An empirical analysis of managerial and non-managerial HRD climate perceptions in SBI and KVB...

RESEARCH PAPER

An empirical analysis of managerial and non-managerialHRD climate perceptions in SBI and KVB through internaland external comparison: a case study conducted in AndhraPradesh

Srinivas Lakkoju

� Indian Institute of Management Calcutta 2014

Abstract HRD is an important aspect of HRM in

banks. Recently, technology has brought about pro-

found changes in the conduct of banking business in

India. There is an enormous increase in the business

and also competition to exploit this opportunity. To

survive in this competitive environment, banks need to

ensure highly motivated, competent and committed

people who can deliver quality service to customers

and ensure their retention. In this initiative, frequent

HRD climate research helps banks improve their HRD

systems, programmes and practices. This paper is an

attempt to explore the prevailing HRD climate in SBI

and KVB. Internal analysis in each bank discloses

significant difference between managerial and non-

managerial HRD climate perceptions in SBI. External

comparison between banks uncovers significant

differences concerning managerial as well as non-

managerial HRD climate perceptions measured inde-

pendently. The model discussed in the paper stresses

the need for integrating managerial and non-manage-

rial HRD climate.

Keywords Human resource development �General climate � OCTAPACE culture � HRD

mechanisms � HRD climate research

Abbreviations

GC General climate

OC OCTAPACE culture

HRDM HRD mechanisms

HRDC HRD climate

Introduction

In India, commercial banks are emerging as conglom-

erates of many segments, selling multiple products,

going much beyond the traditional banking business

(Thingalaya 2006). This transformation is due to the

rapidly advancing banking technology. In fact, tech-

nological changes are forcing banks to adopt new

structures and environment and thereby equip their

human resources with new skills and attitudes to cope

with these changes. Besides, strong competition, new

business opportunities, constant demands from knowl-

edge customers for prompt and quality banking

services, changing human resource dimensions, etc.

have made banks recognise the need for a compre-

hensive human resource development (HRD) system.

Nair (1988) and Jain (1991) believe that the challenges

of technological-transformation could be achieved

with the help of HRD interventions.

S. Lakkoju (&)

School of Management Studies, Lakireddy Balireddy

College of Engineering (Autonomous), L.B. Reddy

Nagar, Mylavaram 521230, Krishna District,

Andhra Pradesh, India

e-mail: [email protected]

123

Decision

DOI 10.1007/s40622-014-0030-8

These days, customer attraction, satisfaction and

retention have become perpetually challenging tasks

for any commercial bank. An efficient HRD system

that produces highly skilled and motivated workforce

can make these manifold tasks achievable. Thus, the

success of any bank largely depends on the mainte-

nance of HRD climate conducive for individuals to

perform to their fullest potential. HRD climate of an

organisation plays an important role in ensuring the

competency, motivation and development of its

employees (Patel 2005). Priyadarshini and Venkata-

pathy (2004) observe that HRD climate strongly

influences the performance of banks. They identify

performing banks with innovative HRD practises.

About HRD climate

HRD climate is an integral part of an organisational

climate. Rao and Abraham (1986) define HRD climate

as perceptions the employees can have on the devel-

opmental environment of their organisation. HRD

climate comprises three elements viz. general climate,

OCTAPACE culture and HRD mechanisms. The

general climate features deal with the importance

given to HRD by the top management and line

managers in an organisation. OCTAPACE culture

deals with the extent to which ‘Openness’, ‘Confron-

tation’, ‘Trust’, ‘Autonomy’, ‘Proactivity’, ‘Authen-

ticity’, ‘Collaboration’ and ‘Experimentation’ are

cherished at workplace. Further, there are a number

of HRD instruments through which individuals are

motivated and developed to achieve organisational

excellence. Performance and potential appraisals,

recognition and reward system, training and develop-

ment, feedback and performance coaching, counsel-

ling, career planning and development, employee

welfare and quality of work life, OD exercises and

Quality Circles are some of the traditional HRD sub-

systems frequently used by organisations.

Need for the study

Surely, HRD Climate results in the development of

both employee competence and commitment (Rao

1999). However, in many banking institutions, the

HRD philosophy is not practised in its true spirit and

form. Shah (1978) and Abraham (1988) observe a

wide gap between the top management belief and the

practise of HRD. Hence, it is vital that the HRD

climate of any bank has to undergo frequent review

and be subjected to fine-tuning to make the climate

contemporaneous. In this backdrop, the present study

is undertaken.

Review of literature and identification of research

gap

The review covers mostly empirical research con-

ducted in both banking and non-banking organisa-

tions. For instance, Rohmetra (1998) has made a

comparative study and reports significant difference

between the HRD climates of SBI and J&K bank.

Particularly, the study observes several inadequacies

in the HRD climate of the private sector bank.

Recently, in a Dubai bank, Srimannarayana (2007)

notices that despite the existence of a good level of

HRD climate, perceptual differences still remain

relating to demographic variables. Chalam and Srin-

ivas (2005) identify that in SBI women employees

show much concern on HRD climate, despite their

subordinated working conditions. They suggest fre-

quent employee surveys focusing on gender issues.

Previously, Gani and Shah (2001) find a poorly

perceived climate in the banking industry. They

observe that the situation in the private sector is worse

than the public sector. But, recently, Pillai (2008) finds

a moderate degree of HRD climate in banks. In yet

another study where banks constitute a major portion

in the sample, Srimannarayana (2008) finds relatively

a less degree of favourable HRD climate in the service

sector. Earlier, Riyaz (2002) discovers a moderate

level of OCTAPACE culture in commercial banks.

Vijaya et al. (2004) understand that the performance

appraisal system in State Bank of Hyderabad is better-

constructed and implemented for officers when com-

pared to clerical personnel.

There are studies conducted in other industries as

well. For instance, Rao (1997) finds that senior and

middle managers in Bharat Heavy Electricals Limited

are placed in a favourable HRD climate to experiment

with new work methods and try out creative ideas.

Further, Venkiteswaran and Sai (1997) in their study

of a large public sector heavy engineering organisation

conclude that early identification of human resource

potential and development of skill are the two major

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tasks of HRD. Sujata (1999), in her study of Steel

Authority of India Limited, views that HRD is a tool

through which workers acquire better skills and

knowledge that helps in bringing about attitudinal

change there by changing the culture of the whole

organisation. The author insists for a comprehensive

role analysis to overcome role ambiguities.

Alphonsa (2000) observes differences in the HRD

climate perceptions of supervisors belonging to var-

ious departments in a large private hospital. However,

Natarajan and Deepashri (2000) find that irrespective

of age, sex, experience, educational background,

income and category employees in Burn Standard

Company Limited have almost the same level of

satisfaction towards HRD climate. In another study,

Sharma and Purang (2000) find a positive correlation

between value institutionalisation and HRD climate,

meaning thereby an organisation’s more ethical envi-

ronment provides for a better HRD climate.

Further, Mufeed (2006) reports a low level of HRD

Climate in a hospital. But, Pooja (2006) finds signif-

icantly better HRD Climate in the private sector of

engineering and automobile industry. Solkhe and

Chaudhary (2010) realise definite impact of HRD

climate on job satisfaction of employees in select

public sector organisations. Besides, Richa et al.

(2011) understand that the ‘general climate’ dimen-

sion of HRD Climate is the most significant predictor

of employee engagement followed by ‘HRD mecha-

nisms’. Thirumaran (2011) in the study of a sugar

mill learns that the HRD climate positively contributes

to the development of both employees and the

organisation.

The profound review of the current literature on

HRD climate creates an impression that there is a

dearth of comparative research studies, particularly in

the Indian banking industry. More studies were carried

out in industries like engineering, manufacturing and

service sectors other than banking. But, limited

research is conducted in the banking industry partic-

ularly subsequent to the new competition and techno-

logical advancements. The literature survey also

discloses inadequacy of HRD climate in banks. The

studies reviewed above, call for a fresh HRD climate

research to facilitate its fine-tuning based on contem-

porary trends and thereby ensure quality human

resources to deliver true value to customers. The

present study attempts to address this gap.

Objectives of the study

The main aim of the present study is to explore the

nature and extent of HRD climate prevailing in the

Indian commercial banking sector. Thus, the follow-

ing have been formed as specific objectives of the

present study:

(i) to analyse HRD climate perceptions held by

managerial and non-managerial personnel work-

ing in SBI and KVB through internal and external

comparisons; and

(ii) to discuss about the results and their implications

for banks in India.

Research methodology

Data source and sample

As a part of doctoral research, the HRD climate

perceptual survey was conducted in State Bank of India

and Karur Vysya Bank in Andhra Pradesh during 2008.

The survey covered metropolitan, urban, semi-urban

and rural branches of the two selected banks. The survey

questionnaires were randomly administered among

‘managerial’ and ‘clerical’ personnel of the two banks.

From the both banks, 400 complete responses are

considered as the sample for the study. The following

categories of the personnel responded to the survey:

(i) Managerial grade: Assistant General Managers,

Chief Managers, Managers (Scale IV and III),

Deputy Managers, Senior Officers, Assistant

Managers, Junior Managers, Junior Officers,

Trainee Officers and Probationary Officers.

(ii) Clerical grade: Special Assistants, Senior Assis-

tants, Junior Assistants, Typists, Personal Secre-

taries, Cashiers, Tellers, Telephone Operators, etc.

Composition of the sample respondents

The samples drawn from the two banks are shown in

Table 1. The number of managerial respondents

from SBI is 132 and from KVB is 84. The number

of clerical respondents from SBI is 108 and from

KVB is 76. Thus, the managerial respondents have

made a significant contribution to the present study.

Decision

123

Furthermore, Table 2 shows that, in SBI, the percent-

age of women respondents in the total is only a meagre

13 % (managerial 5 % plus clerical 8 %). Similarly,

Table 3 shows that, in KVB, the proportion of female

respondents is 30 % (managerial 7.50 % plus clerical

22.50 %) in the total. Thus, it may be inferred that

women might have occupied a few managerial jobs in

both banks in this region.

Procedure of data analysis

The study basically involves measurement of respon-

dents’ perceptions on Likert’s 5-point scale with

regard to 30 statements covering three elements in

HRD climate equally. Primarily, the qualitative

responses are quantified by assigning ratings ranging

from ‘Strongly Agree’-5 to ‘Strongly Disagree’-1.

Later, item-wise mean values (weighted averages) and

percentage scores based on T.V. Rao’s formula

‘Percentage Score = (Mean value - 1) 9 250 were

computed. Further, to facilitate statement-wise inter-

cadre and inter-bank comparisons, t tests were

employed. In statement-wise interpretations, the fig-

ures given in parentheses follow the same order of the

data presented in tables. Interpretations were further

based on the following five levels of assumptions:

Hypotheses

The study formulates four multivariate null hypothe-

ses and adopts one-way ANOVA technique to test

them. Conclusions about their testing are based on

both critical value and P value methods. Wherever

ANOVA test is significant, the study also employs

‘protected’ paired-samples t tests to make accurate and

reliable post hoc multiple comparisons. In t tests, the

original a is adjusted to a lower level using ‘Bonfer-

roni Correction’ (formula is aB = a/c; where ‘c’ is the

number of paired comparisons made) to minimise the

possibility of committing ‘Type I Error’. Thus, a new

threshold a value (aB) is obtained which is then used to

analyse the significance of difference between each

pair of data. The a-level is adjusted for each post hoc

test considering the same significance level each

ANOVA test employs, to ensure that the overall

experiment significance level remains at original alevel.

Limitations of the study

The study suffers from the following obvious

limitations:

(i) The field of enquiry was confined to the State of

Andhra Pradesh only.

(ii) The size of sample is not adequate to offer

comments about the prevailing HRD climate as

the same is not scientifically computed (but

random in nature).

Table 1 Grade-wise composition of respondents

Grade SBI % in 240 KVB % in 160

Managerial 132 55.00 84 52.50

Non-managerial 108 45.00 76 47.50

Total 240 100.00 160 100.00

Source Compiled from the collected data of the study

Table 2 Gender-wise composition of respondents in SBI

Grade Male % in 240 Female % in 240

Managerial 120 50.00 12 5.00

Non-managerial 88 37.00 20 8.00

Total 208 87.00 32 13.00


Table 3 Gender-wise composition of respondents in KVB

Grade Male % in 160 Female % in 160

Managerial 72 45.00 12 7.50

Non-managerial 40 25.00 36 22.50

Total 112 70.00 48 30.00


Percentage score Assumption

B50.00 ‘Unsatisfactory’

[50.00 but B 60.00 ‘Less Moderate’

[60.00 but B 70.00 ‘Moderate’ or ‘Average’

[70.00 but B 80.00 ‘Good’

[80.00 ‘Excellent’

Decision

123

Analysis of HRD climate perceptions through

internal comparison in SBI

Hypothesis (H10) There is no significant difference

between the HRD climate perceptions of managerial

and non-managerial personnel working in SBI.

Status of ‘General Climate’ in SBI

Table 4 shows comparative data on managerial and

non-managerial ‘General Climate’ perceptions in SBI.

All statement-wise t tests reveal significant perceptual

differences between the two cadres. To elaborate, both

managerial and non-managerial personnel are highly

valued in SBI, but certainly the latter are less valued

than the former (80.25, 74.00, t = 2.09**). This trend

is further reflected in management’s partial attitude of

allocating more resources to ensure managerial devel-

opment primarily (76.50, 65.75, t = 3.45*). Besides,

in its personnel policies, management emphasises

more on managerial development than on non-man-

agerial development (75.00, 63.00, t = 4.34*).

Accordingly, it focuses more on identification and

utilisation of managerial potential than on non-man-

agerial potential (69.00, 61.00, t = 2.19**) and

greatly encourages managerial personnel to develop

competencies when compared to non-managerial

personnel (77.25, 68.50, t = 2.93*).

Further, when compared to managerial personnel,

non-managerial personnel receive only moderate guid-

ance in adopting future roles and responsibilities (71.25,

63.00, t = 2.84*) and less support to enhance their

education (72.00, 59.25, t = 3.54*). These views are

substantiated further by managers’ nonchalant approach

towards their subordinates’ development (76.50, 51.75,

t = 7.13*). Hence, clerks in SBI see the workplace

environment moderately conducive for their develop-

ment while managers observe the same as highly

development oriented (75.00, 67.50, t = 2.54*).

Besides, clerical personnel envisage themselves average

growth prospects whereas managers view their growth as

extremely promising (81.75, 61.00, t = 6.03*). Overall

mean, percentage score and gap reveal that the quality of

general climate is perceived as high by managers and as

moderate by clerks (75.50, 63.50, gap = 12.00).

Status of ‘OCTAPACE Culture’ in SBI

Table 5 shows comparative data about managerial and

non-managerial ‘OCTAPACE Culture’ perceptions in

SBI. Statement-wise t tests reveal significant percep-

tual differences relating to the statements 6, 7 and 10.

For instance, both cadres evenly perceive that a good-

quality culture of openness prevails in the bank (69.75,

69.50) and also convey that they discuss problems to a

great extent openly to solve them rather than blaming

Table 4 Comparative ‘General Climate’ perceptions in SBI

Item no. Managerial (N = 132) Non-managerial (N = 108) % score gap t statistic

Mean SD % score Mean SD % score

1 4.21 0.94 80.25 3.96 0.88 74.00 6.25 2.09**

2 3.85 0.86 71.25 3.52 0.92 63.00 8.25 2.84*

3 4.06 0.92 76.50 3.63 0.99 65.75 10.75 3.45*

4 4.09 0.79 77.25 3.74 1.00 68.50 8.75 2.93*

5 3.76 0.95 69.00 3.44 1.20 61.00 8.00 2.19**

6 3.88 1.07 72.00 3.37 1.13 59.25 12.75 3.54*

7 4.06 0.98 76.50 3.07 1.12 51.75 24.75 7.13*

8 4.27 0.79 81.75 3.44 1.23 61.00 20.75 6.03*

9 4.00 0.81 75.00 3.52 0.88 63.00 12.00 4.34*

10 4.00 0.89 75.00 3.70 0.89 67.50 7.50 2.54*

Overall 4.02 – 75.50 3.54 – 63.50 12.00 –

* t critical two-tail = 2.59 @ a = 0.01, P B 0.01

** t critical two-tail = 1.97 @ a = 0.05, P B 0.05

Decision

123

each other (68.25, 72.25). For sure, this tendency is an

outcome of friendly relations and a good level of

mutual trust among both categories of personnel

(78.00, 76.75). Similarly, despite significant differ-

ences in their perceptions, it is admirable that both

categories of personnel have strong teamwork and

unity among them (78.75, 70.25, t = 3.00*). How-

ever, it is surprising to learn that both managerial and

non-managerial personnel almost lack autonomy in

discharging their duties and responsibilities (47.75,

52.75). Yet, they confirm that their management

encourages initiative and risk-taking on-the-job

(74.25, 69.50). Actually, it is unfair on part of the

management to expect its personnel be proactive,

without giving them adequate freedom at workplace.

Perhaps, due to this reason, managers feel that their

efforts are moderately recognised and are occasionally

delegated higher level responsibilities. Hence, they

might be least bothered of their subordinates’ efforts

and contributions (59.75, 51.75, t = 2.38**).

Further, both cadres commonly agree that their

management moderately encourages creativity (65.25,

65.75) and experimentation (68.25, 63.00) at work-

place. But, as compared to managerial personnel, non-

managerial personnel get moderate opportunities to

innovate and use their capabilities at work (78.75,

63.00, t = 4.70*). Overall mean, percentage score and

gap suggest that the quality of OCTAPACE culture

perceived by both managers and clerks is moderate in

SBI (68.75, 65.50, gap = 3.25).

Status of ‘HRD Mechanisms’ in SBI

Table 6 shows comparative data about managerial and

non-managerial ‘HRD Mechanisms’ perceptions in

SBI. Statement-wise t tests reveal significant percep-

tual differences on all statements except 7 and 10. To

elaborate, for managerial personnel, the performance

appraisal system is objective to a greater extent

whereas for non-managerial personnel the same is

moderately objective (73.50, 64.75, t = 2.75*). Fur-

ther, in SBI, managerial efforts and contributions get

better recognition and rewards than non-managerial

efforts and contributions (74.25, 62.00, t = 3.86*).

Similarly, SBI considers managerial training more

vital than non-managerial training (79.50, 69.50,

t = 2.99*). Consequently, in SBI managerial, jobs

are more frequently rotated than non-managerial jobs

(78.75, 65.75, t = 4.20*). Perhaps, these conditions

might have contributed to inadequate planning and

development of non-managerial careers as compared

to managerial careers (72.75, 55.50, t = 5.45*).

Besides, it is learnt that the management of SBI

provides performance feedback only to managerial

personnel that too occasionally (54.50, 46.25,

t = 2.34**). Similarly, in SBI non-managerial, suc-

cession planning is absolutely unproductive as com-

pared to managerial succession planning (62.00,

47.50, t = 3.92*). Moreover, performance-based pro-

motions are too sluggish for non-managerial personnel

and reasonably quick for managerial personnel (61.25,

Table 5 Comparative ‘OCTAPACE culture’ perceptions in SBI



1 3.79 0.94 69.75 3.78 0.83 69.50 0.25 0.08

2 3.73 0.96 68.25 3.89 0.96 72.25 4.00 1.29

3 4.12 0.77 78.00 4.07 0.71 76.75 1.25 0.48

4 2.91 0.99 47.75 3.11 1.13 52.75 5.00 1.44

5 3.97 0.87 74.25 3.78 0.96 69.50 4.75 1.60

6 3.39 0.85 59.75 3.07 1.15 51.75 8.00 2.38**

7 4.15 0.74 78.75 3.81 0.94 70.25 8.50 3.00*

8 3.73 0.96 68.25 3.52 1.13 63.00 5.25 1.51

9 3.61 1.04 65.25 3.63 1.13 65.75 0.50 0.16

10 4.15 0.89 78.75 3.52 1.13 63.00 15.75 4.70*

Overall 3.75 – 68.75 3.62 – 65.50 3.25 –



Decision

123

46.25, t = 4.53*). Further, SBI utterly fails to conduct

employee surveys which indeed serve as a tool to

obtain information about HRD climate (44.75, 37.00).

Nevertheless, there is a widespread belief that SBI

maintains good quality of work life (72.75, 70.25).

Overall mean, percentage score and gap reveal that the

quality of HRD mechanisms is perceived as moderate

by managers and as less moderate by clerks (67.50,

56.75, gap = 10.75).

Testing of H10

ANOVA results in Table 7 reveal statistically signif-

icant difference between the six groups of sample data

pertaining to SBI analysed at 1 % level of significance

(Fcal 4.88 [ Ftab 3.37 and P 0.00 \ a 0.01). Thus, the

study provides concrete evidence to reject H10 and

alternatively concludes that the HRD climate percep-

tions of managerial and non-managerial personnel

working in SBI significantly differ. As the ANOVA

test is significant, the study further conducts post hoc

t test to make pair-wise comparisons and identify

which pair of data causes more variations between

managerial and non-managerial perceptions in SBI.

Results of paired t tests made available in Table 8

indicate statistically significant difference in the first

and third pairs (tcal 6.19 [ ttab 3.24 and P 0.00 B 0.00

and tcal 7.98 [ ttab 3.24 and P 0.00 B 0.00) of sample

data, respectively, at Bonferroni’s adjusted alpha level

(aB = 0.0033). This explains that the difference

between managerial and non-managerial HRD climate

perceptions in SBI reported by ANOVA test is mainly

due to the existence of significant perceptual differ-

ences relating to general climate and HRD mecha-

nisms. Thus, rejection of H10 based on ANOVA test

result (Table 7) remains highly reliable.

Analysis of HRD climate perceptions through

internal comparison in KVB



and non-managerial personnel working in KVB.

Status of ‘General Climate’ in KVB

Table 9 shows comparative data on managerial and

non-managerial ‘general climate’ perceptions in KVB.

Significant perceptual differences appear regarding

statements 1, 3, 4 and 10. For instance, KVB considers

managerial personnel as more important resources

than non-managerial personnel (85.75, 69.75,

t = 4.70*). Further, the management allocates more

resources for managerial development than for non-

managerial development (75.00, 64.50, t = 2.50*).

Besides, non-managerial personnel get relatively

moderate help from their seniors or managers through

the course of acquiring skills on-the-job (75.00,

63.25, t = 3.63*). Hence, even though the working

Table 6 Comparative ‘HRD mechanisms’ perceptions in SBI



1 3.94 0.98 73.50 3.59 0.95 64.75 8.75 2.75*

2 3.97 0.83 74.25 3.48 1.07 62.00 12.25 3.86*

3 4.18 0.79 79.50 3.78 1.20 69.50 10.00 2.99*

4 3.91 0.83 72.75 3.22 1.07 55.50 16.75 5.45*

5 4.15 0.74 78.75 3.63 1.09 65.75 13.00 4.20*

6 3.18 1.00 54.50 2.85 1.15 46.25 8.25 2.34**

7 3.91 1.16 72.75 3.81 0.77 70.25 2.50 0.74

8 3.48 0.96 62.00 2.96 1.07 47.50 14.50 3.92*

9 3.45 1.07 61.25 2.85 0.97 46.25 15.00 4.53*

10 2.79 1.07 44.75 2.48 1.34 37.00 7.75 1.91

Overall 3.70 – 67.50 3.27 – 56.75 10.75 –



Decision

123

environment in KVB is greatly conducive for the

development of both cadres, managerial personnel

view it as more advantageous for their growth (78.50,

72.25, t = 2.75*).

Results further show that in KVB both cadres

receive excellent guidance from their respective

seniors that helps them engage in future roles and

responsibilities (78.50, 81.50). Besides, the manage-

ment makes good-quality efforts to identify and

utilise the potential of both cadres (73.75, 72.25) and

greatly encourages them to improve their educa-

tional credentials (75.00, 73.75). In addition, in this

bank, managers feel highly responsible for the

development of their subordinates (71.50, 69.75).

Hence, growth opportunities are profusely open to

every employee in KVB (91.75, 93.50). However, it

is evident that management moderately highlights

the concept of development in its personnel policies

(67.75, 67.00). Overall mean, percentage score and

gap reveal that the quality of general climate is

Table 7 Result of ANOVA (single factor) for differences between managerial and non-managerial HRD climate perceptions in SBI

Source of variation SS df MS F* P value* F crit

Between groups 3.085637 5 0.617127 4.888101 0.000924 3.376912

Within groups 6.817551 54 0.126251

Total 9.903188 59

Source Computed based on all group mean values in Tables 4, 5 and 6

* Significant @ a = 0.01

Table 8 Results of paired t test for dimension-wise differences between managerial and non-managerial HRD climate perceptions in

SBI

Pair Dimension M SD NM SD t statistic P value

1 GC 4.02 0.15 3.54 0.24 6.19* 0.00*

2 OC 3.75 0.38 3.62 0.32 1.69 0.12

3 HRDM 3.70 0.45 3.27 0.45 7.98* 0.00*

Source Computed based on pair-wise group mean values in Tables 4, 5 and 6

* Significant @ aB = 0.0033

NB t critical two-tail = 3.24 @ a = 0.01. All P values are two tailed

Table 9 Comparative ‘General Climate’ perceptions in KVB



1 4.43 0.73 85.75 3.79 0.95 69.75 16.00 4.70*

2 4.14 0.99 78.50 4.26 0.91 81.50 3.00 0.79

3 4.00 1.07 75.00 3.58 1.04 64.50 10.50 2.50*

4 4.00 0.82 75.00 3.53 0.82 63.25 11.75 3.63*

5 3.95 0.79 73.75 3.89 0.44 72.25 1.50 0.57

6 4.00 0.87 75.00 3.95 0.95 73.75 1.25 0.36

7 3.86 0.99 71.50 3.79 0.95 69.75 1.75 0.43

8 4.67 0.56 91.75 4.74 0.55 93.50 1.75 0.79

9 3.71 1.20 67.75 3.68 0.86 67.00 0.75 0.18

10 4.14 0.46 78.50 3.89 0.64 72.25 6.25 2.75*

Overall 4.10 – 77.50 3.91 – 72.75 4.75 –


Decision

123

perceived as equally high by both cadres in KVB

(77.50, 72.75, gap = 4.75).

Status of ‘OCTAPACE Culture’ in KVB

Table 10 shows comparative data about managerial

and non-managerial ‘OCTAPACE Culture’ percep-

tions in KVB. Only, item 2 records significant

perceptual differences between the two cadres. To

explain, both cadres in KVB almost evenly see that

there is a culture of mediocre openness (59.50, 67.75)

among them. With regard to finding solutions for

workplace problems, managers involve in a fairly

open discussion while clerks engage in a highly free

and frank discussion rather than blaming each other

(65.50, 73.75, t = 1.92**). However, it is evident that

with a good degree of mutual trust they are friendly to

each other (76.25, 80.25) also highly united and

collaborative (73.75, 79.00) at workplace.

Furthermore, it is rather unreasonable that the

management, without providing adequate autonomy

or freedom (50.00, 58.00), expects the personnel to be

highly proactive (77.50, 80.25) at workplace. Perhaps,

due to this tendency both cadres perceive that their

management moderately acknowledges their efforts

(56.00, 61.75). However, they convey that their

management reasonably encourages experimentation

(65.50, 71.00), creativity (62.00, 59.25) at workplace

and provides excellent opportunities to innovate and

use their capabilities in their work (73.75, 77.75).

Overall mean, percentage score and gap reveal that the

quality of OCTAPACE culture is perceived as equally

good by both cadres in KVB (66.00, 70.75,

gap = 4.75).

Status of ‘HRD Mechanisms’ in KVB

Table 11 shows comparative data concerning mana-

gerial and non-managerial ‘HRD Mechanisms’ per-

ceptions in KVB. Statement-wise analysis discloses

significant perceptual differences pertaining to items

1, 2 and 7. For instance, managerial personnel feel that

the performance appraisal system is moderately

objective for them while their subordinates experience

the same as objective to a good extent (63.00, 72.25,

t = 2.79*). Further, both cadres uniformly agree that

they are provided occasional feedback and guidance

on their job performances (57.25, 59.25). However,

despite minute perceptual differences, it is evident that

both managerial and non-managerial efforts and

contributions are greatly recognised and rewarded

(76.25, 71.00, t = 2.42**) in KVB.

Further, it is understood that in KVB both mana-

gerial and non-managerial personnel are provided

excellent training facilities (83.25, 85.50). Moreover,

there is a good quality planning and development of

both managerial and non-managerial careers in the

bank (76.25, 77.75). For both cadres, job rotation is

very frequent (85.75, 81.50), succession planning is

highly effective (71.50, 71.00) and performance-based

promotions are also fast (76.25, 71.75). Thus, not-

withstanding perceptual gaps between them, it is

Table 10 Comparative ‘OCTAPACE Culture’ perceptions in KVB



1 3.38 1.18 59.50 3.63 0.87 65.75 6.25 1.53

2 3.62 1.09 65.50 3.95 1.05 73.75 8.25 1.92**

3 4.05 0.95 76.25 4.21 0.83 80.25 4.00 1.14

4 3.00 1.11 50.00 3.32 1.17 58.00 8.00 1.73

5 4.10 0.61 77.50 4.21 0.77 80.25 2.75 1.03

6 3.24 1.11 56.00 3.47 0.82 61.75 5.75 1.52

7 3.95 0.72 73.75 4.16 0.74 79.00 5.25 1.75

8 3.62 0.95 65.50 3.84 0.88 71.00 5.50 1.53

9 3.48 1.18 62.00 3.37 0.99 59.25 2.75 0.62

10 3.95 0.90 73.75 4.11 0.64 77.75 4.00 1.24

Overall 3.64 – 66.00 3.83 – 70.75 4.75 –


Decision

123

evident that both cadres experience good quality of

work life (76.25, 71.00, t = 1.95**). But, like SBI,

KVB also virtually fails to conduct employee surveys


gap reveal that the quality of HRD mechanisms is

perceived as equally high by both cadres in KVB

(71.50, 72.00, gap = 0.50).

Testing of H20

ANOVA results presented in Table 12 indicate statis-

tically insignificant difference among the six groups

of sample data pertaining to KVB analysed at 10 %

level of significance (Fcal 1.53 \ Ftab 1.95 and

P 0.19 [ 0.10). The test does not provide any

evidence to reject H20. Thus, the HRD climate

perceptions of managerial and non-managerial per-

sonnel working in KVB are understood to be coincid-

ing. However, statement-wise t tests disclose that both

cadres in KVB differ on very few aspects of HRD

climate. Being insignificant, ANOVA does not give

scope to perform post hoc analysis.

Analysis of managerial HRD climate perceptions

through external comparison



personnel working in SBI and KVB.

Comparative managerial ‘General Climate’

perceptions between SBI and KVB

Table 13 shows comparative data regarding manage-

rial ‘General Climate’ perceptions between the two

selected banks. Results indicate significant perceptual

differences pertaining to statements 2 and 8. To

elaborate, in both banks, senior managers provide

good-quality guidance to their juniors and make them

ready for future roles and responsibilities. Yet, the

guidance provided in SBI seems to be less than that

provided in KVB (71.25, 78.50, t = 2.23**). Though

ample growth opportunities are available for manage-

rial personnel in both banks, comparatively these

happen to be enormous in KVB (81.75, 91.75,

t = 4.25*).

Further, it is observed that both banks consider

managerial personnel as an extremely important

resource (80.25, 85.75) and subsequently invest good

amount of other resources to ensure their development

(76.50, 75.00). Also, both banks show good level of

interest to identify and utilise managerial potential

(69.00, 73.75). Besides, in both banks managerial

personnel get a good degree of help in acquiring skills

on-the-job (77.25, 75.00) and are extremely encour-

aged to obtain higher level qualifications like CAIIB,

etc. (72.00, 75.00). Also, in both banks, being very

much concerned of their development, their superiors

(76.50, 71.50) set off a highly conducive development

oriented working environment (75.00, 78.50).

Table 11 Comparative ‘HRD Mechanisms’ perceptions in KVB



1 3.52 1.01 63.00 3.89 0.64 72.25 9.25 2.79*

2 4.05 0.57 76.25 3.84 0.49 71.00 5.25 2.42**

3 4.33 0.78 83.25 4.42 0.59 85.50 2.25 0.80

4 4.05 0.72 76.25 4.11 0.64 77.75 1.50 0.53

5 4.43 0.58 85.75 4.26 0.71 81.50 4.25 1.58

6 3.29 0.88 57.25 3.37 0.93 59.25 2.00 0.57

7 4.05 0.65 76.25 3.84 0.67 71.00 5.25 1.95**

8 3.86 0.94 71.50 3.84 0.80 71.00 0.50 0.10

9 4.05 0.72 76.25 4.11 0.79 71.75 1.00 0.47

10 2.95 1.22 48.75 3.16 1.09 54.00 5.25 1.12

Overall 3.86 – 71.50 3.88 – 72.00 0.50



Decision

123

Moreover, it is learnt that both banks contemplate

HRD philosophy in their personnel policies somewhat

similarly (75.00, 67.75). Overall mean, percentage

score and gap reveal that the quality of general climate

is perceived as equally high by managers in both banks

(75.50, 77.50, gap = 2.00).

Comparative managerial ‘OCTAPACE Culture’


Table 14 displays comparative data about managerial

‘OCTAPACE Culture’ perceptions between the two

selected banks. Results reveal that significant percep-

tual differences exist between the banks respecting

statements 1 and 7. For instance, there is a culture of

high degree of openness among managerial personnel

in SBI whereas their counterparts in KVB experience

a culture of moderate openness (69.75, 59.50,

t = 2.65*). However impressive is the unity and

teamwork among managerial personnel or between

managerial and non-managerial personnel in both

banks, it is evident that these are comparatively

more strong and qualitative in SBI (78.75, 73.75,

t = 1.94**). Further, while trying to solve workplace

problems, managerial personnel in both banks fairly

involve in an open discussion rather than blaming each

other (68.25, 65.50). Besides, they are very friendly

with each other and have an excellent mutual trust

among them (78.00, 76.25).

It is rather disappointing that in both banks

managerial personnel lack autonomy (47.75, 50.00).

Yet, they are highly encouraged to take initiative and

risk at workplace (74.25, 77.50) and to innovate and

greatly use their potentialities in their work (78.75,

73.75). Further, they are reasonably encouraged to

experiment with new methods of working (68.25,

65.50) and be creative to improve work activities

(65.25, 62.00). Also, it is worth noting that managers

Table 12 Result of ANOVA (single factor) for differences between managerial and non-managerial HRD climate perceptions in

KVB


Between groups 1.062783 5 0.212557 1.533148 0.195011 1.956956

Within groups 7.486593 54 0.138641

Total 8.549376 59


* Insignificant @ a = 0.10

Table 13 Comparative managerial ‘General Climate’ perceptions between SBI and KVB

Item no. SBI (N = 132) KVB (N = 84) % score gap t statistic


1 4.21 0.94 80.25 4.43 0.73 85.75 5.50 1.88

2 3.85 0.86 71.25 4.14 0.99 78.50 7.25 2.23**

3 4.06 0.92 76.50 4.00 1.07 75.00 1.50 0.42

4 4.09 0.79 77.25 4.00 0.82 75.00 2.25 0.80

5 3.76 0.95 69.00 3.95 0.79 73.75 4.75 1.62

6 3.88 1.07 72.00 4.00 0.87 75.00 3.00 0.90

7 4.06 0.98 76.50 3.86 0.99 71.50 5.00 1.46

8 4.27 0.79 81.75 4.67 0.56 91.75 10.00 4.25*

9 4.00 0.81 75.00 3.71 1.20 67.75 7.25 1.90

10 4.00 0.89 75.00 4.14 0.46 78.50 3.50 1.53

Overall 4.02 – 75.50 4.10 – 77.50 2.00 –



Decision

123

in both banks are moderately pleased about the level of

recognition and motivation they get to take up higher

level responsibilities (59.75, 56.00). Overall mean,

percentage score and gap indicate that the quality of

OCTAPACE culture is perceived as equally fair by

managers in both banks (69.00, 66.00, gap = 3.00).

Comparative managerial ‘HRD Mechanisms’


Table 15 shows comparative data regarding manage-

rial ‘HRD Mechanisms’ perceptions between the two

selected banks. Results indicate that significant dif-

ferences exist between banks with regard to items 1, 5,

8 and 9. For instance, the system of appraising

managerial performance is greatly objective in SBI

and moderately objective in KVB (73.50, 63.00,

t = 2.97*). In both banks, there is a robust system of

rotating managerial jobs. Yet, comparatively, job

rotation is more frequent and efficient in KVB

(78.75, 85.75, t = 3.03*). Similarly, in KVB, succes-

sion planning is more effective than that in SBI (62.00,

71.50, t = 2.80*). Further, as compared to SBI, KVB

provides quick promotions to talented managers

(61.25, 76.25, t = 4.82*).

However, it is observed that in both banks mana-

gerial efforts and contributions are greatly recognised

and rewarded (74.25, 76.25). Similarly, both banks

pay lot of attention towards managerial training

(79.50, 83.25) and qualitatively plan and develop

managerial careers (72.25, 76.25). But, it is evident

that both banks have only a fair system of providing

regular feedback and guidance to managers that aims

to improve their performances (54.50, 57.25). Yet, in

both banks quality of work life of managerial person-

nel is uniform and highly impressive (72.25, 76.25). It

is really miserable that in both banks ‘employee

surveys’ are not conducted (44.75, 48.75). Obviously,

without the help of these surveys, banks cannot gather

information about the prevailing HRD climate.

Testing of H30

ANOVA results in Table 16 reveal statistically sig-

nificant difference among all six groups of sample data

pertaining to managerial perceptions in both banks

analysed at 5 % level of significance (Fcal 2.40 [ Ftab

2.38 and P 0.048 B 0.05). Thus, H30 is rejected and

alternatively it is concluded that the HRD climate

perceptions of managerial personnel working in SBI

and KVB significantly differ. Further, post hoc

analysis is also conducted.


reveal statistically significant difference in the second

pair of data (tcal 2.45 [ ttab 2.26 and P 0.03 \ 0.05) at

original a level. Thus, the variations in managerial

HRD climate perceptions between SBI and KVB

reported by ANOVA test may be due to perceptual

Table 14 Comparative managerial ‘OCTAPACE Culture’ perceptions between SBI and KVB



1 3.79 0.94 69.75 3.38 1.18 59.50 10.25 2.65*

2 3.73 0.96 68.25 3.62 1.09 65.50 2.75 0.74

3 4.12 0.77 78.00 4.05 0.95 76.25 1.75 0.59

4 2.91 0.99 47.75 3.00 1.11 50.00 2.25 0.60

5 3.97 0.87 74.25 4.10 0.61 77.50 3.25 1.23

6 3.39 0.85 59.75 3.24 1.11 56.00 3.75 1.09

7 4.15 0.74 78.75 3.95 0.72 73.75 5.00 1.94**

8 3.73 0.96 68.25 3.62 0.94 65.50 2.75 0.80

9 3.61 1.04 65.25 3.48 1.18 62.00 3.25 0.82

10 4.15 0.89 78.75 3.95 0.90 73.75 5.00 1.58

Overall 3.76 – 69.00 3.64 – 66.00 3.00 –



Decision

123

differences regarding OCTAPACE culture. Thus,

rejection of H30 based on ANOVA test result

(Table 16) remains consistent.

Analysis of non-managerial HRD climate

perceptions through external comparison


between the HRD climate perceptions of non-mana-

gerial personnel working in SBI and KVB.

Comparative non-managerial ‘General Climate’


Table 18 shows comparative data about non-manage-

rial ‘General Climate’ perceptions between the two

selected banks. Results indicate existence of signifi-

cant perceptual differences between banks relating to

statements 2, 5, 6, 7 and 8. For instance, in their

preparation to assume future assignments, in SBI,

clerks receive moderate guidance from their seniors or

managers whereas in KVB their counterparts receive

excellent guidance (63.00, 81.75, t = 5.41*). Simi-

larly, in identifying and utilising non-managerial

potential, SBI makes moderate efforts whereas KVB

makes good-quality efforts (61.00, 72.25, t = 3.55*).

Further, in improving their educational qualifications,

clerks in SBI get moderate encouragement while their

counterparts in KVB receive good level of support

(59.25, 73.75, t = 3.74*). Consequently, clerks in SBI

perceive that their managers are virtually not con-

cerned of their development while their counterparts

in KVB indicate that their managers are greatly

concerned of their development (51.75, 69.75,

t = 4.64*). Perhaps, due to these relatively unsympa-

thetic conditions in SBI, clerks in this bank perceive

moderate growth opportunities. On the contrary, in

KVB, clerks find excellent growth opportunities as

their managers extend good support on several

dimensions (61.00, 93.50, t = 9.61*).

Table 15 Comparative managerial ‘HRD Mechanisms’ perceptions between SBI and KVB

Item no. SBI (N = 132) KVB (N = 84) % Score gap t statistic


1 3.94 0.98 73.50 3.52 1.01 63.00 10.50 2.97*

2 3.97 0.83 74.25 4.05 0.57 76.25 2.00 0.80

3 4.18 0.79 79.50 4.33 0.78 83.25 3.75 1.37

4 3.91 0.83 72.75 4.05 0.72 76.25 3.50 1.28

5 4.15 0.74 78.75 4.43 0.58 85.75 7.00 3.03*

6 3.18 1.00 54.50 3.29 0.88 57.25 2.75 0.79

7 3.91 1.16 72.75 4.05 0.65 76.25 3.50 1.11

8 3.48 0.96 62.00 3.86 0.94 71.50 9.50 2.80*

9 3.45 1.07 61.25 4.05 0.72 76.25 15.00 4.82*

10 2.79 1.07 44.75 2.95 1.22 48.75 4.00 1.01

Overall 3.67 – 66.75 3.86 – 71.50 4.75 –


Table 16 Result of ANOVA (single factor) for differences in managerial HRD climate perceptions between SBI and KVB


Between groups 1.632671 5 0.326534 2.404128 0.048554 2.38607

Within groups 7.334402 54 0.135822

Total 8.967072 59



Decision

123

However, both banks usually believe clerical

personnel as an important resource (74.00, 69.75),

but to a moderate extent allocate other resources for

their development (65.75, 64.50). Besides, in both

banks, clerical personnel receive a fair degree of help

to acquire competencies on-the-job (68.50, 63.25).

Hence, they view work environment as moderately

conducive for their development (63.00, 67.00).

Besides, it is observed that both banks fairly contem-

plate HRD philosophy in their personnel policies


gap reveal that the quality of general climate is

perceived by clerical personnel as moderate in SBI and

as good in KVB (63.50, 72.75, gap = 9.25).

Comparative non-managerial ‘OCTAPACE

Culture’ perceptions between SBI and KVB

Table 19 shows comparative data on non-managerial

‘OCTAPACE Culture’ perceptions between the two

selected banks. Significant perceptual differences

exist between the banks regarding statements 5, 6, 7,

8 and 10. To elaborate, there is a culture of moderate

degree of openness among non-managerial personnel

in both banks (69.50, 65.75). However, they are

friendly to each other and have a high degree of mutual

trust among them (76.75, 80.25). Consequently, while

trying to solve workplace problems, they greatly

involve in open discussions rather than blaming each

other (72.25, 73.75). However, impressive unity and

teamwork among the non-managerial personnel in

both banks, it is evident that these are comparatively

stronger and qualitative in KVB (70.25, 79.00,

t = 2.73*). But, they enjoy only moderate level of

workplace freedom as they largely depend on their

superiors to perform routine tasks (52.75, 58.00).

Results further indicate that clerical personnel in

KVB are more proactive than their counterparts in SBI

(69.50, 80.25, t = 3.38*). Similarly, clerks in KVB

get more opportunities to innovate and apply their

Table 17 Results of paired t test for dimension-wise differences in managerial HRD climate perceptions between SBI and KVB

Pair Dimension SBI SD KVB SD t statistic P value

1 GC 4.02 0.15 4.10 0.27 1.02 0.33

2 OC 3.76 0.38 3.64 0.37 2.45* 0.03*

3 HRDM 3.67 0.45 3.86 0.46 1.98 0.07


Note t critical two-tail = 2.26 @ a = 0.05. All P values are two tailed


Table 18 Comparative non-managerial ‘General Climate’ perceptions between SBI and KVB



1 3.96 0.88 74.00 3.79 0.95 69.75 4.25 1.24

2 3.52 0.92 63.00 4.26 0.91 81.75 18.75 5.41*

3 3.63 0.99 65.75 3.58 1.04 64.50 1.25 0.33

4 3.74 1.00 68.50 3.53 0.82 63.25 5.25 1.58

5 3.44 1.20 61.00 3.89 0.44 72.25 11.25 3.55*

6 3.37 1.13 59.25 3.95 0.95 73.75 14.00 3.74*

7 3.07 1.12 51.75 3.79 0.95 69.75 18.00 4.64*

8 3.44 1.23 61.00 4.74 0.55 93.50 32.50 9.61*

9 3.52 0.88 63.00 3.68 0.86 67.00 4.00 1.27

10 3.70 0.89 67.50 3.89 0.64 72.25 4.75 1.67

Overall 3.54 – 63.50 3.91 – 72.75 9.25 –


Decision

123

potential in their work when compared to their

counterparts in SBI (63.00, 77.75, t = 4.43*). Also,

clerks in KVB are well encouraged to experiment with

new methods of working as compared to clerks in SBI

(63.00, 71.00, t = 2.17**). However, in both banks,

creativity is moderately encouraged (65.75, 59.25).

Further, it is worth examining that clerks in SBI are

almost disgruntled about the level of recognition and

motivation they receive in assuming higher level

responsibilities (51.75, 61.75, t = 2.73*). During the

HRD climate survey in rural branches of KVB, it was

observed that when branch managers go on leave,

clerks take initiative and act as dynamic substitutes.

Due to this informal authority, clerks in KVB might be

happier. But, it may be contented that SBI is more

procedural in observing hierarchical authority rela-

tionships. Overall mean, percentage score and gap

reveal that the quality of OCTAPACE culture is

perceived by clerical personnel as moderate in SBI and

as good in KVB (65.50, 70.75, gap = 5.25).

Comparative non-managerial ‘HRD Mechanisms’


Table 20 shows comparative data about non-manage-

rial ‘HRD Mechanisms’ perceptions between the two

selected banks. It is apparent that significant differ-

ences exist between both banks with regard to all

items except 7. For instance, the system of appraising

non-managerial performance is moderately objective

in SBI while the same is objective to a greater extent in

KVB (64.75, 72.25, t = 2.55*). Similarly, non-man-

agerial efforts and contributions are moderately

recognised and rewarded in SBI, but they are highly

valued and prized in KVB (62.00, 71.00, t = 3.06*).

However, adequate the training facilities provided to

clerical personnel in SBI are, they are surely less than

those provided in KVB (69.50, 85.50, t = 4.78*).

Similarly, job rotation among clerical personnel is at

moderate pace in SBI whereas the same is too frequent

in KVB (65.75, 81.50, t = 4.72*). Thus, SBI is

critically lagging behind its counterpart in planning

and developing non-managerial careers (55.50, 77.75,

t = 6.96*).

Further, clerks in SBI are not provided feedback or

guidance to improve their performances when com-

pared to their counterparts in KVB (46.25, 59.25,

t = 3.34*). Moreover, non-managerial succession

planning is completely ineffective in SBI while the

same is highly efficient in KVB (49.00, 71.00,

t = 6.07*). Consequently, in SBI, clerical personnel

do not get promotions quickly even if they perform

well and prove their ability while their counterparts in

KVB get rapid elevations (46.25, 77.75, t = 9.59*). It

is learnt during the survey in SBI that a senior clerk

who actively involves in the matters of quality circle is

elevated to the position of ‘assistant manager’ after

20 years of his valuable service to the bank. Thus, in

Table 19 Comparative non-managerial ‘OCTAPACE Culture’ perceptions between SBI and KVB



1 3.78 0.83 69.50 3.63 0.87 65.75 3.75 1.13

2 3.89 0.96 72.25 3.95 1.05 73.75 1.50 0.38

3 4.07 0.71 76.75 4.21 0.83 80.25 3.50 1.15

4 3.11 1.13 52.75 3.32 1.17 58.00 5.25 1.17

5 3.78 0.96 69.50 4.21 0.77 80.25 10.75 3.38*

6 3.07 1.15 51.75 3.47 0.82 61.75 10.00 2.73*

7 3.81 0.94 70.25 4.16 0.74 79.00 8.75 2.73*

8 3.52 1.13 63.00 3.84 0.88 71.00 8.00 2.17**

9 3.63 1.13 65.75 3.37 0.99 59.25 6.50 1.65

10 3.52 1.13 63.00 4.11 0.64 77.75 14.75 4.43*

Overall 3.62 – 65.50 3.83 – 70.75 5.25 –



Decision

123

SBI, clerical personnel are virtually lacking opportu-

nities for their upward movement. On the contrary,

KVB is understood to be performers’ paradise. Yet,

clerical personnel in both banks confidently perceive

that the quality of their work lives is highly impressive

(70.25, 71.00). Finally, despite significant differences

in their perceptions, non-managerial personnel in both

banks agree that they do not have a formal mechanism

of obtaining information to review the prevailing HRD

climate (37.00, 54.00, t = 3.74*). Overall mean,

percentage score and gap reveal that the quality of

HRD mechanisms is perceived by clerical personnel

as less moderate in SBI and as high-quality in KVB

(56.75, 72.00, gap = 15.25).

Testing of H40

ANOVA results available in Table 21 explain statis-

tically significant difference between the six groups of

sample data pertaining to non-managerial perceptions

in both banks analysed at 1 % level of significance

(Fcal 4.80 [ Ftab 3.37 and P 0.00 \ a 0.01). Thus, the

test provides strong evidence to reject H40 and

alternatively conclude that the HRD climate percep-

tions of non-managerial personnel working in SBI and

KVB significantly differ. This result calls for post hoc

analysis.


reveal statistically significant difference regarding the

third pair of data at Bonferroni’s adjusted alpha level

aB = 0.016 (tcal 5.65 [ ttab 3.24 and P 0.000 \0.0033). Hence, the variations in non-managerial

HRD climate perceptions between both banks reported

by ANOVA test can be attributed to highly significant

differences relating to HRD mechanisms. Thus,

rejection of H40 based on ANOVA test result

(Table 21) remains extremely reliable. Besides, mod-

erate variations also exist relating to general climate

and OCTAPACE culture perceptions at original alpha

level.

Implications of the study for banks in India

Results indicate that HRD climate surveys are not

conducted in both banks. Hence, it is advised that the

banks under study should often facilitate HRD climate

surveys to comprehend facts about prevailing HRD

climate and to subsequently make attempts to improve

it further. If necessary, this task may be entrusted to an

independent human resource research and develop-

ment division established for this purpose. It may also

look at factors like employees’ exit, job satisfaction,

organisational climate change, change readiness,

employee benefits, employee engagement, profes-

sional development, superior-subordinate relation-

ships, employee motivation, employee retention, etc.

Banks may place qualified and experienced social

Table 20 Comparative non-managerial ‘HRD Mechanisms’ perceptions between SBI and KVB



1 3.59 0.95 64.75 3.89 0.64 72.25 7.50 2.55*

2 3.48 1.07 62.00 3.84 0.49 71.00 9.00 3.06*

3 3.78 1.20 69.50 4.42 0.59 85.50 16.00 4.78*

4 3.22 1.07 55.50 4.11 0.64 77.75 22.25 6.96*

5 3.63 1.09 65.75 4.26 0.71 81.50 15.75 4.72*

6 2.85 1.15 46.25 3.37 0.93 59.25 13.00 3.34*

7 3.81 0.77 70.25 3.84 0.67 71.00 0.75 0.25

8 2.96 1.07 49.00 3.84 0.88 71.00 22.00 6.07*

9 2.85 0.97 46.25 4.11 0.79 77.75 31.00 9.59*

10 2.48 1.34 37.00 3.16 1.09 54.00 17.00 3.74*

Overall 3.27 – 56.75 3.88 – 72.00 15.25 –


Decision

123

science researchers in this unit. Further, HRD depart-

ment can be made an important customer of this arm.

Next, it is observed that in both banks managerial

personnel are denied workplace freedom. However,

in both banks, non-managerial personnel are granted

autonomy a little extent. Hence, it is imperative for

banks to provide adequate autonomy to managerial

personnel and empower them so that they can take

quick and quality decisions at their respective levels

and attempt to achieve targets effectively with the

support and involvement of their subordinates.

Perhaps, due to lack of autonomy and average

recognition leading to their engagement in higher

level responsibilities, managerial personnel in SBI

are least concerned of their subordinates’ develop-

ment. They provide only moderate guidance to their

subordinates in preparing them for future assign-

ments and mediocre support to broaden their

knowledge through education. Further, in the same

bank, the efforts and contributions of clerical

personnel are less recognised and also their careers

are inadequately planned and developed. Besides,

they are not entrusted with higher level responsibil-

ities. Thus, in SBI, the job environment is not fully

conducive for the development of clerical personnel

upsetting their chances for rapid advancement in

the organisational hierarchy and hampering their

growth. These circumstances in SBI explain certain

degree of managerial disinterest towards non-man-

agerial development, which may be the effect of

insufficient empowerment of the former. Hence, by

means of full-fledged development of managerial

personnel, management should ensure their commit-

ment towards non-managerial development. This

phenomenon gives birth to a model discussed in

subsequent section.

It is also examined that in both banks performance

feedback is not a regular feature. This might be due to

the presence of the appraisal system which is not

absolutely objective. Hence, the banks under study

should attempt to provide an ongoing comprehensive

feedback to all the personnel by introducing a 3600

quarterly appraisal which could be more objective

than the traditional method. Further, appraisal infor-

mation may lead to rating and ranking of employees on

the parameters like meeting performance expecta-

tions, demonstration of new skills, zeal for learning,

generation of novel ideas, effective dealings with

customers, maintaining harmonious interpersonal

relationships at workplace, communication, profes-

sional approach towards work, accepting changes in

assignments, helping others in the matters of their

Table 21 Result of one-way ANOVA for differences in non-managerial HRD climate perceptions between SBI and KVB


Between groups 3.100885 5 0.620177 4.804991 0.001049 3.376912

Within groups 6.969743 54 0.129069

Total 10.07063 59



Table 22 Results of paired t test for dimension-wise differences in non-managerial HRD climate perceptions between SBI and KVB

Pair Dimension SBI SD KVB SD t statistic P value

1 GC 3.54 0.24 3.91 0.35 2.45 0.03**

2 OC 3.62 0.32 3.83 0.35 2.47 0.03**

3 HRDM 3.27 0.45 3.88 0.38 5.65 0.00*


* Significant @ aB = 0.016. ** Significant @ a = 0.05

NB t critical two-tail = 3.24 @ a = 0.01. All P values are two tailed

Decision

123

development, etc. Highly rated individuals may be

rewarded and/or assigned with high-level responsibil-

ities as per the organisational needs. Performances of

moderately and poorly rated individuals can be

improved by imparting them necessary training and

coaching with an objective to enhance their ratings.

It is further grasped that both banks allocate

average resources for the development of the clerical

personnel by considering them as less important than

the managerial personnel. This is incorrect. Since,

clerical personnel also play crucial role in the success

and survival of banks, they should be provided equal

opportunities to grow in their capacities. Particularly,

in SBI, the present promotion policy concerning

clerical personnel seems to be undermining their

chances of growing. Hence, management may think

on altering the policy and reserve at least 50 % of

entry-level managerial positions (i.e. junior/assistant

managers) to the senior clerks. In this context, rapid

‘seniority cum merit based’ promotions may be

launched to instil vigour and loyalty in the minds of

this vital workforce. It is also necessary to make

clerical training more development oriented.

Also, it is understood that in KVB succession

planning is highly effective for both cadres. But, in

SBI the same is reasonably effective as regards

managerial personnel and extremely ineffective in case

of non-managerial. To overcome this gap, banks may

try to build and base on an electronic human resource

information system (eHRIS) separately for managerial

and non-managerial personnel to facilitate an equally

efficient succession planning in respect of both cadres.

This should contain comprehensive data regarding

qualifications, seniority, experience, attitudes, traits,

abilities, skills and knowledge levels, past decision

making and the rate of success, other achievements, etc.

Conclusion

Rapidly advancing banking technology and knowledge

customers are the two vital forces currently driving the

banking business in India. Since, there is stiff compe-

tition among banks to attract new customers and retain

the existing, they are supposed to depend largely on

their human resources to achieve this ultimate goal.

Hence, there is an urge to continuously refine HRD

policies and programmes to ensure quality HR and

thereby deliver quality service to customers. In this

empirical work, an attempt is made to probe the HRD

climate prevailing in SBI and KVB through internal and

external comparisons. The performance and contribu-

tion of HRD climate elements are quantitatively

assessed. Mainly, the study identifies significant vari-

ations in the HRD climate perceptions of managerial

and non-managerial personnel working in SBI. Non-

managerial personnel in SBI express dissatisfaction on

several dimensions of HRD. However, it is noticed that

good-quality HRD climate prevails in KVB.

It is understood that the prevailing circumstances in

the public sector bank are somewhat unfavourable to

the development of all human resources. Hence, to be

successful in their approach, banks should value both

managerial and non-managerial personnel equally and

ensure their faithful and enthusiastic involvement in

the broad HRD system. For instance, in the course of

ensuring quality human resources, top management

has to formulate HR policies and design HRD

programmes reflecting both managerial and non-

managerial views and expectations. Besides, it should

facilitate general climate and OCTAPACE culture that

is greatly supportive to HRD climate in the bank.

Indeed, HRD must be relevant to an organisation’s

culture and traditions (Pareek 1988). Thus, the

*FB= Feedback on HRD climate.

CauseCause Support

FB

FBTop ManagementFacilitates supportive general HRD climate; Prepares policies and HRD programmes on both managerial and non-managerial views and expectations.

Managerial Development

Non-Managerial Development

Customer Satisfaction and

Retention

Fig. 1 A model showing

management’s holistic

approach towards HRD

Decision

123

approach towards HRD in any bank should be that of

ensuring the integration of HRD climate perceived by

both cadres and driving them towards the achievement

of common organisational goals. Banks should realise

that managerial development generally leads to non-

managerial development. Hence, they should ensure

managerial support to non-managerial development.

The model (Fig. 1) presented here depicts such an

approach diagrammatically:

According to Kohli et al. (2003, p. 89), ‘although

banks have designated divisions as HRD divisions,

they continue to perform personnel administration’. It

is observed that even now HRD has been the

responsibility of the ‘Personnel and HRD department’

in the two banks surveyed. At least now, banks need to

realise that separation is inevitable to have a more

focussed approach towards HRD and subsequently

strengthen the personnel function.

Banks may also attempt to create new jobs

containing new roles and responsibilities for the

benefit of personnel lacking progression, aiming to

overcome individual career gaps. If required, the

existing service conditions may be altered to accom-

modate these newly created positions. This will ensure

curiosity and contentment among the personnel as

they experience novelty in their new roles.

In addition, creative ideas shall be encouraged at

workplace by instituting awards and rewards leading to

an increase in the commitment levels of employees and

subsequent improvement in quality of customer ser-

vice. Besides, top management should promote quality

circles (QCs) in every branch to let members plan their

work effectively and solve work-related problems

through teamwork. Adequate support may be extended

for their establishment and effective functioning.

In the recent years, there is an enormous increase in

the banking business. It is observed that due to

subsequent increase in the workload, the personnel

particularly managers are undergoing stress. Hence,

banks may plan to establish recreation and rest rooms at

least in every busy or big branch and provide the

personnel rest pauses. Also, health and wellness

improvement programmes like meditation and yoga

shall be introduced. Qualified yoga specialists may be

recruited in these branches to take care of the employ-

ees’ health.

Appendix 1: Profiles of the respondents

Age profile

Age (in years) SBI KVB

Managerial Clerical Managerial Clerical

\25 – – 8 12

25–34 8 4 28 36

35–44 40 28 28 16

45–54 56 76 16 12

55 and [ 28 – 4 –

Total 132 108 84 76

Service profile

Service

(in years)

SBI KVB


Below 10 8 – 24 44

11–20 28 40 40 20

21–30 56 68 20 12

31–40 40 – – –

41 and above – – – –

Total 132 108 84 76

Training profile

Training

(number)

SBI KVB


5 and less 36 72 36 64

6–10 52 36 36 8

11–15 32 – 8 4

16–20 12 – – –

21–25 – – 4 –

Total 132 108 84 76

Promotions profile

Promotions

(number)

SBI KVB


Nil 8 44 16 76

1 24 32 36 –

2–3 84 32 24 –

4–5 12 – 8 –

More than 5 4 – – –

Total 132 108 84 76


Decision

123

Appendix 2: HRD climate survey questionnaire

Sl. no. Statement SA (5) A (4) N (3) D (2) SD (1)

General climate

1 Top management of your bank believes that the human resources are

an extremely important resource and that they have to be dealt more

humanely

2 Seniors in your bank properly guide juniors and prepare them for

future roles/responsibilities they are likely to take up

3 The top management of your bank is willing to invest a considerable

part of their time and other resources to ensure the development of

its employees

4 In your bank, employees get help to acquire skills and competencies,

while doing their jobs

5 The top management of your bank makes efforts to identify and utilise

the potential of the employees

6 Managers in your bank encourage employees to acquire higher

qualifications like CAIIB, MBA (Finance), etc.

7 Managers in your bank feel that the development of subordinates is an

important part of their role

8 Growth opportunities are open to every employee in your bank

9 In your bank, development of human resources is considered while

framing the personnel policies

10 The working environment in your bank is very conducive to any

individual employee interested in developing himself/herself by

acquiring new knowledge and skills

OCTAPACE culture

1 In your bank, there is a culture in which employees freely share their

views and ideas with each other

2 When problems arise, employees in your bank discuss the problems

openly and try to solve them rather than blaming others

3 The working environment in your bank is friendly and employees

trust each other

4 Employees in your bank are encouraged to do things on their own

without having to wait for instructions from their superiors

5 Your management encourages the personnel to take initiative and risk

at workplace

6 Managers in your bank recognise subordinates and make them feel

important by giving higher level responsibilities

7 There is unity and teamwork in your bank

8 Employees in your bank are encouraged to experiment with new

methods of working

9 Your management encourages creativity and always expects

improvement in work activities

10 Employees in your bank are given opportunity to innovate and use

their capabilities in their work

HRD mechanisms

1 The system of appraising employees in your bank is based on

objective assessment and not on favouritism

Decision

123

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continued

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2 Your management fairly recognises and rewards employees’

contributions and abilities

3 Your management arranges for adequate training facilities to its

employees and deputes them for training programmes at Staff

Training Centres

4 Your bank plans on regular basis for the career development of all the

employees

5 Job-rotation in your bank is very frequent and facilitates employees’

development

6 Employees in your bank are provided continuous feedback and

guidance to improve their performances

7 Efforts are made to maintain the quality of work life in your bank

8 During the process of promotions/transfers/retirement, your top

management knows very well who will replace whom in each

department

9 In your bank, performers with proven ability are promoted quickly

10 Your bank conducts employee surveys regularly

SA strongly agree, A agree, N neutral, D disagree, SD strongly disagree

Decision

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Decision

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An empirical analysis of managerial and non-managerial HRD climate perceptions in SBI and KVB...

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