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© 2019 IJRAR January 2019, Volume 6, Issue 1 www.ijrar.org (E-ISSN 2348-1269, P- ISSN 2349-5138)

IJRAR1BOP006 International Journal of Research and Analytical Reviews (IJRAR) www.ijrar.org 50

Effect of Demographic Variables on the Employee

Engagement: An Analysis of Banking Sector,

Rajasthan

*Aditi Khandal, Research Scholar, WISDOM Department, Banasthali Vidyapith

**Dr. Vandana, Assistant Professor, WISDOM Department, Banasthali Vidyapith

*** Dr. Rupesh Roshan Singh, Associate Professor, Mittal school of business,

Lovely Professional University, Punjab

Abstract

Employees play a crucial role in the triumph of every organization. Engaged employees facilitate to accomplish

organizational objectives. Different investigations demonstrate that employees who are highly-engaged can assist

the association with responding to the turbulent world, competition, and evolving workforce. The purpose of this

paper is to comprehend the effect of demographic factors, for example gender, age, tenure, and different position

of employees in the organization on employee engagement. The employee engagement in the study was measured

using two constructs Employee Commitment and Job Satisfaction. The investigation was led among employees

working in different Banking Sector in Rajasthan. The information was gathered utilizing a structured

questionnaire and was analyzed using appropriate statistical tools. It was observed that the male employees have

a higher employee commitment and job satisfaction score compared to the female employees. The results of this

study also showed that there is no difference in the employee commitment and job satisfaction score among

employees in different age groups. The analysis also showed that employee commitment is higher among

employees at higher positions compared to employees at lower positions. However, that there is no difference in

the job satisfaction score among employees at different positions. Lastly, the investigation demonstrated that

employee commitment and job satisfaction is higher among employees with higher experience compared to

employees with lower experience.

Keywords: Quantitative, Employee engagement, Employee commitment, Job satisfaction, Demographic impact,

Private and public banks

http://www.ijrar.org/



1. Introduction

Today the productivity and high performance of most associations could not be acknowledged without employee’s

involvement, commitment, and support. This is on the grounds that workers are partly accountable for the

accomplishment of association’s objectives and approach. In this matter managers should fear on problems

experienced by employee in associations. Hence, it is the foremost duty of a supervisor to be careful of the

necessities and wants of an employee; making him loyal and emotionally involved, so that the employees have the

opportunity to make their activity energizing and surroundings an ideal mix of both work and fun.

Demographic variables have an exceptionally noteworthy impact on engagement as the personal profile of an

individual assumes an extremely essential role in settling the level of engagement and responsibility an employee

has toward its association (Sharma & Gangwani, 2017).

The objective of this research study is to understand how employee engagement varies across banking sector

employees that come from different demographic groups. These demographic groups are based on their gender,

age, job profile, and years of experience.

2. Review of Literature

Measures of Employee Engagement

The organizational commitment alludes to the readiness of the employee which is one of the significant factors in

the association. Men et al., stated that employees’ organizational commitment largely impacts employee

engagement. Qureshi et al., (2011) “defined organizational commitment as the feeling of responsibility that an

employee has towards the mission of the organization”. Narang & Bharti (2016) in their study confirmed that

employee commitment helps to improve the performance and deepen the ties of employee with the job and

declared the relationship among engagement and employee commitment. Saks results indicated that

employee engagement predicts employee commitment and job satisfaction.

Jorfi et al., (2011) “defined job satisfaction as employee’s positive or negative feeling towards his or her job. If

employees have positive feeling towards job they are satisfied and if they have negative feeling towards their job,

they are dissatisfied”. Singh (2017) in their study identified that both employee engagement and job satisfaction

are associated to each other and are two different constructs. Therefore, the research found that job satisfaction

ensures employee engagement. Bellani et al., (2017) carried out multiple regression analysis; the results




demonstrated job satisfaction as noteworthy indicator of employee engagement. In addition, the outcomes of few

researches (Abraham, 2012; Avery et al., 2007; & Garg & Kumar 2012) showed job satisfaction as antecedent and

driver of employee engagement.

Demographic Impacts

Sharma & Gangwani (2017) focused on the significance of demographic factors as they do play important part in

the engagement of employees. Paul & Phua (2011) “found that demographic variables like job position and age

(except academic qualification, gender, marital status, and length of employment) have influence on level of job

satisfaction”.

Tabatabaei et al., (2013) investigated the relationship of demographic variables and job satisfaction; which

indicated to envisage job satisfaction through selected variables of demographic. “There were found significant

differences in job satisfaction of men and female (alpha=0.005)”. As per Becker (1960) age and employment

tenure are viewed as the significant precursors of organizational commitment. In various examinations (Allen &

Meyer, 1993; Salami, 2008; Suliman & Lies, 2000) organizational commitment and age have been seen as

positively related.

Visanh & Huaifu (2018) discovered that work experiences of employees and job characteristics of employees have the

most important connection with organization commitment.

Even though, not all examinations have affirmed the relationship of age with Organizational Commitment

(Chugtai & Zafar, 2006; Iqbal, 2010; Kwon & Banks, 2004).

3. Research Objectives

The objective of this paper is to comprehend the effect of demographic factors, for example gender, age, tenure,

and different position of employees in the organization on employee engagement. The employee engagement in

the study was measured using two constructs Employee Commitment and Job Satisfaction. In order to compare the

employee engagement of banking sector employees based on their demographic profile.

Research Methodology

Employee Engagement was measured on a 5 point likert scale using a survey questionnaire that consists of

questions related to Employee Commitment construct and Job Satisfaction construct. The questions that measure




the Employee Commitment and Job Satisfaction were taken from an existing scale (Sue Hayday, 2003 &

Dubinsky dan Hartley’s Instrument, 1986). As the questions that were used in the survey were taken from an

existing scale, it was reviewed by an expert committee and pilot tested on a small sample to test the validity and

reliability of the survey instrument.

The sample of respondents for the study was selected using cluster sampling. In order to do this, firstly a list of all

bank branches that were operational in the Rajasthan state was prepared. From this list, bank branches were

randomly selected and employees from that bank branch were asked to participate in the Survey. The detailed

objective of the survey was discussed with the branch manager and after his/her consent the hard copy of the

survey instrument was administered to the employees of that branch.

Once the survey was completed, the data was analyzed using SPSS v. 25.0. As a starting, descriptive statistics was

used to understand the demographic profile of the study respondents. Next, Cronbach’s alpha was used to test for

the internal consistency and reliability of the two scales (Job Satisfaction & Employee Commitment). Finally, t-

test and ANOVA tests were used to compare the score of employees on Job Satisfaction and Employee

Commitment Scales based on their demographic profile.

4. Research Hypothesis

In this study the following research null hypothesis will be tested to achieve the research objectives highlighted in

Section 3:

H01: There is no difference in the Job Satisfaction score of male and female employees

H02: There is no difference in the Employee Commitment score of male and female employees

H03: There is no difference in the Job Satisfaction score of employees within different age groups.

H04: There is no difference in the Employee Commitment score of employees within different age groups.

H05: There is no difference in the Job Satisfaction score of employees based on their experience level.

H06: There is no difference in the Employee Commitment score of employees based on their experience

level.

H07: There is no difference in the Job Satisfaction score of employees based on their seniority.

H08: There is no difference in the Employee Commitment score of employees based on their seniority.




5. Data Analysis

a. Demographic Profile of the Respondents

The summary of the demographic profile of the respondents is summarized in Table 1. The demographic profile of

the respondents indicates that there are 56% female respondents and 44% male respondents.

Further, it is observed that 21.1% of the employees are below 30 years, 38.9% of the employees are aged between

30-40 years, 20.6% of the employees are aged between 41-50 years, and 19.4% of the employees are aged more

than 50 years.

18.3% of the employees have 0-5 years of work experience, 36.9% employees have 6-10 years of work

experience, 15.1% employees have 11-15 years of work experience, 14.6% of the employees have 16-20 years of

work experience, and 15.1% of employees have 21 or more years of experience.

Out of 350 employees interviewed in this study, 117 employees were from higher management, 143 employees

were from middle management, and 90 employees were from junior management.

Table 1

Demographic Profile of the Study Respondents

Variable Levels N % of Total

Gender Male 154 44.0

Female 196 56.0

Age Below 30 74 21.1

30-40 136 38.9

41-50 72 20.6

Above 50 68 19.4

Tenure 0 – 5 64 18.3

6 – 10 129 36.9

11 – 15 53 15.1

16 – 20 51 14.6

21 & Above 53 15.1

Position Junior 90 25.7

Medium 143 40.9




High 117 33.4

b. Descriptive Statistics

The descriptive summary (Table 2) of the employee responses on different items of the Employee Engagement

construct indicate that the majority of the employee agree or strongly agree to all the four items of the Employee

Commitment scale and Job Satisfaction scale. Further, the Skewness and Kurtosis values of each of the items

indicate that the dataset is normally distributed. The Skewness and Kurtosis values for each of the items are within

the threshold value of -3 to +3.

The analysis results in Table 3 indicate that the average Employee Commitment score is 16.1 (SD = 3.99) and the

average average Job Satisfaction score of the 20.8 (SD = 3.57). The Skewness and Kurtosis values are within the

threshold values of -3 to +3, indicating that the variables are normally distributed. Further, Cronbach's alpha value

indicates that both the scales, Employee Commitment (alpha = 0.92) and Job Satisfaction (alpha = 0.81), are

internally consistent and reliable.

Table 2

Distribution of the responses across different variables

Variable Strongly

Disagree

Disagree Neutral Agree Strongly

Agree

Skewness Kurtosis

EmpCom1 N 13 10 19 189 119 -1.24 0.97

% 3.7 2.9 5.4 54.0 34.0

EmpCom2 N 9 16 21 143 161 -1.02 0.33

% 2.6 4.6 6.0 40.9 46.0

EmpCom3 N 15 8 24 166 137 -1.09 0.67

% 4.3 2.3 6.9 47.4 39.1

EmpCom4 N 11 13 51 113 162 -1.04 0.28

% 3.1 3.7 14.6 32.3 46.3

JobSat1 N 6 19 24 146 155 -1.39 1.9

% 1.7 5.4 6.9 41.7 44.3

JobSat2 N 6 10 32 134 168 -1.45 2.37

% 1.7 2.9 9.1 38.3 48.0




JobSat3 N 12 26 25 151 136 -1.29 1.21

% 3.4 7.4 7.1 43.1 38.9

JobSat4 N 11 20 30 136 153 -1.36 1.5

% 3.1 5.7 8.6 38.9 43.7

JobSat5 N 6 20 32 166 126 -1.21 1.51

% 1.7 5.7 9.1 47.4 36.0

Table 3

Descriptive Statistics and Reliability analysis for Employee Engagement

Constructs Mean Std. Deviation Items Cronbach’s Alpha

Employee Commitment 16.1 3.99 4 0.92

Job Satisfaction 20.8 3.57 5 0.81

Hypothesis Testing

i.Employee Engagement between the two gender groups

The comparison of Employee Engagement score between the two gender groups is summarized in Table 4.

Table 4

Comparison of Employee Engagement between two gender groups

Variable Levels N Mean Std. Dev t-Test

Employee Commitment Female 154 15.5 4.62 t = -2.366,

df = 270,

p-value = 0.019 Male 196 16.5 3.35

Job Satisfaction Female 154 20.1 4.28 t = -3.120,

df = 250,

p-value = 0.002 Male 196 21.4 2.78

The average employee commitment score for male employees (M=16.52, SD=3.35) is higher than the average

employee commitment score for female employees (M=15.47, SD = 3.35). Further, the t-test results indicate that

this difference in the average employee commitment score of male and female employees is statistically

significant, t(df=270) = -2.3657, p-val = 0.0187. Thus, we reject the null hypothesis 1 and conclude that male

employees have a higher employee commitment score compared to the female employees.




The average job satisfaction score for male employees (M=21.35, SD=2.78) is higher than the average job

satisfaction score for female employees (M=20.11, SD = 4.28). Further, the t-test results indicate that this

difference in the average job satisfaction score of male and female employees is statistically significant, t(df=250)

= -3.12, p-val = 0.002. Thus, we reject the null hypothesis 2 and conclude that male employees have a higher job

satisfaction score compared to the female employees.

ii. Employee Engagement among employees in different age groups

The comparison of Employee Engagement score across different age groups is summarized in Table 5.

Table 5

Comparison of Employee Engagement among different Age Groups

Variable Levels N Mean Std. Dev F-Test

Employee Commitment Below 30 74 16.47 3.51 F(3,346)=1.860, p-val = 0.136

30-40 136 15.81 4.10

41-50 72 15.75 4.62

Above 50 68 16.44 3.49

Job Satisfaction Below 30 74 20.92 3.49 F(3,346) =1.054, p-val = 0.369

30-40 136 20.65 3.77

41-50 72 20.42 3.90

Above 50 68 21.41 2.79

The average employee commitment score is highest in employees aged below 30 years (M=16.47, SD=3.51) and

lowest in employees aged between 41-50 years (M=15.75, SD = 4.62). However, the F-test results indicate that

this difference in the average employee commitment score among employees in different age groups is statistically

insignificant, F(3, 346) = 0.796, p-val = 0.497. Thus, we fail to reject the null hypothesis 3 and conclude that there

is no difference in the employee commitment score among employees in different age groups.

The average job satisfaction score is highest in employees aged above 50 years (M=21.41, SD=2.79) and lowest in

employees aged between 41-50 years (M=20.42, SD = 3.90). However, the F-test results indicate that this

difference in the average job satisfaction score among employees in different age groups is statistically




insignificant, F(3, 346) = 1.054, p-val = 0.368. Thus, we fail to reject the null hypothesis and conclude that there is

no difference in the job satisfaction score among employees in different age groups.

iii. Employee Engagement among employees at different positions in their organization

The comparison of Employee Engagement score among employees at different positions in their organization is

summarized in Table 6.

Table 6

Comparison of Employee Engagement among different Position Groups


Employee Commitment Junior 90 14.93 4.69 F(2,347) =16.525, p-val = 0.000

Medium 143 15.72 3.95

High 117 17.34 3.00

Job Satisfaction Junior 90 20.4 4.61 F(2,347) =1.506, p-val = 0.2233

Medium 143 20.7 3.60

High 117 21.2 2.41

The average employee commitment score is highest in employees at higher positions (M = 17.34, SD=3.00) and

lowest in employees at junior position (M=14.93, SD = 4.69). Further, the F-test results indicate that this

difference in the average employee commitment score among employees at different positions is statistically

significant, F(2, 347) = 10.734, p-val = 0.000. Thus, we reject the null hypothesis 7 and conclude that employee

commitment is higher among employees at higher positions compared to employees at lower positions.

The average job satisfaction score is highest in employees at higher positions (M = 21.24, SD=2.41) and lowest in

employees at junior position (M=20.40, SD = 4.61). However, the F-test results indicate that this difference in the

average job satisfaction score among employees at different positions is statistically insignificant, F(2, 347) =

1.505, p-val = 0.223. Thus, we reject the null hypothesis 8 and conclude that there is no difference in the job

satisfaction score among employees at different positions.




iv. Employee Engagement among employees with different experience level

The comparison of Employee Engagement score among employees with different experience levels is summarized

in Table 7.

Table 7

Comparison of Employee Engagement among different Tenure groups


Employee Commitment 0-5 Years 64 15.17 4.96 F(4,345)=7.4605, p-val = 0.000

6-10 Years 129 16.36 2.65

11-15 Years 53 16.62 1.90

16-20 Years 51 16.63 2.30

21 & Above 53 17.72 2.25

Job Satisfaction 0-5 Years 64 19.53 4.63 F(4,345) =3.6596, p-val = 0.000

6-10 Years 129 20.73 3.74

11-15 Years 53 20.91 3.25

16-20 Years 51 21.43 2.73

21 & Above 53 21.83 1.97

The average employee commitment score is highest in employees with 21 & above years of experience (M =

17.72, SD=3.33) and lowest in employees with 0-5 years experience (M=15.17, SD = 5.50). Further, the F-test

results indicate that this difference in the average employee commitment score among employees with different

experience levels is statistically significant, F(4, 345) = 4.789, p-val = 0.000. Thus, we reject the null hypothesis 5

and conclude that employee commitment is higher among employees with higher experience compared to


The average job satisfaction score is highest in employees at higher positions (M = 21.83, SD=1.97) and lowest in

employees at junior position (M=19.53, SD = 4.63). Further, the F-test results indicate that this difference in the

average job satisfaction score among employees with different experience levels is statistically significant, F(4,

345) = 3.659, p-val = 0.006. Thus, we reject the null hypothesis 6 and conclude that job satisfaction is higher

among employees with higher experience compared to employees with lower experience.




6. Conclusion

It is understandable and clear from the study that there are few research work carried in the Rajasthan state to

comprehend the effect of selected demographic factors (gender, age, tenure, and different position of employees in

the organization) on employee commitment and job satisfaction. Therefore, there is a need for more research

studies to be conducted from Rajasthan. Thus this study made an attempt to understand the effect of selected

demographic factors on employee engagement.

The t-test results indicate that the difference in the average employee commitment score of male and female

employees is statistically significant, t(df=270) = -2.3657, p-val = 0.0187. Further, the t-test results indicate that

the difference in the average job satisfaction score of male and female employees is statistically significant,

t(df=250) = -3.12, p-val = 0.002. Thus, the study observed that the male employees have a higher employee

commitment and job satisfaction score compared to the female employees. The F-test results indicate that the

difference in the average employee commitment score among employees in different age groups is statistically

insignificant, F(3, 346) = 0.796, p-val = 0.497. However, the F-test results indicate that the difference in the

average job satisfaction score among employees in different age groups is statistically insignificant, F(3, 346) =

1.054, p-val = 0.368. Therefore, this study showed that there is no difference in the employee commitment and job

satisfaction score among employees in different age groups. Further, the F-test results indicate that the difference

in the average employee commitment score among employees at different positions is statistically significant, F(2,

347) = 10.734, p-val = 0.000. Hence, we can conclude that employee commitment is higher among employees at

higher positions compared to employees at lower positions. However, the F-test results indicate that the difference

in the average job satisfaction score among employees at different positions is statistically insignificant, F(2, 347)

= 1.505, p-val = 0.223. Thus, there is no difference in the job satisfaction score among employees at different

positions. Lastly, the F-test results indicate that the difference in the average employee commitment score among

employees with different experience levels is statistically significant, F(4, 345) = 4.789, p-val = 0.000. Further, the

F-test results indicate that the difference in the average job satisfaction score among employees with different

experience levels is statistically significant, F(4, 345) = 3.659, p-val = 0.006. The investigation concluded that




employee commitment and job satisfaction is higher among employees with higher experience compared to


The findings are supported by research studies (Beyene & Gituma, 2017; McCue and Wright, 1996; Mannheim, et.

al., 1997; Meyer et al., 2002; Morrow, 1993; Salami, 2008; Sankari et al., 2015; Azeem, 2010; & Kahtani, 2012).

The results of the study cannot be generalized as they are specific to the sample that was selected from the public

and private banks operational in Rajasthan state only. Yet the findings could help the researchers to further

discover the similar constructs across the country to draw a solid conclusion for actions.

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