Professional Documents
Culture Documents
CHAPTER - 4
4.1 INTROUCTION
In this chapter, the analysis of the results of the survey is presented.
VARIABLE Age
RESULT
Gender
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Trust
Authenticity
Proaction
Autonomy
Collaboration
Experimenta tion
16.90 2.090 13.20 2.235 15.05 2.843
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:
high 17 16 16 14 18 16 17 16
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
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
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
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
54.033 62.850
58 59
.932
Between Groups
308.267
308.267
20.734
.000
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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Openness
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
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)
Experimentation
10
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