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Qualti of Work Life
Qualti of Work Life
Qualti of Work Life
Online ISSN-2277-1166
Keywords: Quality of Worklife; Commercial Banks; Discriminant Analysis; QWL; Private Sector
INTRODUCTION
Banking is essentially a person-to-person business. In a service industry like banking, the quality of
human resources assumes vital importance, bank customers would normally do business with a bank
whose staff are well informed and well disposed. For this reason the best personnel are selected,
motivated and trained to conduct marketing function in a better way. Improved efficiency and
promotion of personalized services are required on the part of the employees for them to offer
pleasing, convincing and fulfilling service to customers. Bank officers form a delicate link between the
management and the clerical staff. The success of the bank depends upon the coordination,
synchronization and cooperation of the bank officers with these two very divergent entities. Hence the
job satisfaction of the officers is prime importance because only a satisfied and happy officer will be
able to achieve such synergy in the bank.
The changing needs of employees, their culture, values, aspirations and work environment give birth to
new sub-systems of human resource management. One such new sub system is Quality of Work Life
(QWL). Quality of Work Life is interpreted and viewed in different ways. Quality of work life is the
degree to which the employees feel a comfortable and enjoyable work life. It is the degree of
favorable work situation which will existing within the organization. As a direct relationship exists
between human resource management approaches and the quality of work life, a successful key of any
organization is to improve the employees work life quality. This research also analyses the work life of
employees in Private Sector Commercial Banks
Available online on www.abhinavjournal.com
This research study was undertaken with the following objectives:1. To analyse the influence of Quality of Work Life of employees on their Job Satisfaction.
2. To compare the Job Satisfaction of employees bank wise.
3. Make suggestions on the basis of findings of the study.
METHODOLOGY
The study is based on both primary and secondary data. The primary data have been collected from the
employees of private sector commercial banks in Virudhunagar District with the help of questionnaire.
Number of Respondents
315
98
413
Per cent
76
24
100
From the above Table 1, shows 76 per cent of the respondents are highly satisfied and the remaining
per cent of the respondents are dissatisfied with their job.
To need a correct classification and model validation, the researcher select 50 sample respondents for
discriminant analysis. Both groups are equal size (25 from highly satisfied group and remaining 25
from dissatisfied group). If the researcher applies Discriminant analysis for whole samples loses, its
significance for considering their facts and get a valid model, the researcher has taken 50 sample
respondents and the remaining respondents are hold out from analysis.
Discriminant Analysis
Discriminat analysis is used to predict group membership. This technique is used to classify objects
into one of the alternative groups on the basis of a set of predictor variables. The dependent variable
in discriminant analysis is categorical and on a nominal scale, whereas the independent or predictor
variable are either interval or ratio scale in nature. Discriminant analysis is used to identify the
variables / statements that are discriminating and on which people with diverse views will respond
differently.
The mathematical form of the discriminant analysis model is:
Y=b0+b1X1+b2X2+b3X3+..+bkXk
Where, Y = Dependent variable
VOL. 3, ISSUE 9 (September 2014)
Test of Function(s)
1
Chi-Square
36.392
df
8
Sig
0.000
Table 2 shows the significance of the discriminant model. The value of Wilks Lambda is 0.432 i.e.,
43.2 percent of the variables not explained by the group differences. The Wilks Lambda takes a value
between 0 and 1 and lower the value of Wilks lambda, the higher is the significance of the
discriminant function. The statistical test of significance for Wilks lambda is carried out with the chisquared transformed statistic, which in our case is 36.3922 with 8 degrees of freedom (degrees of
freedom equals the number of predictor variables) and a P value is 0.000 which is less than the cutoff
point 0.05. Therefore the researcher concludes that there is a relationship between dependent and
independent variables. Hence the researcher further analyses the other tests for effectiveness of the
model.
Table 3. Classification Resultsa,c
Count
Original
%
Crossvalidated
Count
%
Employees
Satisfaction level
Highly Satisfied
Dissatisfied
Highly Satisfied
Dissatisfied
Highly Satisfied
Dissatisfied
Highly Satisfied
Dissatisfied
Total
25
25
100.0
100.0
25
25
100.0
100.0
Note: a. 82.0% of original grouped cases correctly classified, b. Cross validation is done only for those
cases in the analysis. In cross validation, each case is classified by the functions derived from all cases
other than that case, c. 76.0% of cross-validated grouped cases correctly classified
VOL. 3, ISSUE 9 (September 2014)
10
Eigen Value
1.315a
% of variance
100.0
Cumulative %
100.0
Canonical Correlation
0.754
Function
1
.338
-1.040
.733
.118
.221
-.264
.324
.386
.192
11
Function
1
.376
-1.230
.757
.104
.237
-.136
.285
.275
Table 6 provides an index of the importance of each predictor through standardized regression
coefficient. It indicates that Factor 3 i.e., Organizational culture and climate, followed by Factor 1 Self
Development and Factor 7 i.e., Social Integration are the three variables with large coefficients stand
out as those the strongly predict allocation to the Highly satisfied group and Dissatisfied groups. All
the remaining 5 variables are less successful as predictors.
The discriminant analysis helps the researcher to compute the mean discriminant score of the highly
satisfied and dissatisfied employees separately. The study was conducted 413 observations of which
50 were used to build the model the remaining 363 observations were kept as hold-out samples to get
the valid model and to take the out-of-sample performance of the model. Using the estimated
discriminant function yield by discriminant analysis score for each respondent. The score is higher
than zero that respondents are treated as highly satisfied group or whereas less than zero they are
grouped under dissatisfied group. Table 7 presents the mean discriminant score of each group.
Table 7. Functions at Group Centroids
Satisfaction of the employees
Highly Satisfied
Dissatisfied
Function
1
1.124
-.1.124
12
Particulars
1.
2.
Highly Satisfied
Dissatisfied
Total
Number of Employees
As per Original
As per Discriminant
Opinion
Function
315
193
98
220
413
413
Differences
122
122
From the above Table 8, it is understand that there is more chance to dissatisfy another 122 employees
than the original. Therefore it indicates that if the current state of conditions are continued it leads to
dissatisfy another 122 employees.
In order to analyse the job satisfaction of the employees of private sector banks, bank wise
classification is made. Table 9 shows the bank wise classification of employees with regard to job
satisfaction. Further the Table 9 also shows the ranking of Banks.
Table 9. Satisfaction Level of Bank Employees
Bank Name
KVB
AXIS
SIB
INDUSIND
CSB
CUB
LVB
TMB
HDFC
ICICI
FEDERAL
TOTAL
Number of Employees
Highly
Dissatisfied Total
Satisfied
2
40
42
22
24
46
18
6
24
7
3
10
5
1
6
42
20
62
19
14
33
53
67
120
22
2
24
3
21
24
0
22
22
193
220
413
13
% of
Satisfaction
Rank
5
48
75
70
83
68
58
44
92
13
0
10
7
3
4
2
5
6
8
1
9
11
Number of Employees
Highly Satisfied
42
46
24
10
6
62
33
120
24
24
22
413
Mean Score of
Job Satisfaction
120.33
209.26
265.38
255.05
282.58
250.39
229.39
201.70
299.79
136.31
110.50
Table 10 indicates employees of eleven Private Sector Banks are differing from one another on the
basis of their mean scores. To test the hypothesis framed here, the kruskal Wallys test has been
applied by using SPSS. The result of Kruskal Wallys Test is shown in Table 11.
Table 11. Kruskal Wallys Test Statistics A,B
Chi Square
Df
Asym.Sig
Dicriminant Satisfaction
105.529
10
.000
14
There is a chance to increase the number of dissatisfied employees in private sector banks in
Virudhunagar District
The Kruskal Wallys Test shows that there is strong statistical evidence for a significant
difference in the satisfaction level of employees in different Private Sector Banks.
Especially management to take steps towards improving the factor Organisational Culture and
Climate by way of maintaining employees proper work life balance, providing adequate
facilities, create supportive work groups, make joint management councils and try to eliminate
bias.
Self Development is another important factor, lack of which causes of dissatisfaction. Provide
enough privacy in their job, create sense of one community, encouraged to develop their new
skills, provides social mobility, create clear set of goals and provide opportunities to improve
their jobs, these kind of effort from management will be much appreciated by employees.
Management of all the private sector banks may consider the remaining predictor variables
like, Social Integration, Fair Payment, Career Development, Benefits and Facilities, as such
quick action is required by management of these banks to restructure their organization.
Factors such as work life balance (-.136) and Constitutional Guarantees (-1.230) are have
negative co-efficient. Employees feel that they have risky working conditions, compelled to
work on overtime, too many ethical and moral principles, hence the management should try to
liberalize their policies.
Management should realize the importance of level of satisfaction of employees and strive
towards its improvement.
Employees of Federal Bank are most dissatisfied with their job. As such management of
Federal Bank should take steps to improve satisfaction level of their employees in all aspects,
and try to follow policies of HDFC Bank, Because they have highly satisfied employees.
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7315. Vol 2. Issue 2 2012
2. Daljeet Kaur, Quality of Work Life in ICICI Bank Ltd, Chandigarh, International Research
Journal, 2010. ISSN 0975 3486 vol I ISSUE(11)
3. Kanagalakshmi, L. and Devei, N.B. A study on perception of Quality of Work Life among Textile
Manufacturing Workers in Tirunelveli. http://www.123oye.com> (2003).
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