with

regard to concern for others and My bank has the same values as I do with regard to

honesty .Finally remuneration and recognition fallows five parameters Employees are

given positive recognition when they produce high quality work, My bank pays well

,My bank offers a good benefits package compare to other bank, My bank values

individual excellence over work and My bank offers good opportunities for

promotion.

BANK PERFORMANCE

The bank has remained emerging abilities and skills of its employee’s

particularly in the core and thrust areas like credit, foreign exchange, information

technology etc., through in house and external training. Apart from this, the Bank is

undergoing a business process reengineering.

TABLE-6.1: INDICATORS OF BANK PERFORMANCE-GENDER

STATEMENTS

GENDER C.W.SCORE

FEMALE MALE

Competitive Advantage 1.0 1.79 0.89

Increased Revenue 1.0 1.85 1.42

Build better products 1.14 2.0 1.57

Build customer

relationship/loyalty

1.13 2.0 1.56

Provide better services 1.0 1.69 1.34

Streamline operations 1.0 1.99 1.49

Reduced Costs 1.1 2.0 1.55

Make smarter decisions 1.11 2.0 1.55

Increased productivity 1.06 2.0 1.53

Reduced Absenteeism 1.0 1.54 1.27

AVERAGE 1.05 1.88 1.41

Source: Primary data

The above table reveals the weights given to various performance indicators

by women and men in SBI. Through this table, an attempt is made to assess what

according to male and female employees is most important for performance of the

184

bank. Interestingly, the table shows that while both parties agreed to all the indicators

as important for performance, in most cases like better products, customer loyalty,

reduced costs, smart decisions and increased productivity men strongly agree as being

important indicators while the women agree but not strongly. This shows that though

training given is similar for both male and female, female employees are not as active

as their male counterparts. This reflects general analysis of women being less

aggressive than men. Though women are very committed in work, their priorities

differ. Unless, their work and life is balanced, they cannot as much focus on the

organizational performance. The overall values awarded by female employees are

1.05 while male employees have given 1.88 which is close to strongly agree.

However, employees as a whole agree to all performance indicators which is positive

sign to SBI. It also reflects good training and development process being taken up by

the Bank.

Testing of Hypothesis:

H0: Work - Life Balances do not impact performance of the Bank.

H1: Work - Life Balance impact performance of Bank

TABLE-6.2: GENDER

ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.

Competitive Advantage 71.828 1 71.828 1419.671

.000

26.360 521 .051

98.187 522

Increased Revenue

83.212 1 83.212 2192.410

.000

19.774 521 .038

102.987 522

Build better products

81.788 1 81.788 943.247

.000

45.175 521 .087

126.964 522

Build customer relationship/loyalty

83.940 1 83.940 1033.583

.000

42.312 521 .081

126.252 522

Provide better services

54.395 1 54.395 815.390

.000

34.756 521 .067

89.151 522

185

Streamline operations

111.205 1 111.205 58293.226

0.000

.994 521 .002

112.199 522

Reduced Costs

90.003 1 90.003 1380.071

.000

33.978 521 .065

123.981 522

Makes smarter decisions

87.774 1 87.774 1233.076

.000

37.086 521 .071

124.860 522

Increased productivity

97.441 1 97.441 2182.661

.000

23.259 521 .045

120.700 522

Reduced Absenteeism

33.153 1 33.153 424.384

.000

40.701 521 .078

73.855 522

Source: Primary data & SPSS &*significant statistically at 0.05 level

The above table shows Gender wise analysis of respondents. An attempt has

been made to know whether work life balance impact bank performance of employees

in the respondent organization. The ANOVA test clearly indicates that calculated

values are greater than the table values on various aspects of bank performance at

0.05 significance level. Hence the null hypothesis which states that the bank

performance will not impact work life balance impact has been rejected. Thus

alternate hypothesis which states that bank performance will impact the work life

balance of the employees is accepted.

TABLE 6.3: INDICATORS OF BANK PERFOMANCE- AGE

STATEMENTS

AGE C.W.SCORE

20-

30

30-

40

40-

50

MORE

THAN

50

Competitive Advantage 1.0 1.12 2.0 2.0 1.53

Increased Revenue 1.0 1.2 2.0 1.75 1.48

Build better products 1.02 1.84 1.23 1.6 1.42

Build customer


1.11 1.8 1.97 1.0 1.47

Provide better services 1.1 1.0 1.97 1.8 1.46

Streamline operations 1.06 1.39 2.0 2.0 1.61

186

Reduced Costs 1.2 1.71 2.0 1.8 1.67

Makes smarter decisions 1.0 1.75 1.76 1.43 1.48

Increased productivity 1.14 1.6 2.0 2.0 1.68

Reduced Absenteeism 1.0 1.0 2.0 2.0 1.5

AVERAGE 1.06 1.44 1.89 1.73 1.53


The above table reveals all positive values i.e., from agree to strongly agree

from employees in all age groups. They commonly agree that all elements given are

indicators of performance. When the agreement among age groups is analyze, it can

be seen that the agreement get stronger as the age advances. While the very young

employees just agree to all the indicators, the values gradually increase as age

advances. This can be seen from the averages of responses from various age groups.

The increasing agreement is evident from values 1.06, 1.44, 1.89 and 1.73 among 20-

30, 30-40, 40-50 and above 50 respectively.

It is especially note worthy that the elderly age groups strongly agree that

reduced costs, increased productivity and reduced absenteeism are indicators of

performance. In other words, by strongly agreeing to these elements as performance

indicators they are taking responsibility on to their shoulders as employees are

directly responsible to improve these elements for better performance of Bank. This

table also reveals increased commitment and responsibility among elder age groups

obviously through long association with the organization. SBI has been successful in

improving the morale of employees over years.




187

TABLE-6.4: AGE ANALYSIS

ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.

Competitive Advantage

85.062 3 28.354 1121.203

.000

13.125 519 .025

98.187 522

Increased Revenue

83.195 3 27.732 727.211

.000

19.792 519 .038

102.987 522


110.972 3 36.991 1200.510

.000

15.992 519 .031

126.964 522


107.661 3 35.887 1001.809

.000

18.592 519 .036

126.252 522


87.202 3 29.067 7738.866

0.000

1.949 519 .004

89.151 522


83.607 3 27.869 505.883

.000

28.592 519 .055

112.199 522

Reduced Costs

99.614 3 33.205 707.247

.000

24.367 519 .047

123.981 522


102.360 3 34.120 787.038

.000

22.500 519 .043

124.860 522


92.108 3 30.703 557.320

.000

28.592 519 .055

120.700 522

Reduced Absenteeism

56.083 3 18.694 545.926

.000

17.772 519 .034

73.855 522


The above table shows age wise analysis of respondents. An attempt has been

made to know whether work life balance impact bank performance of employees in

the respondent organization. The ANOVA test clearly indicates that calculated values

are greater than the table values on various aspects of bank performance at 0.05

188

significance level. Hence the null hypothesis which states that the bank performance

will not impact work life balance impact has been rejected. Thus alternate hypothesis

which states that bank performance will impact the work life balance of the

employees is accepted.

TABLE-6.5: INDICATORS OF BANK PERFORMANCE –

DESIGNATIONANALYSIS

STATEMENTS

DESIGNATION

C.W.SCORE CLERKS OFFICERS

Competitive Advantage 1.07 2.0 1.53

Increased Revenue 1.09 2.0 1.54

Build better products 1.27 1.97 1.62

Build customer relationship/loyalty 1.26 1.76 1.51

Provide better services 1.03 2.0 1.51

Streamline operations 1.14 1.21 1.17

Reduced Costs 1.23 2.0 1.61

Makes smarter decisions 1.24 2.0 1.62

Increased productivity 1.2 2.0 1.6

Reduced Absenteeism 1.0 1.88 1.44

AVERAGE 1.15 1.88 1.51


The above table reveals agreement/disagreement levels of employees in

clerical an officers’ cadre to various elements as performance indicators. The average

values awarded by clerical staff and officers’ cadre are 1.15 and 1.88 respectively.

These values show stronger agreement form officers. Officers especially are in strong

agreement to elements like competitive advantage, reduced costs, better products,

increased revenues, smart decisions and increased productivity. This shows their

commitment and accepting responsibility in these areas. Table also reveals their

strong focus on strategic issues. Clarks also agree to all elements being contributory

towards performance of bank.




189

TABLE-6.6: DESIGNATION ANALYSIS

ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.


70.320 1 70.320 1314.687

.000

27.867 521 .053

98.187 522

Increased Revenue

66.778 1 66.778 960.861

.000

36.209 521 .069

102.987 522


42.850 1 42.850 265.412

.000

84.114 521 .161

126.964 522


43.978 1 43.978 278.485

.000

82.275 521 .158

126.252 522


76.552 1 76.552 3165.464

.000

12.600 521 .024

89.151 522


59.308 1 59.308 584.209

.000

52.891 521 .102

112.199 522

Reduced Costs

47.154 1 47.154 319.772

.000

76.827 521 .147

123.981 522


45.986 1 45.986 303.758

.000

78.874 521 .151

124.860 522


51.051 1 51.051 381.875

.000

69.649 521 .134

120.700 522

Reduced Absenteeism

63.280 1 63.280 3117.865

.000

10.574 521 .020

73.855 522

Source: Primary data & SPSS &*significant statistically at 0.05 level.

The above table shows designation wise analysis of respondents. An attempt

has been made to know whether work life balance impact bank performance of

employees in the respondent organization. The ANOVA test clearly indicates that

calculated values are greater than the table values on various aspects of bank

190

performance at 0.05 significance level. Hence the null hypothesis which states that the

bank performance will not impact work life balance impact has been rejected. Thus

alternate hypothesis which states that bank performance will impact the work life


TABLE-6.7: INDICATORS OF BANK PERFORMANCE–AREA

STATEMENTS

AREA

C.W.SCORE URBAN SEMI-

URBAN

RURAL

Competitive Advantage 1.85 1.54 1.21 1.53

Increased Revenue 1.69 1.43 0.06 1.06

Build better products 1.54 1.99 0.12 1.21

Build customer


2.0 2.0 0.14 1.38

Provide better services 1.69 1.94 0.0 1.11

Streamline operations 1.06 2.0 0.0 1.02

Reduced Costs 1.12 2.0 1.02 1.38

Makes smarter decisions 2.0 1.34 1.1 1.89

Increased productivity 2.0 1.24 1.02 1.42

Reduced Absenteeism 2.0 1.01 1.07 1.36

AVERAGE 1.69 1.64 0.57 1.33


When the opinions of employees is analyzed area wise regarding what

elements contribute towards performance of bank, urban, semi-urban and rural area

employees have shown different views. While the agreement is mutual in case of

urban and semi-urban employees, in case of rural employees, agreement is shown in

most cases. But regarding elements like streamlining operations and providing better

services, they are very indecisive. This shows their lack of opinion may be because

of their non exposure in these operations in rural areas. When we take overall

percentages area wise, they are 1.69, 1.64 and 0.57 among urban, semi-urban and

rural area employees. Rural employees are not too conscious about indicators of

performance may be because of limited operations and lack of exposure. Urban

employees feel very strongly about customer relationships, smart decisions, increased

productivity and reduced absenteeism because of the competition they have to face in

urban areas from other nationalized as well as private banks. For semi-urban

191

employees customer relationship/loyalty, streamlining operations and reduced costs

are strong indicators of performance. Rural employees are either indecisive or just

agree to all the elements.




TABLE-6.8: AREA ANALYSIS

ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.


77.850 11 7.077 177.826

.000

20.337 511 .040

98.187 522

Increased Revenue

86.138 11 7.831 237.494

.000

16.849 511 .033

102.987 522


110.096 11 10.009 303.211

.000

16.868 511 .033

126.964 522


109.973 11 9.998 313.816

.000

16.279 511 .032

126.252 522


68.221 11 6.202 151.416

.000

20.930 511 .041

89.151 522


111.210 11 10.110 5227.012

0.000

.988 511 .002

112.199 522

Reduced Costs

111.746 11 10.159 424.272

.000

12.235 511 .024

123.981 522


110.743 11 10.068 364.402

.000

14.118 511 .028

124.860 522

192


117.832 11 10.712 1908.826

0.000

2.868 511 .006

120.700 522

Reduced Absenteeism

64.262 11 5.842 311.189

.000

9.593 511 .019

73.855 522


The above table shows area wise analysis of respondents. An attempt has been

made to know whether work life balance impact bank performance of employees in

the respondent organization. The ANOVA test clearly indicates that calculated values

are greater than the table values on various aspects of bank performance at 0.05



which states that bank performance will impact the work life balance of the

employees is accepted.

WORK ENVIRONMENT

Work environment is to increase commitment significantly; workers must

believe that such work experiences are a result of effective management policies. So

parlaying a constructive culture into increased commitment might depend on how

well managers succeed at getting employees to credit good management for their

positive experiences.

TABLE-6.9: WORK ENVIRONMENT-GENDERANALYSIS

STATEMENTS

GENDER

C.W.

SCORE FEMALE MALE

My working Life balances with my family life 0.62 2.0 1.31

Bank is a harmonious place to work 0.71 2.0 1.35

Workers and Management get along in this bank -1.17 0.4 -0.38

The physical working conditions are pleasant 0.53 2.0 1.26

Bank offers a lot of security -0.29 1.04 0.37

I am proud to tell others that I am part of this bank 0.72 1.56 1.14

I really care about the fate of the bank 0.36 1.0 0.68

I am willing to put in a great deal more effort than

normally expected to help this bank be successful

0.36 1.79 1.07

AVERAGE 0.23 1.47 0.85


193

An attempt is made to analyze the work environment in the opinion of

employees among various demographics. To start with, when views are assessed on

work environment from male and female employees very contradictory results have

evolved. While male employees strongly agree to the statements like work life

balances with family life, bank is harmonious place to work, physical working

conditions are pleasant, and women employees do not think so. For these statements

they have awarded 0.62, 0.0.71, and 0.53 respectively. Especially women employees

being in between indecisive and agree sends alarming signals. This is very clear

message to the authorities that female employees are not able to balance their work

and life. This is only in case of women because men strongly agree that there is a

balance. They do not agree that it is a harmonious place to work and physical

working conditions are pleasant. What is suitable for male employees may not be

suitable for women. Most work places are designed to suit the physique and social

behaviors. Regarding relationships between workers and management, women are

very negative while men are just above being indecisive. In case security also while

men agree, women respond negatively. The overall percentage by female employees

is 0.23 while male employees have given 1.47. Workers and management

relationship yields negative cumulative weighted average showing concern from both

male and female.


H0: Work - Life Balances do not impact performance of the Bank(work environment)

H1: Work - Life Balance impact performance of Bank (work environment)

194

TABLE-6.10: GENDER ANALYSIS

ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.

My working Life, balances with my

family life

212.296 1 212.296 197.517

.000

559.983 521 1.075

772.279 522

Bank is a harmonious place to work

186.437 1 186.437 161.499

.000

601.448 521 1.154

787.885 522

Workers and Management get along

in this bank

281.282 1 281.282 600.534

.000

244.030 521 .468

525.312 522

The physical working conditions are

pleasant

241.668 1 241.668 337.273

.000

373.315 521 .717

614.983 522

Bank offers a lot of security

202.358 1 202.358 432.422

.000

243.810 521 .468

446.168 522

I am proud to tell others that I am

part of this bank

79.442 1 79.442 168.585

.000

245.510 521 .471

324.952 522

I really care about the fate of the

bank

45.806 1 45.806 60.429

.000

394.925 521 .758

440.730 522

I am willing to put in a great deal

more effort than normally expected

to help this bank be successful

231.452 1 231.452 280.723

.000

429.558 521 .824

661.010 522


The above table shows gender wise analysis of respondents. An attempt has

been made to know whether work life balance impact bank performance (working

environment) of employees in the respondent organization. The ANOVA test clearly

indicates that calculated values are greater than the table values on various aspects of

bank performance (working environment) at 0.05 significance level. Hence the null

hypothesis which states that the bank performance (working environment) will not

impact work life balance impact has been rejected. Thus alternate hypothesis which

states that bank performance (working environment) will impact the work life balance

of the employees is accepted.

195

TABLE-6.11: WORK ENVIRONMENT - AGE ANALYSIS

STATEMENTS

AGE

C.W.

SCORE 20-30 30-40 40-50 MORE

THAN 50

My working Life, balances with my family life

0.28 2.0 2.0 2.0 1.57

Bank is a harmonious place to work 0.39 2.0 2.0 2.0 1.59


in this bank

-1.22 -0.97 0.54 1.83 0.18


pleasant

0.35 1.55 2.0 2.0 1.47

Bank offers a lot of security -0.37 0.02 1.18 2.0 0.70

I am proud to tell others that I am part

of this bank

0.65 1.0 1.7 2.0 1.33

I really care about the fate of the bank 0.2 1.0 1.0 1.0 0.8


more effort than normally expected to

help this bank be successful

0.2 1.12 2.0 2.0 1.33

AVERAGE 0.02 0.96 1.55 1.85 1.12


Regarding work environment, employees in different age groups have

different opinions. Eldest age group i.e., above 50 age group shows high satisfaction

levels by strongly agreeing to most of the statements. As we see the younger age

groups, the satisfaction levels are decreasing gradually. While 40-50 age group is

either highly of just satisfied, 30-40 age group is even less satisfied. In fact they are

negative with statements like relationships between employees and management

though they strongly agree to work life balance and harmonious work place. When it

comes to the age group 20-30, they are mostly being just above being indecisive. In

some cases, they are negative like bank offering security and employee, employer

relationships. The elder age group employees assumedly enjoy better work

environment with better cadre over years. But new entrants into the bank are not

satisfied with the environment including job security which may hamper their

satisfaction and performance.


H0: Work - Life Balances do not impact performance of the Bank (work environment)


196


ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.


family life

382.140 3 127.380 169.453

.000

390.139 519 .752

772.279 522


335.593 3 111.864 128.363

.000

452.293 519 .871

787.885 522


in this bank

448.036 3 149.345 1003.043

.000

77.275 519 .149

525.312 522


pleasant

271.534 3 90.511 136.775

.000

343.449 519 .662

614.983 522


291.983 3 97.328 327.614

.000

154.185 519 .297

446.168 522


part of this bank

110.112 3 36.704 88.667

.000

214.840 519 .414

324.952 522


bank

82.452 3 27.484 39.813

.000

358.279 519 .690

440.730 522




281.013 3 93.671 127.936

.000

379.996 519 .732

661.010 522



made to know whether work life balance impact bank performance (working

environment)of employees in the respondent organization. The ANOVA test clearly


bank performance(working environment) at 0.05 significance level. Hence the null





197

TABLE-6.13: WORK ENVIRONMENT–CADRESANALYSIS

STATEMENTS

DESIGNATION C.W.SCORE

CLERICAL

STAFF

OFFICERS

STAFF


family life

0.83 2.0 1.41

Bank is a harmonious place to work 0.9 2.0 1.45

Workers and Management get along in

this bank

-1.1 1.09 -0.05


pleasant

0.75 2.0 1.37

Bank offers a lot of security -0.21 1.51 0.65

I am proud to tell others that I am part

of this bank

0.76 1.92 1.34

I really care about the fate of the bank 0.45 1.0 0.72

I am willing to put in a great deal more

effort than normally expected to help

this bank be successful

0.53 2.0 1.26

AVERAGE 0.36 1.69 1.02


Above table reveals opinions of clerical cadre employees and officers

regarding work environment in SBI. While the officers are mostly satisfied with most

of the conditions by awarding values that vary between strong agreement and very

strong agreement, clerical cadre is not as satisfied. This is clearly because, they do

not enjoy as good facilities and comforts as officers do. The officers are provided

with a chamber with special amenities because of which they have no complaints

regarding work environment which is not the case with Clarks. But regarding

employee employer relationships employees among all categories are dissatisfied

which yielded negative cumulative weighted average values.


H0: Work - Life Balances do not impact performance of the Bank (work environment)


198


ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.


family life

111.225 1 111.225 87.660

.000

661.055 521 1.269

772.279 522


97.677 1 97.677 73.731

.000

690.209 521 1.325

787.885 522


in this bank

397.316 1 397.316 1617.255

.000

127.996 521 .246

525.312 522


pleasant

126.613 1 126.613 135.073

.000

488.370 521 .937

614.983 522


242.711 1 242.711 621.517

.000

203.458 521 .391

446.168 522


part of this bank

108.344 1 108.344 260.597

.000

216.608 521 .416

324.952 522


bank

23.998 1 23.998 30.003

.000

416.732 521 .800

440.730 522




175.910 1 175.910 188.929

.000

485.100 521 .931

661.010 522



has been made to know whether work life balance impact bank performance (working








199

TABLE-6.15: WORK ENVIRONMENTAREAANALYSIS

STATEMENTS

AREA C.W.

SCORE URBAN SEMI-

URBAN

RURAL

My working Life, balances with my family

life

-1.98 0.05 -2.0 -1.31

Bank is a harmonious place to work -0.14 2.0 0.26 0.7

Workers and Management get along in this

bank

1.57 -0.61 0.37 1.03


pleasant

1.03 1.03 0.51 0.85

Bank offers a lot of security 0.14 2.0 0.79 0.04

I am proud to tell others that I am part of this

bank

1.81 2.0 -2.0 0.6

I really care about the fate of the bank 1.4 1.81 0.86 1.35

I am willing to put in a great deal more effort

than normally expected to help this bank be

successful

0.04 1.78 0.5 0.77

AVERAGE 0.28 1.25 -0.08 0.5


The above table reveals opinions of employees in different areas. Strong

agreement is registered only in case of semi-rural employees for the statements like

bank in harmonious place to work, offers job security and they are proud to claim that

they are part of the bank. Notably, among all demographics only semi-rural

employees registered strong agreement to the statement that they are proud to be part

of bank. Urban employees have shown negative opinion regarding balancing work

and life and bank being harmonious place to work. Obviously, the facilities provided

by bank and the practices may be sufficient in semi urban and rural areas. But urban

branches need more care as these employees have to face many hardships of urban

life like heavy traffic, long distances and high cost of living. A very important

observation is that the rural employees also strongly disagree that there is a balance in

their life and work. The cumulative weighted average yielded in this case is negative.

This straight statement yielding negative CWA should mean very aggressive effort

from the bank to rectify the situation. Another statement where rural employees are

negative is that they are proud to claim that they are part of bank.


H0:Work - Life Balances do not impact performance of the Bank (work environment)


200


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.


family life

755.642 11 68.695 2109.865

0.000

16.638 511 .033

772.279 522


752.947 11 68.450 1001.129

0.000

34.938 511 .068

787.885 522


in this bank

491.029 11 44.639 665.375

.000

34.282 511 .067

525.312 522


pleasant

594.788 11 54.072 1368.201

0.000

20.195 511 .040

614.983 522


406.481 11 36.953 475.798

.000

39.687 511 .078

446.168 522


part of this bank

291.809 11 26.528 409.008

.000

33.143 511 .065

324.952 522


bank

426.429 11 38.766 1385.106

0.000

14.302 511 .028

440.730 522




623.959 11 56.724 782.327

0.000

37.051 511 .073

661.010 522



made to know whether work life balance impact bank performance (working








201

COMMUNICATION NETWORKS

Many formal and informal communication mechanisms exist all designed to

foster an environment of open dialogue, shared knowledge and information as well as

a trust in an effective upward, downward ,lateral and cross functional structure.

Regular employee meetings and other updates allow employees to adjust their efforts

to support company objectives. Opportunities for feedback give employees an avenue

to influence their work and company policies. Organizations that carry out effective

communications ensure that their internal communications help their employees make

the connection between positive aspects of their workplace and effective management

policies

TABLE-6.17: COMMUNICATION NETWORKS-GENDERANALYSIS

STATEMENTS

GENDER C.W.SCORE

FEMALE MALE

My bank keeps employees well informed on

matters important to them

-1.38 -0.46 0.92

Sufficient effort is made to consider the

thoughts and responses of people who work

here

0.78 2.0 1.39

Communications across all levels in this

bank tend to be good

-1.37 -0.35 -0.86

There is trust between employees and

supervisors

0.51 2.0 1.25


supervisors

0.63 2.0 1.31

AVERAGE -0.16 1.03 0.80


Communication networks are very important in building up rapport and build

up strong structure and operations. In this regard male employees highly agree to the

statements that there is trust between employees and supervisors and employees’

responses and thoughts are considered. With regard to employees is being well

informed, both male and female give negative responses. Same is the case with

communication among all levels is good. So employees of both genders are very

dissatisfied in this regard. Again the overall percentage given by female employees in

negative showing their dissatisfaction as a whole.the only statement have disagreed

Communications across all levels in this bank tend to be good and ranked -0.86% and

202

all others are agreed My bank keeps employees well informed on matters important to

them, Sufficient effort is made to consider the thoughts and responses of people who

work here, There is trust between employees and supervisors and There is trust

between employees and supervisors and ranked 0.92%,1.39%,1.25% and 1.31%.


H0: Work - Life Balances do not impact performance of the Bank (communication

networks)

H1: Work - Life Balance impact performance of Bank (communication networks)

TABLE-6.18: GENDERANALYSIS

ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.

My bank keeps employees well

informed on matters important to

them

94.801 1 94.801 209.260

.000

236.029 521 .453

330.830 522

Sufficient effort is made to consider

the thoughts and responses of people

who work here

166.043 1 166.043 155.455

.000

556.485 521 1.068

722.528 522

Communications across all levels in

this bank tend to be good

117.030 1 117.030 238.667

.000

255.471 521 .490

372.501 522


supervisors

247.213 1 247.213 309.884

.000

415.632 521 .798

662.845 522


supervisors

208.865 1 208.865 183.529

.000

592.925 521 1.138

801.790 522



been made to know whether work life balance impact bank performance

(communication networks)of employees in the respondent organization. The ANOVA

test clearly indicates that calculated values are greater than the table values on various

aspects of bank performance (communication networks) at 0.05 significance level.

Hence the null hypothesis which states that the bank performance (communication

203

networks) will not impact work life balance impact has been rejected. Thus alternate

hypothesis which states that bank performance (communication networks) will impact

the work life balance of the employees is accepted.

TABLE-6.19: COMMUNICATION NETWORKS-AGE ANALYSIS

STATEMENTS

AGE C.W.SCORE

20-30 30-40 40-50 MORE

THAN

50



them

-1.48 -1.0 -0.88 1.1 -0.56

Sufficient effort is made to

consider the thoughts and

responses of people who work

here

0.48 2.0 2.0 2.0 0.12

Communications across all levels

in this bank tend to be good

-1.46 -1.0 -0.74 1.32 -0.47

There is trust between employees

and supervisors

0.31 1.6 2.0 2.0 1.47


and supervisors

0.29 2.0 2.0 2.0 1.57

AVERAGE -0.37 0.72 0.87 1.68 0.42


Above table reveals opinions regarding communication network among

various age groups. Like in other cases, eldest age group of above 50 is mostly

positive regarding all statements related to communication network may be because

of their position and association with bank. In case of other groups all age groups

disagree that bank keeps them informed on matters important to them. Another

statement yielding negative response is communication among all levels. With

regard to the trust among employees and supervisors and their thought being given

value all age groups agree except youngest group of 20-30. It can be seen the

satisfaction levels increasing from negative to being very positive as age advances.



networks)


204


ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.



them

227.608 3 75.869 381.472

.000

103.222 519 .199

330.830 522



who work here

298.883 3 99.628 122.052

.000

423.645 519 .816

722.528 522



266.021 3 88.674 432.207

.000

106.480 519 .205

372.501 522


supervisors

296.853 3 98.951 140.319

.000

365.992 519 .705

662.845 522


supervisors

375.964 3 125.321 152.743

.000

425.826 519 .820

801.790 522



made to know whether work life balance impact bank performance (communication

networks) of employees in the respondent organization. The ANOVA test clearly


bank performance (communication networks) at 0.05 significance level. Hence the

null hypothesis which states that the bank performance (communication networks)


which states that bank performance (communication networks) will impact the work

life balance of the employees is accepted.

205

TABLE-6.21: COMMUNICATION NETWORKS-CADRE ANALYSIS

STATEMENTS

DESIGNATION

C.W.SCORE

CLERICAL

STAFF

OFFICERS

STAFF


informed on matters important to them

-1.32 -0.13 -0.72

Sufficient effort is made to consider the

thoughts and responses of people who

work here

0.96 2.0 1.48



-1.31 0.04 -0.63


supervisors

0.73 2.0 1.36


supervisors

0.84 2.0 1.42

AVERAGE -0.02 1.18 0.58


Above table shows cadre wise analysis of opinions of employees regarding

communication networks. Again disagreement can be seen regarding information to

the employees on matters of importance. Even officers disagree to this statement

indicating a need to reengineer communication channels. After all being informed is

minimum communication that any employee asks for. Communication at all levels

also has yielded negative response from clerical cadre. The overall percentages given

by clerical cadre is negative while that of officers is agreement. The statement My

bank keeps employees well informed on matters important to them disagreed and

ranked -0.72% .next statement Communications across all levels in this bank tend to

be good also disagreed and ranked -0.63%.next three statements agreed Sufficient

effort is made to consider the thoughts and responses of people who work here, There

is trust between employees and supervisors and There is trust between employees and

supervisors and scored 1.48%,1.36% and 1.42%.



networks)


206


ANOVA

STATEMENTS Sum of

Squares Df

Mean

Square F Sig.



them

115.555 1 115.555 279.661

.000

215.275 521 .413

330.830 522



who work here

86.992 1 86.992 71.315

.000

635.536 521 1.220

722.528 522



152.298 1 152.298 360.338

.000

220.203 521 .423

372.501 522


supervisors

129.518 1 129.518 126.525

.000

533.327 521 1.024

662.845 522


supervisors

109.427 1 109.427 82.343

.000

692.363 521 1.329

801.790 522



has been made to know whether work life balance impact bank performance

(communication networks) of employees in the respondent organization. The

ANOVA test clearly indicates that calculated values are greater than the table values

on various aspects of bank performance (communication networks) at 0.05


(communication networks) will not impact work life balance impact has been

rejected. Thus alternate hypothesis which states that bank performance

(communication networks) will impact the work life balance of the employees is

accepted.

207

TABLE-6.23: COMMUNICATION NETWORKS AREA ANALYSIS

STATEMENTS

AREA


URBAN

RURAL



them

1.86 2.0 -1.66 0.73


the thoughts and responses of

people who work here

2.0 1.1 -1.55 0.51



1.21 1.65 0.15 1.00


and supervisors

1.73 1.0 0.62 1.11


and supervisors

0.16 2.0 0.79 0.98

AVERAGE 1.39 1.55 -0.33 0.86


Area wise opinions of employees are depicted in the above table. Rural

employees are negative regarding information being available and thoughts and

responses are considered. Overall opinions of rural employees are negative. Semi-

urban employees are strongly positive regarding keeping employees informed and

trust between employees and supervisors. Urban employees are highly satisfied

regarding their thoughts and responses are considered. The three statements My bank

keeps employees well informed on matters important to them, Sufficient effort is

made to consider the thoughts and responses of people who work here and There is

trust between employees and supervisors have been agreed and scored 0.73%, 0.51%

and 0.98% .and next two statements are agreed Communications across all levels in

this bank tend to be good and There is trust between employees and supervisors and

scored 1.00% and 1.11%.



networks)


208

TABLE-6.24: AREA ANALYSIS COMMUNICATION NETWORKS

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



them

298.796 11 27.163 433.311

.000

32.033 511 .063

330.830 522



who work here

685.979 11 62.362 871.909

0.000

36.548 511 .072

722.528 522



339.437 11 30.858 476.906

.000

33.064 511 .065

372.501 522


and supervisors

646.369 11 58.761 1822.451

0.000

16.476 511 .032

662.845 522


and supervisors

779.729 11 70.884 1641.947

0.000

22.060 511 .043

801.790 522



made to know whether work life balance impact bank performance (communication

networks) of employees in the respondent organization. The ANOVA test clearly


bank performance (communication networks) at 0.05 significance level. Hence the

null hypothesis which states that the bank performance (communication networks)


which states that bank performance (communication networks) will impact the work

life balance of the employees is accepted.

TRAINING AND CAREER DEVELOPMENT. Training and development and

career development are important factors that drive employees towards better

performance. In this section, opinions of employees regarding training and career

development are analyzed.

209

TABLE-6.25: TRAINING AND CAREER DEVELOPMENT-GENDER

ANALYSIS

STATEMENTS

GENDER C.W.SCORE

FEMALE MALE

People are properly oriented and trained

upon joining this bank

0.72 2.0 1.36

Bank provide regular opportunities for

personal and career development

1.39 2.0 1.69

Bank takes up development activities to

help and employee identify / improve

abilities, goals, strength and weakness

0.65 1.97 1.31

AVERAGE

0.92 1.99 1.45


The above table reveals opinions of male and female employees regarding

training and career development opportunities in SBI. While male employees

strongly agree to all statements, female employees between indecisiveness to

agreement. The overall percentage given by female employees is 0.92 while male

employees gave 1.99 indicating strong agreement. The three statements People are

properly oriented and trained upon joining this bank, Bank provide regular

opportunities for personal and career development and Bank takes up development

activities to help and employee identify / improve abilities, goals, strength and

weakness is strongly agreed and ranked 1.36%,1.69% and 1.31%.


H0: Work - Life Balances do not impact performance of the Bank (training and career

development)

H1: Work - Life Balance impact performance of Bank (training and career

development)

210


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.

People are properly oriented and

trained upon joining this bank

182.423 1 182.423 161.295

.000

589.248 521 1.131

771.671 522

Bank provide regular opportunities

for personal and career development

41.511 1 41.511 54.666

.000

395.621 521 .759

437.132 522

Bank takes up development

activities to help and employee

identify / improve abilities, goals,

strength and weakness

202.928 1 202.928 207.770

.000

508.858 521 .977

711.786 522



been made to know whether work life balance impact bank performance (training and

career development) of employees in the respondent organization. The ANOVA test

clearly indicates that calculated values are greater than the table values on various

aspects of bank performance (training and career development) at 0.05 significance

level. Hence the null hypothesis which states that the bank performance (training and

career development) will not impact work life balance impact has been rejected. Thus

alternate hypothesis which states that bank performance (training and career

development) will impact the work life balance of the employees is accepted.

TABLE-6.27: TRAINING AND CAREER DEVELOPMENT AGE ANALYSIS

STATEMENTS

AGE

C.W.

SCORE 20-30 30-40 40-50 MORE

THAN 50



0.4 2.0 2.0 2.0 1.6


for personal and career

development

1.24 1.96 2.0 1.97 1.79





0.32 2.0 1.79 1.98 1.52

AVERAGE 0.65 1.98 1.93 1.93 1.63


211

Most of the employees among various age groups agree or strongly agree to

all statements regarding training and career development. Only 20-30 age group

range between indecisiveness to agreement. The three statements People are properly

oriented and trained upon joining this bank, Bank provide regular opportunities for

personal and career development and Bank takes up development activities to help

and employee identify / improve abilities, goals, strength and weakness is strongly

agreed and ranked 1.6%,1.79% and 1.52%.



development)

H1 Work - Life Balance impact performance of Bank (training and career

development)


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



328.368 3 109.456 128.146

.000

443.303 519 .854

771.671 522



74.721 3 24.907 35.669

.000

362.411 519 .698

437.132 522





365.277 3 121.759 182.370

.000

346.509 519 .668

711.786 522



made to know whether work life balance impact bank performance (training and






212



TABLE-6.29: TRAINING AND CAREER DEVELOPMENT DESIGNATION

ANALYSIS

STATEMENTS

DESIGNATION

C.W.SCORE CLERICAL

STAFF

OFFICERS

STAFF



0.72 2.0 1.36

Bank provide regular opportunities for

personal and career development

1.39 1.78 1.58

Bank takes up development activities

to help and employee identify /

improve abilities, goals, strength and

weakness

0.65 1.98 1.31

AVERAGE 0.92 1.92


Among officers and clerical staff, officers strongly agree to all statements

followed by clerical cadre who have given an overall percentage of 0.92 which is

close to agreement. The three statements People are properly oriented and trained

upon joining this bank, Bank provide regular opportunities for personal and career

development and Bank takes up development activities to help and employee identify

/ improve abilities, goals, strength and weakness is strongly agreed and ranked

1.36%,1.58% and 1.31%.


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



95.574 1 95.574 73.649

.000

676.097 521 1.298

771.671 522



21.748 1 21.748 27.278

.000

415.384 521 .797

437.132 522





106.317 1 106.317 91.484

.000

605.469 521 1.162

711.786 522


213


has been made to know whether work life balance impact bank performance (training

and career development) of employees in the respondent organization. The ANOVA

test clearly indicates that calculated values are greater than the table values on various








development)


development)

TABLE-6.31: TRAINING AND CAREER DEVELOPMENT AREA ANALYSIS

STATEMENTS

AREA C.W.SCORE

URBAN SEMI-

URBAN

RURAL



1.66 0.0 -0.15 0.5


for personal and career

development

1.1 1.0 1.86 1.32





1.0 1.01 1.21 1.07

AVERAGE 1.25 0.67 0.97 0.96


Above table shows negative opinions by rural employees regarding orientation

and initial training. Training provided to all employees is common in training

college. But rural employees negative response only means that they are not able to

practice their training inputs into their work. Regarding all other statements,

employees of all areas are positive. Semi-urban employees are indecisive regarding

214

orientation. The leadership practices in this bank enhance my satisfaction with my job

statement strongly agreed and scored 1.32% ,next statement Bank takes up

development activities to help and employee identify / improve abilities, goals,

strength and weakness also agreed and scored 1.07% and finally People are properly

oriented and trained upon joining this bank is just agreed and scored 0.5%.



development)


development)


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



734.848 11 66.804 927.056

0.000

36.823 511 .072

771.671 522



411.336 11 37.394 740.756

.000

25.796 511 .050

437.132 522





688.537 11 62.594 1375.805

0.000

23.249 511 .045

711.786 522



made to know whether work life balance impact bank performance (training and








215

LEADERSHIP PRACTICES. Leader is important catalyst in bringing out better

performance from employees. Hence, assessing leadership practices in SBI is an

important factor in assessing performance of bank. In this section, an attempt is made

to analyze opinions of employees among various demographics.

TABLE-6.33: LEADERSHIP PRACTICES-GENDER ANALYSIS

STATEMENTS

GENDER C.W.SCORE

FEMALE MALE

The leadership practices in this bank

enhance my satisfaction with my job

0.72 2.0 1.36

The Bank leadership practices are consistent

with my personal values

-0.26 1.47 0.60

The bank leadership practices make a

positive contribution to the overall

effectiveness

-1.12 0.48 -0.32

AVERAGE -0.22 1.31 0.54


From the above table, it can be seen that the female employees have responded

negatively to statements like leadership practices being consistent with personal

values and leadership practices contribute positively to overall effectiveness. On the

whole, the opinions of women do not agree to leadership practices. The statement The

bank leadership practices make a positive contribution to the overall effectiveness

have negative impact and scored -0.32% .next statement The Bank leadership

practices are consistent with my personal values just agreed by employees and scored

0.60%.and finally the statement The leadership practices in this bank enhance my

satisfaction with my job is strongly agreed and scored 1.36%.


H0: Work - Life Balances do not impact performance of the Bank (leadership

practices)

H1: Work - Life Balance impact performance of Bank (leadership practices)

216


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



183.222 1 183.222 151.114

.000

631.699 521 1.212

814.922 522

The Bank leadership practices are

consistent with my personal values

342.012 1 342.012 751.116

.000

237.231 521 .455

579.243 522



effectiveness of

292.946 1 292.946 595.412

.000

256.335 521 .492

549.281 522



been made to know whether work life balance impact bank performance (leadership

practices) of employees in the respondent organization. The ANOVA test clearly


bank performance (leadership practices) at 0.05 significance level. Hence the null

hypothesis which states that the bank performance (leadership practices) will not


states that bank performance (leadership practices) will impact the work life balance


TABLE-6.35: LEADERSHIP PRACTICES AGE ANALYSIS

STATEMENTS

AGE

C.W.

SCORE 20-30 30-40 40-50

MORE

THAN 50

The leadership practices in this

bank enhance my satisfaction

with my job

0.4 2.0 2.0 2.0 1.6

The Bank leadership practices

are consistent with my personal

values

-0.41 0.58 1.51 1.99 0.91

The bank leadership practices

make a positive contribution to

the overall effectiveness

-1.15 -0.97 0.64 2.0 0.13

AVERAGE -0.38 0.53 1.38 1.99 0.88


217

Leadership practices have yielded strong agreement from eldest age group.

The next elder group has yielded opinions ranging between agree and strongly agree.

However, 30-40 age group disagree to leadership practices contributing to overall

effectiveness. 20-30 age group also opine negatively to this statement. In addition,

they are negative towards leadership practices consistent with their personal values.

On the whole the youngest age group is negative to leadership statements in general.



practices)



ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



329.807 3 109.936 117.614

.000

485.115 519 .935

814.922 522



378.870 3 126.290 327.114

.000

200.373 519 .386

579.243 522

The bank leadership practices make

a positive contribution to the overall

effectiveness of

478.336 3 159.445 1166.423

.000

70.945 519 .137

549.281 522



made to know whether work life balance impact bank performance (leadership








218

TABLE-6.37: LEADERSHIP PRACTICES DESIGNATION ANALYSIS

STATEMENTS

DESIGNATION

C.W.SCORE CLERICAL

STAFF

OFFICERS

STAFF



0.91 2.0 1.45



-0.07 1.77 0.85



effectiveness of

-1.06 1.23 0.08

AVERAGE 0.07 1.66 0.79


The above table depicts positive opinions of officer staff and clerks disagree to

majority of statements. This gap needs to be analyzed by the bank. The statement The

Bank leadership practices are consistent with my personal values is just agreed by the

employees and ranked 0.85%, next statement The bank leadership practices make a

positive contribution to the overall effectiveness of is also just agreed by the

employees and scored 0.08% .and finally the statement The leadership practices in

this bank enhance my satisfaction with my job is strongly agreed and scored 1.45%.



practices)


219


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



95.993 1 95.993 69.565

.000

718.929 521 1.380

814.922 522



279.061 1 279.061 484.342

.000

300.182 521 .576

579.243 522



effectiveness of

431.712 1 431.712 1913.095

.000

117.570 521 .226

549.281 522




(leadership practices) of employees in the respondent organization. The ANOVA test


aspects of bank performance (leadership practices) at 0.05 significance level. Hence

the null hypothesis which states that the bank performance (leadership practices) will

not impact work life balance impact has been rejected. Thus alternate hypothesis

which states that bank performance (leadership practices) will impact the work life


TABLE-6.39: LEADERSHIP PRACTICES AREA ANALYSIS

STATEMENTS

AREA

C.W.SCORE

URBAN SEMI-

URBAN

RURAL

The leadership practices in this

bank enhance my satisfaction with

my job

1.48 1.33 1.71 1.5



0.93 1.69 1.41 1.34

The bank leadership practices

make a positive contribution to the

overall effectiveness

1.4 -0.42 1.78 0.92

AVERAGE 1.27 0.86 1.63 1.25


220

From the above table it can be seen that among employees from all areas

exhibit positive opinions from agree to strongly agree regarding all statements except

in case one statement. Semi-urban employees have opined negatively to leadership.

From the above table it can be seen that among employees from all areas

exhibit positive opinions from agree to strongly agree regarding all statements except

in case one statement. Semi-urban employees have opined negatively to leadership

practices making a positive contribution to overall effectiveness. The statement The

bank leadership practices make a positive contribution to the overall effectiveness just

agreed by the employees and scored 0.92% and other two statements The leadership

practices in this bank enhance my satisfaction with my job and The Bank leadership

practices are consistent with my personal values have been scored 1.5% and 1.34%.



practices)


Practices making a positive contribution to overall effectiveness.


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



777.429 11 70.675 963.254

0.000

37.493 511 .073

814.922 522



573.696 11 52.154 4804.716

0.000

5.547 511 .011

579.243 522



effectiveness of

502.202 11 45.655 495.545

.000

47.079 511 .092

549.281 522



made to know whether work life balance impact bank performance (leadership

221








WORK CULTURE. Work culture and individual culture are two things that sync

positively for better individual performance and thereby organizational performance.

This section analyses the opinions of employees among various demographics with

regard to work culture.

TABLE-6.41: WORK-CULTURE-GENDER ANALYSIS

STATEMENTS

GENDER C.W.

SCORE FEMALE MALE

I feel that my personal values are a good fit with

this bank culture

0.68 2.0 1.34

My bank has the same values as I do with regard to

concern for others

0.7 1.96 1.33

My bank has the same values as I do with regard to

honesty

0.69 2.0 1.34

AVERAGE 0.69 1.98 1.33


The above table shows opinions of male and female employees regarding

work culture. Male employee strongly agree to all the statements while female

employees though on positive side are showing near agreement. Women are

generally very culture bound and do not compromise much. This could be reason for

them to be showing just near agreement. On the whole, the CWAs show agreement

with values above 1.All the three statements I feel that my personal values are a good

fit with this bank culture, My bank has the same values as I do with regard to concern

for others and My bank has the same values as I do with regard to honesty have been

strongly agreed by the employees and scored 1.34%, 1.33% and 1.34%.


H0: Work - Life Balances do not impact performance of the Bank (work culture)

H1: Work - Life Balance impact performance of Bank (work culture)

222


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.

I feel that my personal values are a

good fit with this bank culture

195.420 1 195.420 157.656

.000

645.799 521 1.240

841.220 522

My bank has the same values as I do

with regard to concern for others

189.679 1 189.679 168.897

.000

585.109 521 1.123

774.788 522


with regard to honesty

190.494 1 190.494 164.997

.000

601.510 521 1.155

792.004 522



been made to know whether work life balance impact bank performance (work

culture) of employees in the respondent organization. The ANOVA test clearly


bank performance (work culture) at 0.05 significance level. Hence the null hypothesis

which states that the bank performance (work culture) will not impact work life

balance impact has been rejected. Thus alternate hypothesis which states that bank

performance (work culture) will impact the work life balance of the employees is

accepted.

TABLE-6.43: WORK-CULTURE AGE ANALYSIS

STATEMENTS

AGE

C.W.SCORE 20-30 30-40 40-50

MORE

THAN

50

I feel that my personal values

are a good fit with this bank

culture

0.35 2.0 1.98 2.0 1.58

My bank has the same values

as I do with regard to concern

for others

0.37 1.89 2.0 1.99 1.56

My bank has the same values

as I do with regard to honesty

0.37 2.0 2.0 2.0 1.59

AVERAGE 0.36 1.96 1.99 1.99 1.57


223

Age wise analysis of work culture is shown in the above table. It is seen from

table three elder groups show strong concurrence to sync between work culture and

individual culture. Only the youngest age group 20-30 falls between indecisiveness

and agreement. CWA values for all statements are around 1.5 showing agreement.

All the three statements I feel that my personal values are a good fit with this bank

culture,My bank has the same values as I do with regard to concern for others and My

bank has the same values as I do with regard to honesty have been strongly agreed by

the employees and scored 1.58%,1.56% and 1.59%.





ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



351.763 3 117.254 124.332

.000

489.456 519 .943

841.220 522



341.429 3 113.810 136.301

.000

433.359 519 .835

774.788 522



342.896 3 114.299 132.086

.000

449.108 519 .865

792.004 522



made to know whether work life balance impact bank performance (work culture) of



performance (work culture) at 0.05 significance level. Hence the null hypothesis




accepted.

224

TABLE-6.45: WORK-CULTURE DESIGNATION ANALYSIS

STATEMENTS

DESIGNATION

C.W.SCORE CLERICAL

STAFF

OFFICERS

STAFF

I feel that my personal values are a good

fit with this bank culture

0.87 2.0 1.43



0.89 1.99 1.44



0.89 2.0 1.44

AVERAGE 0.88 1.99 1.43


Officers totally agree to all statements regarding work culture and individual

coordination. Clerical staff shows slightly less agreement. However, they are very

near to agree with average values near 0.90. All CWA values are near 1.5. The

statement I feel that my personal values are a good fit with this bank culture is

strongly agreed by the employees and scored 1.43%.The other statement My bank has

the same values as I do with regard to concern for others and My bank has the same

values as I do with regard to honesty have been strongly agreed ranked same 1.44%

and 1.44%.





ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



102.383 1 102.383 72.197

.000

738.836 521 1.418

841.220 522



99.375 1 99.375 76.656

.000

675.412 521 1.296

774.788 522



99.802 1 99.802 75.118

.000

692.201 521 1.329

792.004 522


225


has been made to know whether work life balance impact bank performance (work

culture) of employees in the respondent organization. The ANOVA test clearly


bank performance (work culture) at 0.05 significance level. Hence the null hypothesis




accepted.

TABLE-6.47: WORK-CULTURE AREA ANALYSIS

STATEMENTS AREA C.W.

SCORE URBAN SEMI-

URBAN

RURAL

I feel that my personal values are a good

fit with this bank culture

1.21 -1.1 1.0 0.37

My bank has the same values as I do with

regard to concern for others

-0.88 -1.0 1.1 -0.26

My bank has the same values as I do with

regard to honesty

-1.65 0.68 0.46 -0.17

AVERAGE -0.44 -0.47 0.85 -0.02


The above table shows opinions of employees across areas regarding work

culture. Interestingly the urban employees show negative values for statements- bank

having similar values as they are regarding concern to others and honesty. Semi-

urban employees also show negative values to two statements. The non-agreement by

majority of employees is seen from negative CWA values. Rural employees on the

other hand show agreement for all the statements. Here the statement My bank has the

same values as I do with regard to concern for others have negative impact and scored

-0.26%, than after statement My bank has the same values as I do with regard to

honesty also disagreed and scored only -0.17%.only one statement have been agreed I

feel that my personal values are a good fit with this bank culture and ranked 0.37%.




226


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.



805.190 11 73.199 1038.173

0.000

36.029 511 .071

841.220 522



742.000 11 67.455 1051.277

0.000

32.788 511 .064

774.788 522



759.978 11 69.089 1102.388

0.000

32.025 511 .063

792.004 522



made to know whether work life balance impact bank performance (work culture) of



performance (work culture) at 0.05 significance level. Hence the null hypothesis




accepted.

REMUNARATION AND RECOGNITION. Remuneration and recognition are

very important factors for motivating any employee. Highly motivate employees

bring in their own balance in work and life. As such remuneration indirectly

influences WLB. Also, remuneration and recognition can have a direct impact on

individual performance thereby effecting bank performance. This section analyses

the opinions of employees among various demographics regarding remuneration

related issues.

227

TABLE-6.49: REMUNERATION AND RECOGNITION-GENDER ANALYSIS

STATEMENTS GENDER C.W.SCORE

FEMALE MALE

Employees are given positive recognition

when they produce high quality work

-1.73 0.39 -0.67

My bank pays well. 0.73 2.0 1.36

My bank offers a good benefits package

compare to other bank

-0.06 1.14 0.54

My bank values individual excellence over

work

0.27 1.81 1.04

My bank offers good opportunities for

promotion.

0.69 2.0 1.34

AVERAGE -0.02 1.46 0.72


From the above table it can be observed that female employees disagree with

the statements of positive recognition being given and bank offering comparatively

good benefits package. For rest of statements their response falls between

indecisiveness and agreement. For none of the statements have they given complete

agreement. Male employees however agree or strongly agree to all remuneration

issues. They are also negative regarding positive recognition from bank. The

statement Employees are given positive recognition when they produce high quality

work has given -0.67%.Next statement My bank offers a good benefits package

compare to other bank have been agreed with 0.54%.And all other statements are

strongly agreed and employees are satisfied with that elements.


H0: Work - Life Balances do not impact performance of the Bank (remuneration and

recognition)

H1: Work - Life Balance impact performance of Bank (remuneration and recognition)

228


ANOVA

STATEMENTS

Sum of

Squares df

Mean

Square F Sig.

Employees are given positive

recognition when they produce high

quality work

507.305 1 507.305 952.958

.000

277.353 521 .532

784.658 522

My bank pays well.

180.036 1 180.036 160.104

.000

585.861 521 1.124

765.897 522

My bank offers a good benefits

package compare to other bank

164.930 1 164.930 232.231

.000

370.014 521 .710

534.945 522

My bank values individual

excellence over work

264.359 1 264.359 331.655

.000

415.285 521 .797

679.644 522

My bank offers good opportunities

for promotion

191.311 1 191.311 153.839

.000

647.905 521 1.244

839.216 522



been made to know whether work life balance impact bank performance

(remuneration and recognition) of employees in the respondent organization. The


on various aspects of bank performance (remuneration and recognition) at 0.05


(remuneration and recognition) will not impact work life balance impact has been

rejected. Thus alternate hypothesis which states that bank performance (remuneration

and recognition) will impact the work life balance of the employees is accepted.

229

TABLE-6.51: REMUNERATION AND RECOGNITION AGE ANALYSIS

STATEMENTS

AGE

C.W.SCORE 20-30 30-40

40-50 MORE

THAN

50


recognition when they produce

high quality work

-1.91 -1.0 0.5 1.94 -0.11

My bank pays well. 0.41 2.0 2.0 2.0 1.60



-0.33 1.0 1.0 1.64 0.82



0.09 1.14 2.0 2.0 1.30

My bank offers good

opportunities for promotion.

0.36 2.0 2.0 2.0 1.56

AVERAGE -0.27 1.02 1.5 1.91 1.03


Similar opinion distribution is exhibited by different age group employees as

in earlier cases. While the elder age groups agree or strongly agree to all the

remuneration related issue. 30-40 age group are not satisfied with positive

recognition and give -1.0. The youngest age group either do not agree or indecisive to

all the statements. In the statement Employees are given positive recognition when

they produce high quality work are not agreed and rated -0.11%.Meanwhile My bank

offers a good benefits package compare to other bank statement also just agreed by

employees and ranked 0.82%.and all other statement are agreed and ranked positively.



recognition)


230


ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.

Employees are given positive recognition

when they produce high quality work

739.026 3 246.342 2801.810

0.000

45.632 519 .088

784.658 522

My bank pays well.

324.071 3 108.024 126.892

.000

441.826 519 .851

765.897 522

My bank offers a good benefits package

compare to other bank

278.958 3 92.986 188.525

.000

255.986 519 .493

534.945 522

My bank values individual excellence

over work

321.784 3 107.261 155.560

.000

357.860 519 .690

679.644 522

My bank offers good opportunities for promotion

344.366 3 114.789 120.391

.000

494.850 519 .953

839.216 522



made to know whether work life balance impact bank performance (remuneration and

recognition)of employees in the respondent organization. The ANOVA test clearly


bank performance (remuneration and recognition) at 0.05 significance level. Hence

the null hypothesis which states that the bank performance (remuneration and

recognition) will not impact work life balance impact has been rejected. Thus

alternate hypothesis which states that bank performance (remuneration and

recognition) will impact the work life balance of the employees is accepted.

231

TABLE-6.53: REMUNERATION AND RECOGNITION DESIAGNATION

ANALYSIS

STATEMENTS

DESIGNATION

C.W.SCORE CLERICAL

STAFF

OFFICERS

STAFF



quality work

-1.59 1.11 -0.24

My bank pays well. 0.92 2.0 1.46



0.09 1.23 0.66

My bank values individual excellence

over work

0.46 2.0 1.23

My bank offers good opportunities for

promotion.

0.89 2.0 1.44

AVERAGE 0.15 1.66 0.91


Among officers and clerical staff, officers are positive and strongly agree to

most of the statements. Clerical staff are negative or indecisive in most of the cases.

Only regarding bank paying well are they are the clerks near to agreement.

HereEmployees are given positive recognition when they produce high quality work

statement disagreed and ranked -0.24 %.Than after statement my bank offers a good

benefits package compare to other bank have been just agreed and ranked 0.66% only.

Employees are satisfied with three statements My bank pays well, My bank values

individual excellence over work and My bank offers good opportunities for

promotion. And scored 1.46%,1.23% and 1.44%.



recognition)


232


ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.



quality work

598.005 1 598.005 1669.203

.000

186.652 521 .358

784.658 522

My bank pays well.

94.323 1 94.323 73.175

.000

671.573 521 1.289

765.897 522



106.439 1 106.439 129.414

.000

428.506 521 .822

534.945 522



192.751 1 192.751 206.253

.000

486.893 521 .935

679.644 522


for promotion

100.230 1 100.230 70.664

.000

738.986 521 1.418

839.216 522




(remuneration and recognition) of employees in the respondent organization. The


on various aspects of bank performance (remuneration and recognition) at 0.05


(remuneration and recognition) will not impact work life balance impact has been

rejected. Thus alternate hypothesis which states that bank performance (remuneration

and recognition) will impact the work life balance of the employees is accepted.

233

TABLE-6.55: REMUNERATION AND RECOGNITION

STATEMENTS

AREA


URBAN

RURAL


recognition when they produce

high quality work

-1.55 0.51 0.16 -0.29

My bank pays well. 1.86 0.62 0.2 0.89



2.0 0.79 1.78 1.52



2.0 -2.0 2.0 0.66


for promotion.

0.88 0.86 2.0 1.24

AVERAGE 1.03 0.15 1.22 0.8


Above table shows employee opinions regarding remuneration across areas.

One statement where there is total contradiction is regarding bank valuing individual

excellence over work. For this statement, urban and rural employees strongly agree

while semi-urban employees totally disagree. Fo the remaining statements, all area

employees given values near agree or totally agree. The CWA scores are negative

regarding recognition.



recognition)


234


ANOVA

STATEMENTS Sum of

Squares df

Mean

Square F Sig.



quality work

749.208 11 68.110 981.799

0.000

35.449 511 .069

784.658 522

My bank pays well.

733.023 11 66.638 1035.852

0.000

32.874 511 .064

765.897 522



509.743 11 46.340 939.619

0.000

25.202 511 .049

534.945 522



649.146 11 59.013 988.755

0.000

30.499 511 .060

679.644 522


for promotion

811.520 11 73.775 1361.139

0.000

27.696 511 .054

839.216 522



made to know whether work life balance impact bank performance (remuneration and

recognition) of employees in the respondent organization. The ANOVA test clearly


bank performance (remuneration and recognition) at 0.05 significance level. Hence

the null hypothesis which states that the bank performance (remuneration and

recognition) will not impact work life balance impact has been rejected. Thus

alternate hypothesis which states that bank performance (remuneration and

recognition) will impact the work life balance of the employees is accepted.

235

CONCLUSION

Organizational behavior and human resource management has shown that an

organization’s commitment to its employees tends, in turn, to create a more

commitment and responsible workforce. Therefore, it appears that the

person/environment – fit suggestion assumes that, as employees amass positive work

experiences, affective commitment rises accordingly. Performance related issues have

been examined in this chapter.

HYPOTHESIS

From the above observations in work life balance it is proved that there is a

significant impact on bank performance among rayalaseema region state bank

employees.

236

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Documents

CHAPTER -VI IMPACT OF WLB- PERFORMANCE OF SBIshodhganga.inflibnet.ac.in/bitstream/10603/107366/14/14_chapter6.… · THE IMPACT OF WLB ON PERFORMANCE OF BANK Employees want good training