CHAPTER 4 ......................................................................

INTERPRETATION AND ANALYSIS

CHAPTER - 4

4.1 INTROUCTION
In this chapter, the analysis of the results of the survey is presented.

4.2 RESULTS OF THE SURVEY

4.2.1 Demographic Summary

VARIABLE Age

RESULT

Median Range 20-30 years, modal range 20-30 years

Gender

42.60% female and 57.40% male

Educational Qualification Level in Organization Sector

30% Graduate and 70% Postgraduate

33% from Middle level and 67 from Lower level management.

50% from both public and 50% from private sector

Table 3: Demographic Summary

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4.2.2 Descriptive Analysis

The table below shows the mean and standard deviation of the different parameters of culture for both the sectors i.e. Private as well as Public sector banks.

Openness Confrontation Sector

Trust

Authenticity

Proaction

Autonomy

Collaboration

Experimenta tion
16.90 2.090 13.20 2.235 15.05 2.843

Private Mean Sector Std. Deviation Public Mean

16.47 1.548 12.90 1.749 14.68 2.432

15.90 1.322 12.90 1.729 14.40 2.149

15.33 1.900 12.00 1.819 13.67 2.495

14.20 1.937 12.17 2.547 13.18 2.467

15.27 2.258 14.77 2.344 15.02 2.296

15.83 1.802 11.50 1.925 13.67 2.862

16.40 1.886 13.50 1.871 14.95 2.368

Sector Std. Deviation Total Mean

Std. Deviation

Table 4: Mean and Standard Deviation of 8 parameters of culture

To compare the culture of Private and Public sector banks on 8 parameters of measuring culture, we need to compare the means of all the parameters, which is shown in Figure 6 (next page). This figure shows the average means of the eight dimensions of organizational culture as perceived by the employees of public and private sector banks. When we compare the scores of Public Sector & Private Sector Banks with tentative norms of OCTAPACE profile, the results show that Private sector Banks have scored higher than the Private Sector Banks for all of the eight core values of culture for their organization. The Private sector banks have scored high for eight of the eight core values of the organizational culture. But in case of Proaction, banks in both the sectors are at similar levels and have scored moderately well.

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On the other hand, the average responses for Public sector banks are in a low to medium range for all the eight dimensions. The dimensions on which it has scored low are confrontation, trust, openness, autonomy and experimentation, while the dimensions for which the public sector banks have scored moderately are pro-action and collaboration. The standard deviations were quite high, indicating the dispersion in a widely-spread distribution.

20

15
10 5
Confro Collabo Authent Experi

Private Sector

Public Sector

Trust

Figure 6: Sector wise comparison of average means of eight dimensions of organizational culture

Autonomy

Openness

Proaction

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The table below shows the range of scores across the eight factors affecting culture and higher scores are more desirable across all parameters:

low Openness Confrontation Trust Authenticity Pro-action Autonomy Collaboration Experimenting 13 10 10 10 12 11 13 11

high 17 16 16 14 18 16 17 16

Tentative norms for OCTAPACE profile

Also, OneWay Anova Test was applied to test if there was a significant difference between the two types of Banks for all the eight core values of organizational culture. An overall test of the null hypothesis of no differences in means for all variables showed significant differences between these two categories of banks. The results show that there were significant differences between the public and private sector banks for all of the eight parameters of organizational culture except one, i.e. Pro-action, where banks in both the sectors i.e. Private as well as Public sector are at similar scores.

Significant difference and value of F for different parameters of culture are: Openness (F=69.97, p<0.01), Confrontation (F=56.99, p<0.01), Trust (F=48.17, p<0.01), Authenticity (F=12.12, p<0.01), Pro-action (F=.708, p<0.5), Autonomy (F=81, p<0.01), Collaboration (F=35.74, p<0.01) and Experimentation (F=43.87, p<0.01).

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ANOVA
Sum of Squares Openness Between Groups Within Groups Total Confrontation Between Groups Within Groups Total Trust Between Groups Within Groups Total Authenticity Between Groups Within Groups Total Proaction Between Groups Within Groups Total Autonomy Between Groups Within Groups Total Collaboration Between Groups Within Groups Total Experimentation Between Groups Within Groups Total 190.817 158.167 348.983 135.000 137.400 272.400 166.667 200.667 367.333 62.017 296.967 358.983 3.750 307.233 310.983 281.667 201.667 483.333 126.150 204.700 330.850 205.350 271.500 476.850 df 1 58 59 1 58 59 1 58 59 1 58 59 1 58 59 1 58 59 1 58 59 1 58 59 205.350 4.681 43.869 .000 126.150 3.529 35.744 .000 281.667 3.477 81.008 .000 3.750 5.297 .708 .404 62.017 5.120 12.112 .001 166.667 3.460 48.173 .000 135.000 2.369 56.987 .000 Mean Square 190.817 2.727 F 69.973 Sig. .000

Table 5: One-Way Anova Test: Comparison of Organisational Culture in Private and Public sector banks

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The table below shows the mean and standard deviation of the different indexes of Employee engagement for both the sectors i.e. Private as well as Public sector banks:

Sector Private Mean Sector Public Sector Total Std. Deviation Mean Std. Deviation Mean Std. Deviation

Basic Needs 6.40 .855 6.13 .819 6.27 .841

Management Support 12.20 1.648 10.20 1.972 11.20 2.065

Teamwork 12.03 1.829 10.53 2.161 11.28 2.124

Overall Growth 5.93 .868 5.17 1.053 5.55 1.032

Overall Engagement Level 36.57 3.607 32.03 4.089 34.30 4.454

Table 6: Mean and Standard Deviation of 5 parameters of Employee engagement

When we compare the scores of Public Sector & Private Sector Banks with tentative norms of employee Engagement profile, the results show that Private sector Banks have scored higher than the Private Sector Banks for all of the four indexes of employee Engagement and hence have scored higher in overall Engagement level of employees (Figure 7). The Private sector banks have scored high for two of the four indexes of employee engagement. These two indexes are Basic needs and Overall growths. It has scored medium on two indexes i.e. Management support & Teamwork. On the other hand, the average responses for Public sector banks are in a medium range for all the indexes except one index i.e. Index of Management Support on which they have scored low.

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40 35 30 25 20 15 10 5 0
Basic Needs Management Support Overall Engagement Level Overall Growth Teamwork

Private Sector Public Sector

Figure 7: Sector wise comparison of average means of Four Indexes of Employee engagement

OneWay Anova Test was also applied to test if there was a significant difference between the two Banking sectors for all the four indexes of employee engagement. An overall test of the null hypothesis of no differences in means for all variables showed significant differences between these two categories of banks. The results show that there were significant differences between the public and private sector banks in three indexes of employee engagement: Index of Management Support (F=18.16, p<0.01), Index of Team Work (F=8.42, p<0.05), Index of Overall Growth (F=9.46, p<0.05) but in case of Index of Basic needs, banks in both the sectors are at similar level. So for Index of Basic needs (F=1.521, p<0.25).

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ANOVA

Sum of Squares

df

Mean Square

Sig.

Basic Needs

Between Groups

1.067

1.067

1.521

.222

Within Groups Total

40.667 41.733

58 59

.701

Management Support

Between Groups

60.000

60.000

18.163

.000

Within Groups

191.600

58

3.303

Total

251.600

59

Teamwork

Between Groups

33.750

33.750

8.422

.005

Within Groups

232.433

58

4.007

Total

266.183

59

Overall Growth

Between Groups

8.817

8.817

9.464

.003

Within Groups Total

54.033 62.850

58 59

.932

Overall Engagement Level

Between Groups

308.267

308.267

20.734

.000

Within Groups Total

862.333 1170.600

58 59

14.868

Table 7: One-Way Anova Test: Comparison of Engagement Level in Private and Public sector banks

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4.2.3 Correlation Analysis: Relationships between the variables of Organizational Culture and Employee Engagement
The Pearson correlation coefficient is a measure of linear association between two variables. The absolute value of the correlation coefficient indicates the strength, with larger absolute values indicating stronger relationships. When we correlate the eight different parameters of Organizational culture and Employee engagement, we find that they are positively correlated. Some parameters of organizational culture are moderately correlated and some are weakly correlated, but all the parameters are correlated and the correlation is positive. This correlation matrix has been shown in Table 8 (next page), which indicates that all the dimensions of organizational culture were positively and moderately correlated with dimensions of employees' engagement. There were moderately positive relationships between Openness and index of Management support (r = 0.438, p < 0.01), Confrontation and Team work (r = 0.383, p < 0.01), openness and Teamwork (r = 0.349, p < 0.01), Confrontation and Management support (r = 0.452, p < 0.01), collaboration and Management support (r = 0.411, p < 0.01) and between experimentation and Management support (r = .397, p < 0.01). The weakest correlation was for openness and Basic needs (r = 0.141, p < 0.01), Trust and Basic needs (r = 0.108, p < 0.05), Collaboration and Overall growth (r = 0.136, p < 0.05), Proaction and Overall Growth (r = 0.075, p < 0.01) and between Confrontation and Overall growth (r = 0.205, p < 0.01). There are certain other parameters which are positively correlated and are shown in Table 9 on next page. Thus, the findings show that the organizational culture has a positive impact on the employee Engagement.

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Correlation of Organisational Culture Dimensions and Employee Engagement Dimensions

Basic Need Management Support Teamwork Overall Growth Overall Engagement Level .456(**) 0.000 .481(**) 0.000 .436(**) 0.000 .455(**) 0.000 60 .465(**) 0.000

Openness

Pearson Correlation Sig. (2-tailed)

0.141 0.281 0.221 0.089 0.108 0.413 0.197 0.132 60 .296(*) 0.022

.438(**) 0.000 .452(**) 0.000 .424(**) 0.001 .409(**) 0.001 60 .389(**) 0.002

.349(**) 0.006 .383(**) 0.003 .322(*) 0.012 .323(*) 0.012 60 .444(**) 0.000

.260(*) 0.045 0.205 0.116 .283(*) 0.028 .319(*) 0.013 60 0.075 0.570

Confrontation

Pearson Correlation

Sig. (2-tailed) Trust Pearson Correlation Sig. (2-tailed) Authenticity Pearson Correlation

Sig. (2-tailed) N Proaction Pearson Correlation Sig. (2-tailed)

Autonomy

Pearson Correlation

0.221

.379(**)

.331(**)

0.230

.428(**)

Sig. (2-tailed)

0.090

0.003

0.010

0.078

0.001

Collaboration

Pearson Correlation

.296(*)

.411(**)

.384(**)

0.136

.461(**)

Sig. (2-tailed)

0.022 0.250 0.055

0.001 .397(**) 0.002

0.002 .290(*) 0.025

0.299 .268(*) 0.039

0.000 .431(**) 0.001

Experimentation

Pearson Correlation Sig. (2-tailed)

Table 8: Correlation of Organizational Culture Dimensions and Employee Engagement Dimensions

**. Correlation is significant at the 0.01 level (2-tailed).

*. Correlation is significant at the 0.05 level (2-tailed).

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4.2.4 Hypothesis Testing

The results of the survey provided the following conclusions relating to the hypothesis stated earlier in this report. Hypothesis 1: Private sector banks would manifest a better organizational culture than public sector banks. Results in Figure 6 had shown that Private sector Banks have scored higher than the Private Sector Banks for all of the eight core values of culture for their organization. And even the Table 5 shows that there were statistically significant differences between the two types of banks. Thus, Hypothesis 1 is accepted. Hypothesis 2: Private sector banks would have a higher level of employee Engagement than public sector banks. Results in Figure 7 had shown that Private sector Banks have scored higher than the Private Sector Banks for all of the four indexes of employee engagement. And even the Table 7 shows that there were statistically significant differences between the two types of banks. Thus, Hypothesis 2 is accepted. Hypothesis 3: The strong organizational culture is positively correlated with the high Engagement level of the employees. The correlation shown in Table 8 suggest that in general, there were positive and significant correlation between all the eight core values of organizational culture and four indexes of employee engagement. Hence, results from this study support Hypothesis 3.

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