Professional Documents
Culture Documents
Eagly, Karau, Miner, and Johnson (1994) conducted a meta-analysis of the motivation to manage
issue that spanned 30 years. Their study compared male and female motivation to manage
research that used the Miner Sentence Completion Scale as it related to gender in hierarchic
organizations. The study emphasized that it is critical to understand the hierarchy of traditional
business organization and the power that administrators have over subordinates. Since the top
administrative positions are predominately male, managerial roles have traditionally been
defined from a masculine viewpoint.
Eagly et al. (1994) pointed out that a masculine-oriented managerial role description was a
barrier to females wanting to assume such a role. He alluded to several other theorists, including
Bass (as cited in Eagly et al., 1994), who expressed concern that women would encounter role
conflicts. Heilman (as cited in Eagly et al., 1994) stated that a lack of fit would be perceived to
exist between womens attributes and the requirements of the managerial role. Motivation
continued to be considered a key to attaining management levels Alderfer (1969). Researchers
are still studying whether there are gender differences in motivation; hence an attempt has been
made to study difference in motivation due to gender.
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Table No 4.1. Gender Distribution
Banks Total
Gender SBI ICICI
Male 106 71 177
70.7% 47.3% 59.0%
Female 44 79 123
29.3% 52.7% 41.0%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
The above analysis shows that 70.7 percent and 29.3 percent of the respondents were male and
female in SBI bank. The respondents in ICICI bank comprise more of female with 52.7 percent
and male 47.3 percent. The study has been administered by considering both the genders to be
important.
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46 Years and above 45 3 48
30.0% 2.0% 16.0%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
Mean 35.7967
Mode 29.00
Std. Deviation 9.36059
Minimum 20.00
Maximum 58.00
Findings showed that of all respondents in SBI, more than 34.7 percent were aged
between 36 45yrs followed by the age groups of above 46 yrs and 26 35yrs which
accounted for 30 percent and 25.3 percent respectively. At ICICI bank 48.7 percent
respondents were in the age group of 26 35yrs followed by 36 45yrs and below 25yrs
which accounted for 26 percent and 23.3 percent respectively. Interestingly only 2
percent of the respondents were in the age group of above 46yrs, this might be due to
issues relating to stress and job security. Whereas at SBI above 46yrs accounted for 30
percent this situation might be due to promotions and other benefits of superannuation.
The young respondents aged below 25yrs were 10 percent at SBI and at ICICI were 23.3
percent. This can be due to most of the public sector banks have certain selection
formalities which restricts the entry level of the candidates where as at private banks the
situation is different.
The mean age of employees is 35.7967 and S.D is 9.36059. Most of the sample
employees are in the age of 29 years, the minimum age being 20 yrs and maximum being
58 yrs.
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4.3. Job Experience
Work Tenure provides job a financial security, as well as the ability to take risks in
one's job. Studies showed that job experience may influence behavioral outcomes
indirectly by affecting goal level and goal commitment, as well as work motivation.
Longer the tenure of working higher the confidence and motivational levels of
individuals.
Table No 4.3. Job Experience
Job Experience Banks Total
SBI ICICI
1yr--5 yrs 21 58 79
14.0% 38.7% 26.3%
6yrs--10yrs 13 46 59
8.7% 30.7% 19.7%
11yrs--15yrs 36 32 68
24.0% 21.3% 22.7%
16yrs--20yrs 27 10 37
18.0% 6.7% 12.3%
21yrs--25yrs 20 4 24
13.3% 2.7% 8.0%
Above 26yrs 33 0 33
22.0% .0% 11.0%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
Mean 12.7400
Mode 12.00
Std. Deviation 8.90290
Minimum 1.00
Maximum 38.00
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Experience wise the statistics show that at SBI 24 percent of the respondents are having
experience between 1115yrs. At ICICI bank 38.7 percent, 30.7 percent and 21.3 percent were
the number of respondents having work experience between 15yrs, 6 10yrs and 11 15yrs
respectively. The study finds that nearly 90 percent of the samples at ICICI are having
experience from 1---15yrs. This trend can be due to quick promotions and performance based
incentives which motivate the employees stay in the organization for a longer period. The mean
and SD are 12.7400, 8.90290. The mode is 12 which indicate that most of the sample
respondents have 12 yrs of job experience. The minimum and maximum job experience is 1 yr
and 38 yrs.
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4.5. Designation
The type of employment and the job characteristics inherent to the job also have an impact on
work motivation. Studies show that motivation levels of employees can significantly go up or
down with change in their official designations. Looking at it relatively, how important are
designations when placed against other factors like pay package, relationships with peers, overall
work responsibilities, etc. in modern day organizations. According to Debasis Chatterji, CEO,
Netxcell most service sectors such as telecom, banking, hospitality, retail, etc. has a lot of
people working in areas where they directly have to deal with customers or clients at such times
if the designation is attractive as it instills confidence in the individual and equips him/her to
handle the situation with confidence. No wonder workplaces today are coming up with
interesting roles like chief executive officer, executive operations so on. Also with designation
there is a certain level of authority that is given and the individual feels elated to work with that
kind of authority. The following table presents the designations of sample employees at SBI and
ICICI.
Table No 4.5. Designation
Designation Banks Total
SBI ICICI within bank
Manager 28 39 67
18.7% 26% 22.3%
Assistant Manager 48 28 76
32% 18.7% 25.3%
Clerk 63 63 126
42% 42% 42%
Chief Manager 3 15 18
2% 10% 6%
Assistant General Manager 2 5 7
1.3% 3.3% 2.3%
Deputy Manager 6 0 6
4% 0% 2%
Total 150 150 300
100% 100% 100
Source: Survey
The analysis finds that 18.7 percent of the respondents are managers at SBI banks followed by
assistant managers and clerks with 32 and 42 percent respectively. 2 percent are chief managers.
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The study finds that at ICICI 26 percent and 18.7 percent of the respondents are managers and
assistant managers and 42 percent are clerks, 10 percent of the sample are chief managers The
respondent designations are different as career planning is based on the employee performance.
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Mean 6.3429
Mode 4.00
Std. Deviation 4.15490
Minimum 1.12
Maximum 20.00
An interesting finding of the study is that SBI bank has no respondent having annual salary
above 9 lakhs, whereas 10 percent and 24.6 percent of the respondents of ICICI bank have
annual salary between 9 12 lakhs and above 12 lakhs (10 +37 repondents). 78.7 percent of the
respondents at SBI have annual salary between 3-6 lakhs followed by 12 percent and 9.3
percent drawing salary below 3 lakhs and 69 lakhs respectively. Respondents at ICICI drawing
annual salary between 3---6 lakhs and 6---9lakhs is 26.6 percent and 20.7 percent and below 3
lakhs is 18 percent. The reason for drawing more salary might be due to performance and
promotions which are based on quantity and quality of work they perform. The mean and SD are
6.3429 and 4.15490. The mode is 4. The minimum and maximum annual salary drawn by sample
employee is Rs 112000 and Rs 2000000.
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Table No 4.7. Job Security
Banks Total
Job Security SBI ICICI
Uncertain 0 150 150
.0% 100.0% 50.0%
Certain 150 0 150
100.0% .0% 50.0%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
The study finds that Job security is certain at SBI and uncertain at ICICI banks.
4.8. Shifts
Work that is scheduled outside normal daylight hours (i.e. 9 am to 5 pm) is called Shift
work. Shift work schedules can vary from one workplace to another. Workers may rotate
through shifts or remain on a single shift (i.e. permanent nights). The modern expectation of a
regular work schedule is a 45-hr workweek, 8-hrs a day, Monday-through-Saturday. With the
introduction of shift work, a 6-day workweek may change to a 4 or 3-day workweek depending
on the length of a single shift. Studies have examined the differences between various workweek
schedules. When comparing a 6-day/8-hr work schedule to a 5-day/10-hr work schedule, most
studies found that employees are more tired at the end of a 10-hr shift. Studies also found
employees to be more fatigued following a 12-hr shift when compared to an 8-hr shift. The table
below shows shifts in work.
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Table No 4.8. Shifts
Banks Total
Shifts SBI ICICI
Yes 0 48 48
.0% 32.0% 16.0%
No 150 102 252
100.0% 68.0% 84.0%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
As per the above analysis 100 percent of the respondents at SBI and 68 percent at ICICI do not
work in shifts.
The above analysis reveals that 20.7 percent of the respondents work in day shift, and 11.3
percent work in alternate shift. 100 percent sample of SBI and 68 percent of ICICI do not work
in shifts
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Table No 4.10. Working Days
Working Days in a Banks Total
week SBI ICICI
5 0 95 95
.0% 63.3% 31.7%
6 150 55 205
100.0% 36.7% 68.3%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
Almost 100 percent of SBI work for 6 days in a week and 63.3 percent of the ICICI respondents
work 5 days and 36.7 percent work for 6 days in a week.
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12 hrs--14 hrs 0 10 10
.0% 6.7% 3.3%
Above 14 hrs 0 8 8
.0% 5.3% 2.7%
Total 150 150 300
100.0% 100.0% 100.0%
Source: Survey
At SBI no respondent works for more than 12 hrs, 52 percent of the sample work for 8 hrs
followed by 37.3 percent and 10.7 percent for 810 hrs and 10---12 hrs respectively.
Comparatively at ICICI 20.7 percent work for 10---12 hrs. 6.7 percent work for 12---14 hrs and
5.3 percent work for more than 14 hrs. Most of the ICICI sample employees work for 8 to 10 hrs
which is 50 percent of the sample. This situation might be due to most of the times private banks
work for more long working hours.
According to Oosthuizen (2001), motivation is one of the key factors in getting employees to
increase performance. He further adds that in todays competitive world and market it is
essential that an organisation have positively motivated employees to improve productivity and
efficiency. Furthermore, Strh (2001) outlined that some employees do not produce the quality
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of work or maintain a consistent level of work outputs, which they are capable of. This may be
attributed to many factors, including the under utilization of their skills, lack of a challenge, or
unstimulating leadership styles. This could result in motivation levels decreasing, and hence
overall job satisfaction levels decreasing.
Research shows that employees are motivated by various factors, which in turn should satisfy
certain needs and expectations Luthans (1989). Analouis (2000) research indicates that in terms
of motives, managers are interested in power, status, achievement, income and advancement.
These are specifically related to the job itself (known as intrinsic factors) and factors related to
the work environment (known as extrinsic factors) Buitendach & De Witte, (2005); Mehta et al.,
(2000). Managers are continually challenged to motivate a workforce to do two things. The first
challenge is to motivate employees towards helping the organization achieve its goals. The
second is to motivate the employees towards achieving their own personal goals
Motivation is a need satisfying process. It is an interaction between the individual and his/her
situation or background. One factor that may motivate one employee may not be the motivating
factor for another. According to research, a great number of employees are motivated by
interesting work content and good wages. As for other factors there is inconsistency in the order
of what motivates one from another, which is dependent upon his/her education, cultural
differences, financial condition and other contexts in which he works. The concept of employee
motivation has been the subject of study in many different disciplines. However, within each
discipline different theories prevail about what motivates people to go to work each day and how
these motivations can be affected by changing the rewards of working. While economic theory
attributes changes in behaviour to changes in relative prices, psychology generally focuses on
peoples preferences Frey et al (2002). Psychologists have argued for a long time that people are
not only motivated to do things because of rewards from the outside. According to these
psychologists, people can also be motivated to do things even though there is no external reward
but the behaviour itself. In this case people are said to be intrinsically motivated Deci (1975).
Luthans (1998) asserts that motivation is the process that arouses, energizes, directs, and sustains
behaviour and performance. That is, it is the process of stimulating people to action and to
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achieve a desired task. One way of stimulating people is to employ effective motivation, which
makes workers more satisfied with and committed to their jobs. Money is not the only motivator.
There are other incentives which can also serve as motivators. Vroom (1964) defined motivation
as an internal force, based on an individuals conscious and unconscious needs that drive him/her
to achieve. Robbins (1993) further defines motivation as a needs-satisfying process that reveals
that when an individuals needs are satisfied or motivated by some factors (motivators), the
individual will exert high levels of effort towards organizational goals.
Motivators are referred to as factors of motivation. Motivators are the factors that influence or
lead to positive willingness, and include specific needs, wants, drives or impulses Hersey &
Blanchard (1988). These factors (for example, recognition, work content, promotion,
supervision, salary and working conditions) could trigger this willingness to achieve
organizational goals. Work motivation is shaped by the interplay between individuals and their
work organizations. Organizations hire high potential people under the expectation that they will
work to the full extent of their abilities, and exert all their effort and mental resources in their
job. This expectation recognizes the existence of two important factors such as potential physical
and mental resources, and motivational forces that energize and regulate the allocation of those
resources to work related activities. Motivation regulates the amount of resources to be allocated,
the direction or goal towards which those resources will be allocated, and the persistence of
allocation and direction over time. Motivation affects choice, action, and performance.
Individuals engage in work activities because work is a source of satisfying their basic needs for
existence, relatedness and growth, and because work creates opportunities for developing a sense
of self-worth and well-being Erez & Earley (1993; Locke (1991). However, these expectations
are not always fulfilled. For several decades, the Roper Organization in New York City has been
polling about twelve hundred employees every few years, and has found job satisfaction in
America to be at its lowest level during the early 1990s. Similarly, the Hay Group, a
Philadelphia consulting firm whose clients included American Airlines, Disney, GE, Chase
Manhattan, Maytag and others, has surveyed 750,000 middle managers in 1000 large
corporations, and found that the Work Motivation percentage expressing favorable attitudes
towards their companies dropped from 65% in 1987 to 55% in 1990 Fisher (1991) . Dissatisfied
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employees are not motivated to allocate effort and mental resources to do their work, and they
often show withdrawal behavior of lateness, absenteeism, and turnover, which is detrimental to
productivity. Therefore, motivating employees is essential for maintaining the competitive
advantage of the modern workplace.
Today's work environment is undergoing a major shift; factors such as globalization, growing
economies, and improved technology are constantly presenting new challenges and creating new
opportunities for people. With these changes, people's perceptions regarding their jobs are also
changing. In this grow-or-die marketplace, the success of any organization relies on its
workforce. Satisfied and committed employees are the most significant assets of any
organization, including banks. As banking institutions are the backbone of a nation's economy,
the efficient management of human resources and the maintenance of higher job satisfaction
levels affect the growth and performance of an entire economy.
The Indian banking sector is a fast-growing financial service sector that has seen tremendous
progress following liberalization. The Indian banking system can be broadly categorized into
"scheduled commercial banks" and "non-scheduled commercial banks". Scheduled commercial
banks can be further classified into public sector banks, private sector banks (old and new) and
foreign banks. Over time, differences have been observed between public sector banks and
private sector banks in terms of various operational and efficiency parameters.
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Literature indicates that the performance of the private and foreign banks have been stronger
than that of public sector banks IBA (2008). A recent study Selvaraj (2009) reveals that private
banks are more successful than public sector banks in terms of implementing Total Quality
Management (TQM) initiatives, such as human resource management, customer focus, and top
management commitment. Furthermore, public and private sector banks differ with respect to
their compensation structures, working environments, technology, growth opportunities, and job
security provided to the employees. Public sector banks structure compensation in a way such
that there are lower pay differentials between the employees, long-term tenure is rewarded and
there is a high base pay, whereas in the private sector banks, there are larger pay differentials,
fewer rewards for tenure, and pay for performance D'Souza (2002).
In addition, the working environment in private sector banks has been found as growth driven,
technologically advanced, and devoid of bureaucracy, where employees' promotions are highly
contingent on their performance and merit. However, private sector banks do not provide job
security and would lay off their employees in cases of poor performance or adverse market
conditions (Jha, Gupta & Yadav, 2008; Singh & Kohli, 2006; Thakur, 2007). Bajpai and
Srivastava (2004) studied the satisfaction levels of employees of two public sector and two
private sector banks in India. The results indicated that layoff threats, quick turnover, less
welfare schemes, and less scope for vertical growth increased job dissatisfaction. In contrast,
secure job environment, welfare policies, and job stability increased the degree of job
satisfaction. In their study, Kumudha and Abraham (2008) compared 100 managers from 13
public and private sector banks and found that the programs related to self-development,
information about job openings, opportunities to learn new skills and retirement preparation
programs greatly influence the feelings of career satisfaction.
Public and private sector banks also differ with respect to their background and work culture. It
has been observed that the work culture of public sector banks was based on the concept of
socio-economic responsibility, in which profitability is secondary. On the other hand, private
sector banks work towards profitability. Because these differences between the sectors hold an
important factor in shaping the work culture of an organization, it needs to be explored how they
would likely affect job satisfaction. For the success and sustained growth of Indian banks, it is
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imperative to create a pool of committed employees by determining whether they are job
satisfied. Their satisfaction would affect their performance and commitment, which would
eventually influence the banks' growth and profitability.
The aim of this research is to analyze the levels of employee motivation and job satisfaction in
SBI and ICICI banks. The questionnaire was specifically designed to accomplish the objectives
of the study. The questionnaire consists of 62 questions, besides 11 questions on profile of the
respondents. A population refers to the entire group of people from which data can be sourced
and investigated and from which the researcher can make inferences (Cooper & Schindler, 2001;
Saunders, Lewis & Thornhill, 2000; Sekaran, 2000).
In this study the total numbers of respondents were 300, with 150 employees coming from SBI
and ICICI banks. A non-probability sampling design, namely, convenience sampling was used to
draw the sample. Convenience sampling involves collecting information from members of the
population who are most easily accessible and conveniently available to provide the required
information (Kerlinger, 1986). The rationale for using this method is that it is convenient, quick
and cost effective (Neuman, 1997; Terre Blanche & Durrheim, 1999).
A quantitative method was used to gather data for the research. The measuring instruments
included the Work Satisfaction and Motivation Questionnaire developed by De Beer (1987) and
a self developed questionnaire. The self developed questionnaire was used to determine the
personal information of Sample respondents. It includes variables such as age, gender,
experience, designation, education, salary, job security and so on.
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4.12.1. Reliability
In this study, statistical analysis is performed by SPSS package of computer to verify the
dimensionality of constructs. The Cronbach coefficient alpha is used to measure the internal
consistency of the variables; the Cronbachs and item to correlation are adopted. To test the
validity of the survey instrument, the questionnaire was pilot tested. 30 questionnaires were
distributed to the employees of both SBI and ICICI banks and the results were analysed using
SPSS package. Cronbach Coefficient Alpha is used to measure internal consistency of the data, it
is a commonly used measure of reliability. If the Cronbach Alpha is greater than 0.70 means it
has high reliability, if the Cronbach Alpha is between 0.50 and 0.60 the internal consistency is
still acceptable and if the Cronbach Alpha is smaller than 0.30 it has low reliability.
The second section contained the items, measuring work motivation. It is a 43-item questionnaire
using a Likert scale with responses ranging from Strongly Disagree = SD; Disagree = D; NS =
Not Sure; Agree = A; and Strongly Agree= SA; The items were adapted from De Beers (1987)
standardized questionnaire for work satisfaction and motivation was used to collect data. The
tool is a standardized tool and has been widely used by various researchers for studying
employee motivation. The tool was administered individually, with minor modifications, to all
the respondents and doubts (if any) were removed. De Beers tool measures motivational
orientation with sub dimensions, hence it can be said that it is difficult to measure the
motivational orientation directly and motivational orientation is a constraint. Motivational
orientation can be quantified with the help of its nine factors viz. work content, payment,
promotion, recognition, working conditions, benefits, personal, supervisor and general. The
modification yielded an r = 0.74 Cronbach Alpha.
The questionnaire incorporates the sixteen factors of Herzbergs two-factor theory De Beer
(1987). The following categories were measured:
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It probed the respondents feelings about the type of work they do. Questions from 1 to 17 in the
questionnaire measured the work content opinions of the respondents.
Payment
Payment refers to the employees monthly salary, overtime, and increases. It considers whether
these are fair and equitable Kruger et al. (1996). It probed respondents satisfaction with their
salaries. Questions from 18 to 21 in the questionnaire measured the opinions of the respondents
on payment.
Promotion
Promotion and advancement refer to all changes in status or organisational hierarchy that include
more responsibility and power (Prinsloo, 1996). It probed for the opportunity that the
organization offers for promotion. Questions from 22 to 24 in the questionnaire measured the
opinions of the respondents on promotion opportunities.
Recognition
Recognition is the perception of rewards that is related to performance and what is required to
earn this recognition Sherman et al. (1996). Recognition can be received from management,
colleagues or clients Prinsloo, (1996). It probed whether the respondent was receiving the
recognition and feedback for the jobs they perform. Questions from 25 to 28 in the questionnaire
measured the opinions of the respondents on recognition.
Working Conditions
Working conditions refer to the physical working environment, the availability of facilities and
aids and the quantity of work Prinsloo (1996). It also includes the general work rules that apply
to an individual French (2003). This was probed as the fifth factor and looked at opportunity to
mix with colleagues and interpersonal relations. Questions from 29 to 31 in the questionnaire
measured the opinions of the respondents on working conditions.
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Benefits
Benefits are an indirect form of compensation that is mainly intended to improve the quality of
work life for an employee (Sherman & Bohlander, 1992 cited in Swanepoel, 1998). It looked at
whether the benefits such as pension, medical schemes and leave were satisfactory. Questions
from 32 to 34 in the questionnaire measured the opinions of the respondents on benefits.
Personal
Personal refers to whether the individuals qualities, knowledge and skills are utilized
appropriately Prinsloo (1996). It probed the respondents feelings towards their job. Questions
from 35 to 36 in the questionnaire measured the opinions of the respondents on personal.
Supervision
An individual can have an agreeable relationship with a supervisor because there are certain
characteristics of the supervisors role that need to be learnt. The competence and the proficiency
of the supervisor entail job knowledge, leadership skills and solving of problems Prinsloo
(1996). It probed the level of satisfaction with the manager. Questions from 37 to 40 in the
questionnaire measured the opinions of the respondents on leader supervision.
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Statistical Package for the Social Sciences (SPSS). A total score is calculated for each
respondent in terms of the nine categories. Further to measure the motivation levels to be high or
low, the average of each of the nine dimensions has been taken. The average value above 2.5 is
considered to be high motivation and below 2.5 is considered as low motivation.
Anova was employed to determine whether there is a difference in the motivation dimensions
based on respondents profile (namely age, educational background, job experience, annual
salary, designation, working in shifts, working days, and working hours). The respondents
profile of both SBI and ICICI are compared with the application of t test namely banks, gender,
job security and shifts.
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4.13.3. Independent Samples t-test
The t-test is used to compare the values of the means from two samples and test whether it is
likely that the samples are from populations having different mean values. The t test is used for
analysis as it compares the means between two unrelated groups on the same continuous,
dependent variable.
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As per the above table the respondents in the sample are most likely to be motivated due to their
work content, working conditions, promotion, recognition and leader supervision. They are least
motivated by the remuneration they receive, general, personal and benefits.
Furthermore, the rank order of dimensions of motivation from most motivated to least motivated
by the sample respondents is depicted in the following table.
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Herzberg's Two-Factor Theory describes needs in terms of satisfaction and dissatisfaction.
Frederick Herzberg examined motivation in the light of job content and contest. Motivating
employees is a two-step process. First provide hygienes and then motivators. One continuum
ranges from no satisfaction to satisfaction. The other continuum ranges from dissatisfaction to no
dissatisfaction.
Satisfaction comes from motivators that are intrinsic or job content, such as achievement,
recognition, advancement, responsibility, the work itself, and growth possibilities. Herzberg uses
the term motivators for job satisfiers since they involve job content and the satisfaction that
results from them. Motivators are considered job turn ons. They are necessary for substantial
improvements in work performance and move the employee beyond satisfaction to superior
performance. Motivators correspond to Maslow's higher-level needs of esteem and self-
actualization.
Dissatisfaction occurs when the following hygiene factors, extrinsic or job context, are not
present on the job: pay, status, job security, working conditions, company policy, peer relations,
and supervision. Herzberg uses the term hygiene for these factors because they are preventive in
nature. They will not produce motivation, but they can prevent motivation from occurring.
Hygiene factors can be considered job stay-ons because they encourage an employee to stay on a
job. Once these factors are provided, they do not necessarily promote motivation; but their
absence can create employee dissatisfaction. Hygiene factors correspond to Maslow's
physiological, safety, and social needs in that they are extrinsic, or peripheral, to the job. They
are present in the work environment of job context.
Motivation comes from the employee's feelings of accomplishment or job content rather than
from the environmental factors or job context. Motivators encourage an employee to strive to do
his or her best. Job enrichment can be used to meet higher-level needs. To enrich a job, a
supervisor can introduce new or more difficult tasks, assign individuals specialized tasks that
enable them to become experts, or grant additional authority to employees.
Work content measures the actual content of the job and its positive or negative effect upon the
employees. It views whether the job is characterized as interesting or boring, varied or routine,
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creative or stultifying, excessively easy or excessively difficult, challenging or non-demanding.
The following table depicts the motivational level of employees of SBI and ICICI.
Banks
Work Content SBI ICICI Total
2 0 2
Low 100.0% .0% 100.0%
148 150 298
High 49.7% 50.% 100.0%
Total 150 150 300
50.0% 50.0% 100.0%
Source: survey
As per the above analysis almost all the sample respondents of SBI and all the sample
respondents ICICI have high work content. It is interesting to note that almost all the sample
respondents view the work to be interesting, creative and challenging.
4.17. Payment
The question of money and pay as a motivator in the workplace is not new. Years of research,
and countless books and articles on motivation include references to money and pay. The use of
monetary or other financial incentives in the classic work performance paradigm is based
primarily on reinforcement theory. Reinforcement theory focuses on the relationship between a
target behavior (e.g., work performance) and its consequences (e.g., pay), and it is premised on
the principles and techniques of organizational behavior modification.
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salary pay seems to fall most obviously into Herzberg's hygiene or maintenance factors, which
means it is necessary, but not motivating. Other pay structures that include commissions,
bonuses and other incentives may have more ability to motivate performance. Some
psychologists and analysts indicate that pay may have varying levels of motivational influence
on employees. The biggest problem with a straight-pay structure is that employees quickly
become used to earning a certain level of income regardless of the results they produce. This
prompts them to seek or need alternative types of motivation to push beyond meeting basic
expectations and to pursue higher standards of excellence.
Payment refers to the employees monthly salary, overtime, and increases. It considers whether
these are fair and equitable Kruger et al (1996). The following table depicts the motivational
levels of employees of SBI and ICICI with respect to payment.
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4.18. Promotion
Promotions are regular prizes offered to encourage more effort at the lower levels, properly
reward the promoted and sort employees into more senior jobs that better match their relative
abilities and accumulated human capital. Promotion ladders and promotion tournaments
supplement theories of careers that are built on the accumulation of general and specific human
capital by introducing implicit contracts that commit workers to higher levels of effort and
employers to reward this with pay rises and periodic promotions later in careers. The simplest
form of incentive pay is a promotions ladder. This requires recruits to accept lower paid port-of-
entry jobs. This early period of employment is a screening process. Good performance leads to
promotion. When promotion ladders are used as deferred compensation, almost all junior
workers who prove themselves are promoted. The prospect of promotion encourages the good
workers to stay and invest in specific human capital. Job seekers will self-select by limiting their
applications to the type of jobs where they expect to succeed and be promoted out of the less
well paid port-of-entry jobs. More talented workers are usually more productive higher up in
organizational hierarchies. Promotions assign workers to jobs better suiting their abilities and
quickly move up talented workers. These are other purposes of promotions. They can be used to
reward past employee efforts, promote investments in specific human capital and lower job
turnover Lazear (1998). The following table depicts the motivational level of employees of SBI
and ICICI with regard to promotion.
175
The above table shows that the majority of the sample respondents of both SBI and ICICI are
highly satisfied and motivated with promotional opportunities provided at banks. Career
advancement and hierarchical changes influence employee to perform well as responsibility and
power motivates every employee.
4.19. Recognition
Employees want to be recognized for the work they do. Especially when working in a pair or
committee, they want to be recognized for their contributions. There are many effective and
creative ways to motivate employees and recognize their accomplishments. As noted, Herzberg's
theory suggests that opportunities for promotions and actual promotions are more likely to
motivate higher performance than regular pay structures. This is supported by Maslow's earlier
needs theory, which ranks self-esteem and self-actualization as higher-order needs compared
with physiological needs, which would include pay, as lower-order needs. Promotions do usually
increase pay, but the motivational influence stems from recognition, increased responsibility,
more challenging work and a personal sense of accomplishment. All of which are motivating
factors. Herzberg even notes "opportunities for advancement" specifically as a motivator. The
following table presents the employee motivational levels based on recognition.
176
As per the above analysis majority of the respondents are highly motivated and satisfied with the
recognition they receive from organization, clients, and colleagues.
177
Total 150 150 300
50.0% 50.0% 100.0%
Source: Survey
The above table depicts that majority of the sample respondents are satisfied with the working
conditions provided at the banks. Compared to ICICI, SBI employees are highly satisfied and
motivated with the work environment and conditions. This situation might be due to private bank
are more rigid in maintaining rules and regulations. More over the quantity of work as well as
physical work environment is different from that of Public banks.
4.21. Benefits
Employee benefits are a crucial part of motivation strategy. Rewarding them for exceptional
work and meeting challenging targets, or implementing an employee of the month scheme, can
motivate staff to achieve their targets. Research has proven that a happier workforce is a more
productive one and that employees stay longer in their roles. By offering flexible benefits and
incentives, staff is encouraged to reach their full potential. Benefits are an indirect form of
compensation that is mainly intended to improve the quality of work life for an employee. The
study looked at whether the benefits such as pension, medical schemes and leave facilities
provided at banks were satisfactory and motivating. The following table depicts the motivational
level of employees of SBI and ICICI banks with respect to benefits.
178
As per the above analysis sample employees from SBI bank are showing high motivational
levels than employees from ICICI bank. This situation might be due to public banks pension
schemes, medical benefits and leave facilities are different from that of a private bank. Most of
the private banks do not have retirement benefits and the leave rules are also very rigid. The
situation of low motivation in ICICI bank reflects this.
4.22. Personal
The extent to which employees creativity, skills and knowledge are utilized, encouraged and
appreciated in the workplace plays a major role in employee motivation. When employees feel
free to express their ideas, they are encouraged to invest themselves in company goals, thereby
enhancing intrinsic motivation. In a work environment where creativity is valued, and the choice
of work is based on qualifications and skills it enhances the employee motivation and satisfaction
towards job. The motivational levels tend to be higher, as they receive praise for their
suggestions and work. The following table depicts the motivational levels of the sample
respondents of SBI and ICICI banks.
Banks
Personal SBI ICICI Total
Low 39 75 114
34.2% 65.8% 100.0%
High 111 75 186
59.7% 40.3% 100.0%
Total 150 150 300
50.0% 50.0% 100.0%
Source: Survey
As per the analysis the sample respondents of SBI are showing high motivational levels
compared to ICICI sample employees. This trend shows that employees of SBI are given choice
of work preference and departments.
179
4.23. Leader Supervision
Every individual has untapped potential energy and enthusiasm that produces the high job
performance. Effective leaders are able to release individuals potential energy and build teams
that are motivated and ready to take on the task at hand Leadership is the process of guiding and
influencing subordinates for the accomplishment of desired goals. It involves the integration of
organizational interests with personal goals. A person can be an effective manager when he
possesses the qualities of a good leader. It is through leadership that a manager can build up
confidence and zeal among his subordinates. In order to guide his subordinates in the desired
direction, a manager should adopt an appropriate style of leadership. The pattern and quality of
leadership determines the level of motivation. Leadership is always related to a particular
situation. The manager provides the encouragement, guidance, support, and resources to help
employees succeed. He fosters teamwork, participation, collaboration, and the sharing of
information. Supervision implies expert overseeing of subordinates at work in order to guide and
regulate their efforts. Every manager has to supervise the work of his subordinates to see that
they do their work as desired. Supervision is one important element of the process of directing.
The purpose of supervision is to ensure that subordinates perform their tasks according to
prescribed procedures and as efficiently as possible. The following table shows the satisfaction
and motivation levels of sample respondents in relation to leader supervision at banks.
Banks
Leader supervision SBI ICICI Total
Low 12 12 24
50.0% 50.0% 100.0%
High 138 138 276
50.0% 50.0% 100.0%
Total 150 150 300
50.0% 50.0% 100.0%
Source: Survey
180
As per the analysis the sample respondents showed a high a level of motivation in both the
banks. This trend shows that the respondents of both SBI and ICICI have a very good
relationship with manager. Leader supervision at both the banks is encouraging and motivating.
181
The above analysis depicts that compare to SBI, ICICI banks motivational levels are high even
though there is no job security. Contrarily SBI sample showed low motivational levels in spite of
high job security. This trend shows that job security is one of the motivational factor and not the
only motivational factor which satisfies employees. Challenging jobs, skill variety jobs keep the
employees motivated and stay in the banks for a longer tenure.
182
Conventionally, the p-levels of 0.05 and 0.01 are used by most researchers to determine the
significance of the statistical tests performed. For the purposes of the present study a significance
level of 0.05 was considered adequate. All relationships between variables denoted by p-values
equal to, or smaller than 0.05, were therefore regarded as significant, i.e. as indicative of a true
relationship in the population. The absence of a linear relationship between variables were
indicated by p-values larger than 0.05.
In order to determine whether there were any significant differences with regard to employee
motivation and between the demographic groups, the analysis of variance test (Anova) was
performed. Differences were considered significant for p-values equal to, or less than 0.05. There
are statistically significant differences in motivational levels based on demographic profile such
as gender, age, educational level, job experience, annual salary, designation, job security
working in shifts, working days and working hours.
183
SBI 150 1.74 0.4401 0.0359
Personal ICICI 150 1.5 0.5016 0.0409
SBI 150 1.92 0.2722 0.0222
Leader Supervision ICICI 150 1.92 0.2722 0.0222
SBI 150 1.4066 0.4928 0.0402
Security (General) ICICI 150 1.7333 0.4436 0.0362
Source: Survey
184
Equal
variances
9.148 282.071 .000 .7868 .08600 .61750 .95608
not
assumed
Recognition Equal
variances 1.050 .306 4.949 298 .000 .3483 .07039 .20982 .48685
assumed
Equal
variances
4.949 295.970 .000 .3483 .07039 .20981 .48685
not
assumed
Working Equal
Conditions variances .872 .351 2.950 298 .003 .3111 .10545 .10358 .51864
assumed
Equal
variances
2.950 297.251 .003 .3111 .10545 .10358 .51864
not
assumed
Benefits Equal
variances 1.231 .268 6.070 298 .000 .6577 .10836 .44450 .87099
assumed
Equal
variances
6.070 297.850 .000 .6577 .10836 .44450 .87099
not
assumed
Personal Equal
variances .113 .737 3.219 298 .001 .4333 .13460 .16845 .69822
assumed
Equal
variances
3.219 296.311 .001 .4333 .13460 .16844 .69822
not
assumed
Leader Equal
Supervision variances .259 .611 3.399 298 .001 .2717 .07994 .11436 .42898
assumed
Equal
variances
3.399 297.903 .001 .2717 .07994 .11436 .42898
not
assumed
185
Security Equal
variances 13.533 .000 -5.419 298 .000 -.5401 .09967 -.73622 -.34393
assumed
Equal
variances
-5.419 281.506 .000 -.5401 .09967 -.73626 -.34388
not
assumed
Source: Survey
As viewed in the above Table the following relationships are significant at the 95% level
As viewed in the above Table the following relationships are not significant at the 95% level.
As per the t test results the null hypothesis is rejected with respect to work content, promotion,
benefits, recognition, working conditions and leader supervision, personal and security as the p
value is less than .05. It can be concluded that there is there is statistically significant difference
between employee work motivation and banks with respect to SBI and ICICI banks.
Alternatively the null hypothesis is accepted for payment. It can be concluded that there is no
statistically significant difference between these motivational dimensions and banks.
186
4.28. Gender and Motivational Dimensions
187
Table No 4.26. Independent samples t test Gender and Motivation
188
Equal
variances
not -
assumed 0.48 284.226 0.632 0.0508 0.1059 0.1577 0.25923
Benefits Equal
variances
assumed 11 0.001 4.56 298 0 0.5149 0.1129 0.2927 0.73705
Equal
variances
not
assumed 4.416 231.244 0 0.5149 0.11659 0.2852 0.74459
Personal Equal
variances -
assumed 0.01 0.919 0.635 298 0.526 0.0883 0.1391 0.1854 0.36207
Equal
variances
not
-
assumed
0.638 267.556 0.524 0.0883 0.13834 0.1841 0.3607
Leader Equal
Supervision variances -
assumed 0.35 0.556 1.456 298 0.146 0.1202 0.08253 0.0422 0.28261
Equal
variances
not -
assumed 1.501 286.636 0.135 0.1202 0.08009 0.0375 0.27784
Security Equal
(General) variances - -
assumed 1.08 0.299 -3.99 298 0 -0.4129 0.10347 0.6165 0.20924
Equal
variances
not - -
assumed -3.99 262.517 0 -0.4129 0.10348 0.6166 0.20911
Source: Survey
As viewed in the above Table gender and benefits, personal and security have significant
difference at the 95% level
Gender and work content (p < 0.05)
Gender and promotion (p < 0.05)
Gender and benefits (p < 0.05)
189
Gender and security (p < 0.05)
As viewed in the above Table the following differences are not significant at the 95% level.
As per the t test results the null hypothesis is rejected with respect to work content, promotion,
benefits and security as the p value is less than .05. It can be concluded that there is significant
difference between employee work motivation and gender with respect to SBI and ICICI banks.
Alternatively the null hypothesis is accepted for factors payment, recognition, working
conditions, leader supervision and personal. It can be concluded that there is no significant
difference between these motivational dimensions and gender in both the banks.
Within
Groups 39.515 263 0.15
190
Between
Groups 42.187 36 1.172 1.571 0.025
Within
Groups 196.125 263 0.746
Between
Groups 42.977 36 1.194 1.86 0.003
Within
Groups 168.764 263 0.642
Between
Groups 13.179 36 0.366 0.903 0.632
Within
Groups 106.648 263 0.406
Between
Groups 36.329 36 1.009 1.209 0.202
Within
Groups 219.475 263 0.835
Between
Groups 49.011 36 1.361 1.456 0.052
Within
Groups 245.867 263 0.935
Between
Groups 68.175 36 1.894 1.42 0.065
Within
Groups 350.822 263 1.334
191
Between
Groups 23.911 36 0.664 1.404 0.071
Within
Groups 124.435 263 0.473
Between
Groups 39.957 36 1.11 1.431 0.06
Within
Groups 203.937 263 0.775
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
Age and payment (p < 0.05)
Age and Promotion (p < 0.05)
Age and benefits (p < 0.05)
As viewed in the above Table the following differences are not significant at the 95% level.
Age and work content (p > 0.05)
Age and recognition (p > 0.05)
Age and working conditions (p > 0.05)
Age and personal (p > 0.05)
Age and leader supervision (p > 0.05)
Age and security (p > 0.05)
As per the anova results the null hypothesis is rejected with respect to payment, promotion and
benefits as the p value is less than .05. It can be concluded that there is statistically significant
difference between employee work motivation and age with respect to SBI and ICICI banks.
Alternatively the null hypothesis is accepted for factors work content, recognition, working
conditions, personal, leader supervision and security. This indicates that the groups have unequal
variances. It can be concluded that there is no significant difference between these motivational
dimensions and age in both the banks.
192
4.30. Educational Levels and Motivational Dimensions
Within
Groups 46.124 297 0.155
Between
Groups 7.115 2 3.558 4.57 0.011
Within
Groups 231.197 297 0.778
Between
Groups 11.941 2 5.971 8.875 0
Within
Groups 199.8 297 0.673
Between
Groups 1.461 2 0.73 1.833 0.162
Within
Groups 118.366 297 0.399
193
Between
Groups 9.203 2 4.601 5.542 0.004
Within
Groups 246.601 297 0.83
Between
Groups 3.28 2 1.64 1.67 0.19
Within
Groups 291.599 297 0.982
Between
Groups 29.076 2 14.538 11.073 0
Within
Groups 389.921 297 1.313
Between
Groups 8.728 2 4.364 9.283 0
Within
Groups 139.618 297 0.47
Between
Groups 4.519 2 2.26 2.804 0.062
Within
Groups 239.376 297 0.806
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
Education and payment (p < 0.05)
Education and promotion (p < 0.05)
Education and working conditions (p < 0.05)
Education and personal (p < 0.05)
194
Education and leader supervision (p < 0.05)
As viewed in the above Table the following differences are not significant at the 95% level.
As per the anova results the null hypothesis is rejected with respect to payment, promotion,
working conditions, personal, and leader supervision as the p value is less than .05. It can be
concluded that there is significant difference between the mean values of employee work
motivation and educational levels with respect to SBI and ICICI banks.
Alternatively the null hypothesis is accepted for factors work content, recognition, benefit and
security. It can be concluded that there is no statistically significant difference between these
motivational dimensions and educational levels of respondents in both the banks.
Within
Groups 37.672 266 0.142
195
Between
Groups 47.472 33 1.439 2.005 0.001
Within
Groups 190.841 266 0.717
Between
Groups 55.466 33 1.681 2.861 0
Within
Groups 156.275 266 0.587
Between
Groups 17.128 33 0.519 1.344 0.107
Within
Groups 102.699 266 0.386
Between
Groups 41.138 33 1.247 1.545 0.034
Within
Groups 214.666 266 0.807
Between
Groups 52.288 33 1.584 1.737 0.01
Within
Groups 242.591 266 0.912
Between
Groups 73.896 33 2.239 1.726 0.011
Within
Groups 345.1 266 1.297
196
Between
Groups 31.622 33 0.958 2.184 0
Within
Groups 116.724 266 0.439
Between
Groups 46.353 33 1.405 1.891 0.003
Within
Groups 197.542 266 0.743
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
As viewed in the above Table the following differences are not significant at the 95% level.
Job experience and recognition (p > 0.05)
As per the anova results the null hypothesis is rejected with respect to work content, payment,
promotion, working conditions, benefits, personal, leader supervision and security as the p value
is less than .05. It can be concluded that there is statistically significant difference between
employee work motivation and job experience with respect to SBI and ICICI banks.Alternatively
the null hypothesis is accepted for factors recognition. The table values indicate that they have
197
unequal variances. It can be concluded that there is no significant difference between employee
recognition and job experience of respondents in both the banks.
Within
Groups 43.224 295 0.147
Between
Groups 4.954 4 1.239 1.566 0.183
Within
Groups 233.358 295 0.791
Between
Groups 24.854 4 6.214 9.808 0
Within
Groups 186.887 295 0.634
Between
Groups 11.229 4 2.807 7.626 0
Within
Groups 108.598 295 0.368
198
Between
Groups 13.008 4 3.252 3.951 0.004
Within
Groups 242.796 295 0.823
Between
Groups 24.153 4 6.038 6.58 0
Within
Groups 270.725 295 0.918
Between
Groups 25.665 4 6.416 4.812 0.001
Within
Groups 393.332 295 1.333
Between
Groups 7.296 4 1.824 3.815 0.005
Within
Groups 141.05 295 0.478
Between
Groups 22.138 4 5.535 7.363 0
Within
Groups 221.757 295 0.752
Source: Survey
As viewed in the above Table the following differences in variances are significant at the 95%
level
199
Income levels and recognition (p < 0.05)
Income levels and working conditions (p < 0.05)
Income levels and benefits (p < 0.05)
Income levels and personal (p < 0.05)
Income levels and leader supervision (p < 0.05)
Income levels and security (p < 0.05)
As viewed in the above Table the following differences are not significant at the 95% level.
Within
Groups 43.888 294 0.149
200
Between
Groups 14.033 5 2.807 3.679 0.003
Within
Groups 224.28 294 0.763
Between
Groups 5.982 5 1.196 1.709 0.132
Within
Groups 205.759 294 0.7
Between
Groups 13.287 5 2.657 7.333 0
Within
Groups 106.54 294 0.362
Between
Groups 18.551 5 3.71 4.598 0
Within
Groups 237.253 294 0.807
Between
Groups 21.267 5 4.253 4.57 0
Within
Groups 273.611 294 0.931
Between
Groups 56.41 5 11.282 9.148 0
Within
Groups 362.587 294 1.233
201
Between
Groups 11.838 5 2.368 5.099 0
Within
Groups 136.507 294 0.464
Between
Groups 16.958 5 3.392 4.394 0.001
Within
Groups 226.937 294 0.772
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
As viewed in the above Table the following differences are not significant at the 95% level.
Designation and promotion (p > 0.05)
As per the anova results the null hypothesis is rejected with respect to work content, payment,
recognition, working conditions, benefits, personal, leader supervision and security as the p value
is less than .05. It can be concluded that there is significant difference between employee work
motivation dimensions and designation of respondents with respect to SBI and ICICI banks.
202
Alternatively the null hypothesis is accepted for factor promotion. It can be concluded that there
is no significant difference between promotion and designation of respondents in both the banks.
Within
Groups 40.83 298 0.137
Between
Groups 1.88 1 1.88 2.37 0.125
Within
Groups 236.432 298 0.793
Between
Groups 46.427 1 46.427 83.692 0
Within
Groups 165.314 298 0.555
Between
Groups 9.1 1 9.1 24.491 0
Within
Groups 110.727 298 0.372
203
Between
Groups 7.259 1 7.259 8.703 0.003
Within
Groups 248.545 298 0.834
Between
Groups 32.447 1 32.447 36.845 0
Within
Groups 262.431 298 0.881
Between
Groups 14.083 1 14.083 10.365 0.001
Within
Groups 404.913 298 1.359
Between
Groups 5.535 1 5.535 11.55 0.001
Within
Groups 142.81 298 0.479
Between
Groups 21.876 1 21.876 29.363 0
Within
Groups 222.019 298 0.745
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
204
Job security and working conditions (p < 0.05)
Job security and benefits (p < 0.05)
Job security and personal (p < 0.05)
Job security and leader supervision (p < 0.05)
Job security and security (p < 0.05)
As viewed in the above Table the following differences are not significant at the 95% level.
As per the anova results the null hypothesis is rejected with respect to work content, promotion,
recognition, working conditions, benefits, personal, leader supervision and security as the p value
is less than .05. It can be concluded that there is significant difference in the variances between
employee work motivation and job security of respondents with respect to SBI and ICICI banks.
Alternatively the null hypothesis is accepted for factors payment, and. It can be concluded that
there is no significant difference between payment and job security of respondents in both the
banks.
Within
Groups 45.686 297 0.154
205
Between
Groups 3.226 2 1.613 2.038 0.132
Within
Groups 235.087 297 0.792
Between
Groups 7.673 2 3.836 5.583 0.004
Within
Groups 204.069 297 0.687
Between
Groups 5.11 2 2.555 6.615 0.002
Within
Groups 114.717 297 0.386
Between
Groups 10.952 2 5.476 6.642 0.002
Within
Groups 244.852 297 0.824
Between
Groups 5.377 2 2.689 2.758 0.065
Within
Groups 289.502 297 0.975
Between
Groups 17.657 2 8.829 6.533 0.002
Within
Groups 401.339 297 1.351
206
Between
Groups 2.688 2 1.344 2.741 0.066
Within
Groups 145.658 297 0.49
Between
Groups 7.223 2 3.611 4.532 0.012
Within
Groups 236.672 297 0.797
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
As viewed in the above Table the following differences are not significant at the 95% level.
As per the anova results the null hypothesis is rejected with respect to work content, promotion,
recognition, working conditions, personal and security as the p value is less than .05. It can be
concluded that there is significant difference between employee work motivation and shift works
levels with respect to SBI and ICICI banks. Alternatively the null hypothesis is accepted for
factors payment, benefit and leader supervision. It can be concluded that there is no significant
207
difference between these motivational dimensions and working in shifts in both the banks by
sample respondents.
208
Between
.069 1 .069 .412 .522
Groups
Within
49.701 298 .167
Groups
Working Conditions Total 49.770 299
Between
2.863 1 2.863 13.107 .000
Groups
Within
65.084 298 .218
Groups
Benefits Total 67.947 299
Between
.295 1 .295 1.251 .264
Groups
Within
70.385 298 .236
Groups
Personal Total 70.680 299
Between
.162 1 .162 2.206 .139
Groups
Within
21.918 298 .074
Groups
Leader Supervision Total 22.080 299
Between
2.022 1 2.022 8.425 .004
Groups
Within
71.508 298 .240
Groups
Security (General) Total 73.530 299
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
209
As viewed in the above Table the following differences are not significant at the 95% level.
As per the anova results the null hypothesis is rejected with respect to benefits and security as the
p value is less than .05. It can be concluded that there is significant differences between
employee work motivation and working days in a week with respect to SBI and ICICI banks.
Alternatively the null hypothesis is accepted for factors work content, payment, promotion,
recognition, working conditions, personal and leader supervision. It can be concluded that there
is no significant differences between these motivational dimensions and working days in a week
in both the banks by sample respondents.
Null Hypotheses: There is no significant difference in number of working days in a week and
employee motivational dimensions in SBI and ICICI banks. The following table depicts the
anova results.
210
Table No 4.35. Working Hours in a Day and Motivation
Motivational Sum of Mean
Dimensions ANOVA Squares df Square F Sig.
Between
Groups 3.531 4 0.883 5.988 0
Within
Groups 43.485 295 0.147
Between
Groups 39.301 4 9.825 14.564 0
Within
Groups 199.011 295 0.675
Between
Groups 16.268 4 4.067 6.138 0
Within
Groups 195.473 295 0.663
Between
Groups 3.115 4 0.779 1.968 0.099
Within
Groups 116.713 295 0.396
Between
Groups 26.212 4 6.553 8.42 0
Within
Groups 229.592 295 0.778
211
Between
Groups 33.501 4 8.375 9.453 0
Within
Groups 261.378 295 0.886
Between
Groups 46.963 4 11.741 9.31 0
Within
Groups 372.034 295 1.261
Between
Groups 2.953 4 0.738 1.498 0.203
Within
Groups 145.393 295 0.493
Between
Groups 6.434 4 1.609 1.998 0.095
Within
Groups 237.461 295 0.805
Source: Survey
As viewed in the above Table the following differences are significant at the 95% level
212
As viewed in the above Table the following differences are not significant at the 95% level.
As per the anova results the null hypothesis is rejected with respect to work content, payment,
promotion, working conditions, benefits and personal as the p value is less than .05. It can be
concluded that there is significant differences between employee work motivation and working
hours in a day with respect to SBI and ICICI banks sample respondents.
Alternatively the null hypothesis is accepted for factors recognition, leader supervision and
security. It can be concluded that there is no significant differences between these motivational
dimensions and working hours in a day in both the banks.
Summary
Today's work environment is undergoing a major shift; factors such as globalization, growing
economies, and improved technology are constantly presenting new challenges and creating new
opportunities for people. With these changes, people's perceptions regarding their jobs are also
changing. In this grow-or-die marketplace, the success of any organization relies on its
workforce. Satisfied and committed employees are the most significant assets of any
organization, including banks. As banking institutions are the backbone of a nation's economy,
the efficient management of human resources and the maintenance of higher job satisfaction
levels affect the growth and performance of an entire economy.
Based on previous research it is found that employees employed in the public sector will
prioritize work motivation in different ways than their counterparts employed in private sector. It
is also observed that public sector and private sector employment differ at a number of levels.
With respect to the dimensions of work motivation assessed by the Work Satisfaction and
Motivation Questionnaire, the analysis finds that the respondents in the sample are most likely
213
to be motivated due to their work content, working conditions, promotion, recognition and leader
supervision. They are least motivated by the remuneration they receive, security, personal and
benefits.
The study finds that the employees of both SBI and ICICI are highly satisfied and motivated with
promotional opportunities provided at banks. Career advancement and hierarchical changes
influence employee to perform well as responsibility and power motivates every employee. The
study draws conclusion that the employees are satisfied with recognition they receive from
organization, clients, and colleagues. It is found that most of the employees are satisfied with the
working conditions provided at the banks. Compared to ICICI, SBI employees are highly
satisfied and motivated with the work environment and conditions. This situation might be due to
private bank are more rigid in maintaining rules and regulations. More over the quantity of work
as well as physical work environment is different from that of Public banks.
The study finds that the sample employees from SBI bank have shown high motivational levels
than employees from ICICI bank. This situation might be due to public banks pension schemes,
medical benefits and leave facilities are different from that of a private bank. Most of the private
banks do not have retirement benefits and the leave rules are also very rigid. The situation of low
motivation in ICICI bank reflects this. The study reveals that the employees are satisfied with
choice of work preference and departments and the leader supervision at both the banks is
encouraging and motivating. An interesting finding of the study is that compare to SBI, ICICI
214
banks motivational levels are high even though there is no job security. Contrarily SBI sample
showed low motivational levels in spite of high job security. This trend shows that job security is
one of the motivational factor and not the only motivational factor which satisfies employees.
Challenging jobs, skill variety jobs keep the employees motivated and stay in the banks for a
longer tenure.
Anova was employed to determine whether there is a difference in the motivation dimensions
based on respondents profile. Independent samples t test was also administered and the
respondents profile of both SBI and ICICI are compared.
The study finds from the t test results that, the null hypothesis is rejected and there is significant
difference between banks and motivational dimensions such as promotion, benefits, personal and
general. Similarly there is difference between gender and benefits, personal and security.
Alternatively the null hypothesis is accepted for factors work content, payment, recognition,
working conditions and leader supervision in banks and it is found that there is no significant
difference between these motivational dimensions and banks. Similarly the null hypothesis is
accepted for factors work content, payment, promotion, recognition, working conditions and
leader supervision with respect to gender.
The anova results show that the null hypothesis is rejected with respect to age and payment,
promotion and benefits in banks. There is significant difference between educational background
and payment, promotion, working conditions, personal, and leader supervision. Similarly job
experience and motivational dimensions such as work content, payment, promotion, working
conditions, benefits, personal, and leader supervision have significant difference. The null
hypothesis is rejected with respect to income levels and motivational dimensions such as work
content, promotion, recognition, working conditions, benefits, personal, leader supervision and
security. As for designation there is significant difference between motivation dimensions and
work content, payment, recognition, working conditions, benefits, personal, leader supervision
and security.
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The null hypothesis is rejected for work content, promotion, recognition, working conditions,
benefits, personal, leader supervision and security and job security. Similarly benefits, general
and working days, working hours and work content, payment, promotion, working conditions,
benefits and personal have significant difference.
The anova results show that there is no significant difference between educational levels of
respondents in the banks and work content, recognition, benefit and security. Similarly employee
recognition and job experience have no significant difference. The study draws the inference that
payment and income levels of employees have no significant difference with motivational
dimensions. Similarly promotion and designation are not interrelated and it does not affect the
motivation of employees in banks. The study also finds that there is no significant difference
between payment, motivational dimensions and job security. Alternatively the null hypothesis is
accepted for factors payment, benefit and leader supervision which draws the conclusion that
there is no significant difference between these motivational dimensions and working in shifts in
the banks.
Working days have no significant difference with work content, payment, promotion,
recognition, working conditions, personal and leader supervision. Similarly working hours in a
day and recognition, leader supervision and security have no significant difference.
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