13 - Chapter 4 PDF

CHAPTER IV
IMPLEMENTATION OF HUMAN RESOURCE STRATEGY-
ACTION PLANS AND PRACTICES
The following Chapter dwells into the collective opinions and experiences of the Sample
Respondents which were expressed in their unique individual styles. The responses from
the Sample were assembled, tabulated, and classified to draw meaningful inferences and
are presented in a textual format coupled with Human Resource action plan and practices.
Responsiveness towards Change
Business environment has become complex and aggressive. At any given moment of time,
there are multiple forces on an organization such as competitors, customer demands,
regulatory requirements, supply upsets, and technology breakthroughs. Organizations
overcome these hurdles by anticipating change, formulating a change management strategy
and finally by successfully implementing an action plan. Failing in any one of these would
lead to loss of market share, profits in the long-term. Organizations could no longer
succeed by producing the same goods or services year after year. Instead, they must adapt
rapidly to the changing consumer demands and needs to cope with an unpredictable
existing competition. The strategic ability of an organization to respond towards these
unanticipated situations was referred to as adaptability in this Study.
140
In response to a question changes made in your organization are a reaction to
circumstances from 186 Respondents 48 percent Respondents agreed and 41 percent
Respondents strongly agreed that their organizations adapted to changes. Whereas 9
percent Respondents disagreed for adaptability toward change by their organization and 2
percent, Respondents remained neutral on this aspect (Chart IV. 1).
Without an exception, the Indian Banking Sector had undergone changes due to economic
reforms. Changes had taken place with respect to: the ownership pattern of Banks; changes
in delivery channels; and range of services provided to the customers. Banks like State
Bank of India, Punjab National Bank, Axis Bank, ICICI Bank, and HDFC Bank, have
broken the long-standing jams and started interacting in more friendly and professional
manner with their customers. Banks had started accepting online applications, which
made things easier for the aspirants.
One of a visible change symbol observed was an adoption of Bancassurance model by
Banking Organizations. Canara Bank has tied up arrangements in both life and non-life
insurance segments. In life insurance segment, Canara Bank has associated with AVIVA
Life Insurance Company India Private Limited to undertaken the marketing of life
insurance products. In non-life insurance segment, Canara Bank developed a strategic
alliance with United India Insurance Company Limited for marketing of non-life insurance
products.
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CHART IV. 1
ORGANIZATIONS RESPONSIVENESS TO CHANGES
60% Adaptability
50% 48%
41%
40%
30%
20%
9%
10%
0% 2%
0%
Strongly Disagree Neutral Agree Strongly
Disagree Agree
To Study the change, three forms of change were discussed. First, Banks needs to change
product portfolio. Product here referred to transient intermediary mechanisms through
which the markets derive value from the organization and the organization derives value
from the market. Second, process changes in Banks. Process here referred to the overall
layout of the place concerned i.e., how the Banks branches is to designed to ensure
maximum convenience to customers. Identifying the key processes which organization
may excel to add value to their services made these processes simplified. To satisfy
customers, organizations brought entirely new internal processes, which customers could
easily understand and follow it. Third form of change was organizations responding to
customer needs. In order to focus upon long-term relationship building with customers
deep knowledge of customer needs was emphasized. Due to the rapid changes taking
place, organizations needs to develop a more focused and coherent approach to manage
customers preferences. On these three forms of change, Respondents were questioned.
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In response to a question your organization has made continuous changes in its products
and services from 186 Respondents, 52 percent Respondents strongly agreed and 45
percent Respondents agreed that their organizations made changes in the products and
services offered by them. Whereas 3 percent Respondents disagreed on any kind of
product portfolio modified by their organization (Chart IV. 2).
In response to a question your organization has made continuous changes in its processes
from 186 Respondents, 58 percent Respondents agreed and 45 percent Respondents
strongly agreed that their organizations had brought changes in the processes of their
Banks (Chart IV. 2).
In response to a question your organization recognizes change in customer preferences
from 186 Respondents, 67 percent Respondents strongly agreed and 32 percent
Respondents agreed that their organizations were identifying changes taking place in
customers requirements. Whereas 2 percent Respondents disagreed on any concern
shown by their organization towards customers requirements (Chart IV. 2).
Overall Banks had undergone three major changes. As in case of traditional Banking there
existed products which were limited to drafts, telegraphic transfers, bankers cheque and
internal transfer of funds. Foreign, Private and few Public Sector Banks has also
introduced customized Banking products like investment advisory services, photo-credit
cards, cash management services, investment products and tax advisory services.
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Today Banks have become into one-stop financial shop. For instance, ICICI Bank has
added features to their services by allowing there users to access account information over
a secure line, request chequebook and stop payment and transfers of funds on-line. ING
Vysya Banks product portfolio offered products that catered to every financial
requirement, for all life stages. ING Vysya Bank has developed the LifeMakerTM a simple
tool that helped customers to choose a plan according to their requirements of saving,
investment, or retirement and life stage of customers. State Bank of India brought an
entirely new spectrum of loan products like housing loans, car loans, personal loans,
consumer durable loans, education loans, loans against share and financing against gold.
Banks are also providing financial assistances to agriculturists, through a network of rural
and semi-urban branches and offered schemes covering a wide range of agricultural
activities like crop loan, finance to horticulture, farm mechanization schemes, land
development schemes and irrigation project loans.
Payment processes exercised by Banks are very different from the conventional methods.
Due to the introduction of technology based processes different methods have evolved by
which customers could make payments. Different methods of payment today are - cash,
cheque, demand drafts, credit cards, debit cards, and electronic payments. Electronic
payments could be made in the form of Electronic Funds Transfer (EFT), Electronic
Clearing Service (ECS) for small value repetitive payments and through Real Time Gross
Settlement (RTGS) System for large value payments. Customers could make payment as
per their convenience, with the help of any processes.
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Banks like State Bank of India, ICICI Bank, HDFC Bank, and many others Banks has
become systematic and simpler to solve customers problems. Customer just needs to walk
in the Banks branch and press the key related to his problem and machine automatically
allocates the concern person from the branch to the customer, according to the type of
problem of the customer. This has helped customers to save time and to overcome his
hesitation and lack of knowledge about Banking processes. Bank of India has developed a
customer centric infrastructure layout that enabled Bank to provide increased customer
service levels with ability to attract new customers and manage customers with the help of
Core Banking Solutions across branches.
To respond towards changing customers preferences Banks managed informations
related to their: customers profiles, location and cash position; customers preferences;
and complaints. Banks had also focused on region-specific campaigns rather than national
media campaigns due to diversity in country like India. Another region-specific effort
made by Banks was to use local languages on Automated Teller Machines. As customers
found it much easier to operate in their local languages. Banks also noted down customers
recommendations and inquired from customers about their impression about the services.
All Commercial Banks including Public Sector Banks has understood the importance of
customer retention.
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CHART IV. 2
MAJOR CHANGES IN BANKS
Strongly Disagree Disagree Neutral Agree Strongly Agree

67%
58%
52%
48%
45%
32%
3%
0% 0% 0 0 0% 0% 2% 0%
Change in Product Process Changes in Organization's

Portfolio Banks Responding to Customer
Needs
Nature of Change Strategic in Banking Organizations
Change accepted as an opportunity and a right perspective of the change might slice
competitive edge over the competitors for the organization. The question here arises
whether Change in Banks was strategic or not? If organization predicts changes, coming
ahead in the business from the study of influences of various environmental factors; that
means that organization is strategic. Different natures of change required different
strategies to be adopted by organizations. If organization initiates for future environmental
developments, one could state that the nature of change is strategic in the organization and
this aspect referred to as predictability in this Study.
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In response to a question your organization is able to anticipate changes, either internal or
in external environment 74 percent Respondents agreed and 26 percent Respondents
strongly agreed that their organizations were predictable with concern to changes which
organization might come across in future (Chart IV. 3).
Respondent responses were further corroborated by the following observations: Banks are
investing in the state of the art technology that ensured reliable service delivery; structural
changes has taken place in Banks, prominently in Public Sector Banks; top-level strategic
planning cells analyzed aspects related to technology up-gradation for instance, in Banks
like Canara Bank, Union Bank of India and ICICI Bank.
Customer feedback and data collection was carried specifically in State Bank of India
where customers could register their complaints through a touch screen device placed at
the Banks branch that collected customers feedback. Further, this feedback machine
transferred the stored information for processing and to be utilized by management to
know how operations were carried. Another strategic approach adopted by Branch
Managers was that they conducted conferences to acquaint employees about existing and
expected environmental threats and opportunities. Almost all Public, Private and Foreign
Banks has adopted systematic approaches towards environmental diagnosis including
volatile changes in world financial markets and caution steps taken towards these changes.
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CHART IV. 3
PREDICTABILITY OF CHANGE IN BANKS
Preditability
80% 74%
70%
60%
50%
40%
30% 26%
20%
10% 0% 0% 0%
0%
Disagree Agree
Towards being strategic, organizations must follow the law of change to survive in this
competitive era. Due to changing internal and external environment, rapid changes
occurred in the organizations. Organizations needed to have four main aspects with respect
to adjustment towards change. First, significance of change means organizations needed to
view change as a vital constituent of their survival strategy. Second, Change as a process,
means change could not be looked as with specific beginning or ending, suggesting
changes should flow like stream through time 1. Third, change management means
involvement of management to manage change. As support from management plays key
role to carry the processes of changes. Management helps to change employee attitudes
from avoidance to acceptance. Fourth, change as continuous means implementation to be
uninterrupted. To get insight on these four aspects Respondents were questioned on these.
148
In response to a question your organization recognizes change as a crucial act from 186
Respondents , 72 percent Respondents agreed and 28 percent Respondents strongly
agreed that their organization considered change as a vital component (Chart IV. 4).
In response to a question change is thought of as a process in your organization from 186
Respondents, 74 percent Respondents agreed and 26 percent Respondents strongly
agreed that their organizations perceived change as process. (Chart IV. 4).
In response to a question change management involves top-management support from
186 Respondents, 60 percent Respondents agreed and 40 percent Respondents strongly
agreed, that management of their organization played an important role in bringing
changes (Chart IV. 4).
In response to a question change is implemented on a continuous basis in your
organization from 186 Respondents, 76 percent Respondents agreed and 16 percent
Respondents strongly agreed that their organizations implemented changes on
continuous basis whereas, 8 percent Respondents disagreed on change implementation in
their organizations (Chart IV. 4).
These finding were further corroborated by the following aspects: management talked with
employee representatives, union leaders about issues like- introduction of technology into
the work practices, additional allowances or variable remunerations to staff, changes in
branch timings or working hours ; change curriculum has been included as a component in
staff training programmes; bank circulars, newsletter explaining imperativeness of changes
were circulated, showing the significance of change to Banking Industry.
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Considering change being an essential factor, Banks had taken up skill up-gradation
through proper training and re-training to keep their workforce efficient enough to take up
the challenges due to the environmental changes unfolding every day. Training
programmes on change management were organised by Banks like Bank of India, Kotak
Mahindra Bank, Vijaya Bank, UCO Bank, and ICICI Bank with institutes like Indian
Institute of Finance and Banking (IIFB), National Institute of Banking Management
(NIBM). Due to change, sometimes even employees might need to even unlearn their past
knowledge and re-orient themselves to the present knowledge.
Banks considered change as a process. For this reason, Banks hired outside specialist or
consultants for changes occurring in their organizations. Banks faced changes due to
acquisition or mergers taking place in order to achieve increased market presence. Apart
from these Banks, undergo continuous changes due to the technological changes.
Banks developed state of the art accounting softwares like Online Tax Accounting
Systems (OLTAS), specifically implemented by Bank of Baroda. This software helps to
collect taxes on the behalf of Central Board of Direct Taxes, Government of India. Banks
using software needs to upgrade their Information Security Management System to ensure
confidentiality. These security systems included firewalls, anti-virus, centralized domain
controlling, application security, database security, and other measures, which prevent fund
transfer frauds. This raised the need of technological changes as technology becomes
obsolete if not updated.
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Other types of changes implemented by Banks included for instance, financial systems like
Basel I in which Banks were focused on credit and market risks. Basel II implementation
endeavoured Banks to constantly upgrade their risk management systems to address the
changing environment. Banks, implemented 24* 7 Banking nationwide and worldwide to
cope changes in the requirements of their customers. For example, ING Vyasa opens on
Sundays, ICICI opens from 8 a.m. to 8 p.m. on weekdays and provided 24 hour customer
service. Oriental Bank of Commerce service branch in Delhi required their officers to work
in Morning Shift, between 6 a.m. to 1p.m. and in the Evening Shift, from 2 p.m. to 9 p.m.
for this employees were given inconvenience allowance Rs. 2, 500/- per month to motivate
them to work in odd hours.
ICICI Bank has successfully brought and implemented various changes to overcome the
effects of recession during 2008- 2009. ICICI Bank clearly communicated the
organizations position and strategies to its customers, investors, regulators, and
employees. This open communication also acted as a significant confidence building
measure among stakeholders in the background of a volatile environment and ensured
stability. In Indian Bank (IB) Human Resource Practices, beginning from hiring to
retirement was brought under SAP software. The Hong Kong Shanghai Banking
Corporation (HSBC) and ICICI Bank has introduced uniform for their employees in the
branches operating in India. Both these Banks implemented change successfully.
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CHART IV. 4
IMPLEMENTATION OF CHANGE IN BANKS
74% 76%
72%
60%
40%
28% 26%
16%
8%
0% 0% 0% 0% 0% 0% 0% 0% 0% 0% 0%
Significance of Change as a Process Change Change as

Change Management Continuous
Performance Influenced by Strategic Intent
Performance standards help organizations to know, the strengths and weaknesses of their
organizations. Thus, defining outcome metrics clearly identified the gaps existing in the
organizations performance. Performance of organizations largely depended on policies,
processes, and their effective implementation. Banking Organizations achieving their
tangible and intangible objectives referred to as performance in this Study.
152
In response to question your organization is able to achieve both tangible and intangible
goals from 186 Respondents, 71 percent Respondents agreed and 15 percent
Respondents strongly agreed that their organizations were able achieve performance
objectives. Whereas 14 percent Respondents disagreed that, their organizations failed to
achieve the performance standards (Chart IV. 5).
Banking Sector has recorded marked improvement, as Non Performing Loans (NPL) has
declined and Banks profitability levels has trended upwards 2. Banks had built up their
assets size and diversified their product ranges from rural to urban products, along with
diversification internationally. For instance, Bank of Indias net profit reached Rs. 3007
crore over and above the profit level of Rs. 2009 crore in 2008. The operating profit of the
Bank went up by 47.45 percent from Rs. 3701 crore in 2007-08 to Rs. 5457 crore in 2008-
09. The Returns on Assets reached the benchmark level of 1.0 percent 3. Besides financial
measurements, Banks realized that its revenue comes from their customers who are willing
to pay for the values provided to them by the organizations. Further, the performance
improvements were also indicated by the increased market share, customer retention,
customer acquisition, and customer satisfaction in Banking Industry.
CHART IV.5
PERFORMANCE OF BANKS
Performance
80% 71%
70%
60%
50%
40%
30%
20% 14% 15%
10% 0% 0%
0%
Disagree Agree
153
As we discussed performance of an organization, at its backdrop lies Strategic Intent. Thus,
defining Strategic Intent of an organization for Business or for Human Resource Strategy
provided sense of purpose and direction to organizations. Strategic Intent could be
expressed with the help of following components: the vision serves the purpose of stating
what the organization wishes to achieve in the end .Vision statement also guided
employees about the services that they have to provide to their customers; the mission
statement that defines the basic reason for the existence of the organization. The mission
statement mentions about its purpose, the nature of business and customers it seeks to
serve and satisfy; the values and principles that defines the personal values and helps
employees to match their values with the organizational values and principles. Thus,
defining the values and principles helped to avoid the situations of conflict and confusion.
Organizations reflected the values in words like teamwork, communication, innovation or
quality; the goals provide guidance, direction, facilitate in planning, motivation and helps
organizations to evaluate and control performance. Goals formulated by organizations
needed to be realistic which were achievable by employees; and the objectives defined, as
strategic objectives which are guide to organization towards growth plans and financial
objectives are related to the financial achievements of the organization. Thus, identifying
organizations existing vision, mission, values and principles, goals and objectives gave a
logical starting point for strategic management because these clearly presented situation
and condition of organizations. To get insight on Strategic Intent aspects, Respondents
were questioned accordingly.
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In response to a question on employees are well aware of their respective service level
agreements from 186 Respondents, 80 percent Respondents agreed and 12 percent
Respondents strongly agreed that they were aware about the purposes of their services.
Whereas, 6 percent Respondents disagreed on any specific purposes being stated by their
organizations to be achieved by employees and 2 percent Respondents remained neutral
on this aspect (Chart IV. 6).
In response to a question your organization has a purpose of existence in the society from
agreed that their organizations had a particular purpose to serve to the society. Whereas,
13 percent Respondents disagreed on any purpose that their organizations aimed at
(Chart IV. 6).
In response to a question core values and principles are clearly defined in your
Respondents strongly agreed that they are aware about the values and principles that they
have to adhere to, while working in the organization. Whereas, 10 percent Respondents
disagreed on values and principles defined to them (Chart IV. 6).
In response to a question organizational goals are realistic from 186 Respondents, 54
percent Respondents agreed and 13 percent Respondents strongly agreed that the goals
defined to them were realistic. Whereas, 33 percent Respondents disagreed about goals
defined were realistic (Chart IV. 6).
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In response to a question Mergers/Acquisitions, Integration/Diversification are considered
important strategies for growth in your organization from 186 Respondents, 56 percent
Respondents agreed and 14 percent Respondents strongly agreed that their
organizations aimed to achieve higher growth objectives through merger, acquisition,
integration and diversification. Whereas, 27 percent Respondents disagreed and 2 percent
Respondents strongly disagreed that the growth plans formulated did not specified about
the strategic aims of the organization and 1 percent Respondents remained neutral on this
aspect (Chart IV. 6).
In response to a question financial objectives of your organization such as revenue,
earnings or return on investment etc. are achievable and realistic from 186 Respondents,
64 percent Respondents agreed and 13 percent Respondents strongly agreed that their
organizations had achieved the financial objectives, already defined. Whereas, 23 percent
Respondents disagreed suggesting that their organizations were not able to achieve
financial objectives (Chart IV. 6).
Banks have begun to explain strategic vision to their employees. For instance, Indian Bank
defines its vision as first choice of the common man and to achieve this vision employees
need to know how to achieve this vision of their organization. To reach to the common
man Indian Bank has opened an exclusive Core Banking Solution branch along with online
bio-metric voice guided Automated Teller Machine facilities in Dharavi, Mumbai, to target
a large number of migrant workers who were under the unbanked sector from many
decades and covered 770 villages under financial inclusion project (2006-07)4.
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Banks also stressed on defining the purpose statement, which also acted as a guideline for
structuring strategies. For instance, Yes Bank in their mission statement emphasized
towards their commitment to add long-term value to the Society. Apart from vision and
mission, every Banks branch manager define role to their employees that consisted of set
of goals to be achieved by them in a particular period. Further, these goals were defined in
terms of financial objectives like Return on Investment (ROI) and Return on Equity
(ROE). Finally, clearly defined goals and objectives reduced the difficulty in the
coordination of the activities and events. In context of Human Resource Department, the
vision of Human Resource Department in some Banks is to have excellent people for their
organization. The mission of Human Resource Departments could be to achieve strategic
aims and business plans through the resourcing, development, and motivation of
workforce. Banks had the following values and principles: right people in the right job;
continuous improvement; compliance with the law; treating people with respect, fair and
equitable practices and work-life-balance.
CHART IV. 6
RESPONDENTS RESPONSE ON STRATEGIC INTENT

80%
72%
67% 64%
54% 56%
33%
27%
20% 23%
18% 15% 14%
12% 13% 10% 13% 13%
6%
0% 2% 0% 0% 0% 0% 0% 0% 2% 0% 0%
Vision Mission Values and Goals Strategic Financial

Principles Objectives Objectives
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Human Resource Strategy and Organization Change
To meet the challenges due to change, organizations needed to focus on appropriate
capacity building measures to handle advanced risk management system and to equip
themselves with appropriate skills. Human Resource Strategy, calls for reviewing and
reengineering the Human Resource functions, both at the level of corporate Human
Resource Division and at the level of branch managers to proactively manage people at
work. Human Resource Strategy defined as a co-ordinated set of actions aimed at
integration of organizational resources 5. Thus, it is essential that Human Resource
Strategies and Change intertwined with each other. Human Resource personnels may
suggest best Human Resource Strategy, which could combine resources and behaviour to
their best with the organizational changes.
In response to a question resources are utilized in a synergetic manner from 186
Respondents, 70 percent Respondents agreed that in their organization various resources
were managed to produce higher results .Whereas, 18 percent Respondents disagreed that
their exist hardly any combined fruitful effect of the resources present in their organization
(Chart IV. 7).
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CHART IV. 7
HUMAN RESOURCE STRATEGY IN BANKS
Human Resource Strategy

80% 70%
70%
60%
50%
40%
30% 18%
20% 11%
10% 0% 0%
0%
Disagree Agree
Existence of change has emphasized the existence of Human Resource Strategies in the
organization. The change factors that Banking Organizations has to face are: workforce
demographic changes which are complex to understand. These exist in the organizations
due to the diversity of the workforce; changes in employee expectations due to changing
social values ; technological changes are taking place at a faster rate and Banks are
required to make review of the arrival of new tasks, techniques, and the skills associated
with these ; organizational restructuring due to downsizing, mergers and closure
intermediaries. Organizational restructuring bring in major realignments among culture,
vision, values, strategy, structure, and management system; changes in customers means
the changes taking place in the needs of customers; and changes in the economic
conditions of an organization due to uncertainties existing in the external environment. To
get insight on organization change Respondents were thus, questioned.
159
In response to a question diversity exists within your organization workforce from 186
Respondents, 52 percent Respondents strongly agreed and 41 percent Respondents
agreed that workforce diversity existed in their organization. Whereas, 5 percent
Respondents disagreed and 2 percent Respondents strongly disagreed on existence of
diversity among the workforce in their organization (Chart IV. 8).
In response to a question employee expectations change continuously from the
Respondents strongly agreed that changes in the employees expectations had occurred.
Whereas, 13 percent Respondents disagreed on any kind of variations that had occurred
with respect to employee expectations in their organizations and 2 percent Respondents
remained neutral on this aspect (Chart IV. 8).
In response to a question technological changes are appreciated and absorbed with
swiftness from 186 Respondents, 49 percent Respondents agreed and 41 percent
Respondents strongly agreed that the technological changes were adopted by their
organizations speedily. Whereas 8 percent Respondents disagreed on technological
changes being appreciated by their organizations and 2 percent, Respondents remained
neutral on this aspect (Chart IV. 8).
In response to a question there have been change in your organization structure owing to a
restructuring from 186 Respondents, 71 percent Respondents agreed and 20 percent
Respondents strongly agreed that organizations structure had changed resulting into
restructuring of their organizations (Chart IV. 8). Whereas, 7 percent Respondents
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disagreed on any structural changes taken in their organizations and 2 percent
Respondents remained neutral on this aspect (Chart IV. 8).
In response to a question customers preferences have changed in the past few years from
agreed that change in customer preferences had been observed. Whereas 11 percent
Respondents disagreed and 3 percent Respondents strongly disagreed that their
organization had hardly paid attention towards the changes in the customer preferences and
4 percent Respondents remained neutral on this aspect (Chart IV. 8).
In response to a question your organizational plans and policies are influenced by Indias
economy from 186 Respondents, 60 percent Respondents agreed and 26 percent
Respondents strongly agreed that their organizational plans and polices were influenced
by changes in the economic conditions. Whereas, 13 percent Respondents disagreed that
their organizations were not influenced due to the changes in the economic conditions and
1 percent Respondents remained neutral on this aspect (Chart IV. 8).
In the context of organizational changes, it was observed that Banks workforce constituted
of different age groups, people from different castes, religions, and gender. The Private
Sector Banks were transparent on employment terms and boosted job opportunities for
employment of women. Banking Sector encouraged a high recruitment rate for women, as
these jobs were perceived to provide a better stability, lesser travel, regular working hours,
and a secure working environment, dissimilar from many other fields of jobs. Women like
Naina Lal Kidwai of the HSBC Bank, Shikha Sharma of the Axis Bank, and Chanda
Kochhar of ICICI Bank were encouraged to take up top management positions.
161
Employees expectations had changed from the traditional allurements such as job security,
attractive remuneration, and housing to the employees wanting more information about
their organizations, to know reasons behind managers decision and they want to be valued
and personally recognized for their contributions.
Banks constantly face changes in technology and accordingly some of them have
reconfigured the skill mix of their employees. The Public, Private, and Foreign Banks had
adopted technology and benefited with respect to quality of risk management systems,
better service delivery, improved handling of accounts and remittances and reduced
operation cost in spite of vast expansion strategy adopted by them. For instance, Dena
Bank has launched several technology enabled services like Dena bill-pay, Dena M-
banking, Dena internet banking, Multi-city cheque facility and value added services
through Automated Teller Machine.
Union Bank of India has brought value added services like- online ticketing of air and rail,
online tax payment, online trading of shares, online bill payments, online Demat
information apart from the regular Banking services. With the introduction of technology,
jobs had become more broad based and this made it mandatory on the part of Human
Resource Management to train workers and to replace them in time. Human Resource
Management plays an important role in selection and induction of competent people, and
motivating them to perform at higher levels of efficiency, by providing them mechanisms
that ensured that they maintain their affiliation with the organization.
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Banks had realigned their existing human resource and readjusted staffing patterns. Due to
the advent of computerization clerical and subordinate staffs were in excess in each Bank.
Jobs were designed and restructured for Banks to get flattened organization structure,
which also encouraged work innovation in the organizations. Surplus staff was relocated or
reassigned with the job duties to overcome surplus manpower. Mobility of the staff was
recommended and on this aspect, management had negotiated with employees and
persuaded them, as mobility of staff improves organizational efficiency and productivity.
Not only Public Sector Banks like State Bank of India, Punjab National Bank, Canara
Bank and Central Bank of India but also Foreign Banks like Standard Chartered Bank and
BNP Paribas periodically introduced volunteer retirement schemes to get rid of extra flab 6.
Economic changes also influenced organizations and were mainly analyzed by top
management. Human Resource Managers played a key role to scan and study the direct
and indirect influences of these economic uncertainties on the Human Resource Strategies.
In relation to this, Human Resource Managers adopted role of protector and screener in the
Banking Industry. Economic uncertainties brought the change of interest rates, mergers
and acquisition plans, reorganizations or relocation of Bank branches, and changes in
bonus incentives of employees. For instance, ICICI Bank viewed economic changes and
accordingly adopted a conscious strategy for building of stable and low cost funding base
by consolidating their balance sheets and setting clear targets. This resulted into
moderation of business volumes which helped Bank to position better and regain their
growth cycle 7.
163
CHART IV. 8
ORGANIZATION CHANGE VARIABLES INFLUENCING BANKS
71%
63%
60%
54%
49% 48%
41% 41%
34%
26%
22%
20%
13% 13%
11%
8% 7%
5%
2% 2% 2% 3% 4%
0% 0% 0% 0% 0% 0% 1%
Workforce Emplyoees Technology Organizational Changes in Economic

Demography Expectations Restructure Customers Conditions
164
People Centric Human Resource Strategies
The prime aim of the Human Resource Strategy is to put in place the building blocks of
best practices for people management. This entailed developing a template of best
practices in people management for the use. To know that organizations really valued
there employees, Respondents were questioned.
In response to a question your organization consider its employees as value creators and
its policies also reflect the same from 186 Respondents, 56 percent Respondents agreed
and 34 percent Respondents strongly agreed that their organization considered their
employees as value creator for their organization and organizations policies were
employee centric. Whereas, 8 percent Respondents disagreed that their organization
policies were not employee centric and 2 percent Respondents remained neutral on this
aspect (Chart IV. 9). To add to this above findings, Banks had repeatedly mentioned in
their various reports that human capital to be the most important valuable asset in this era
of competition.
CHART IV. 9
BANKING ORGANIZATIONS BEING PEOPLE CENTRIC
People Centric 56%

60%
50%
40% 33%
30%
20%
8%
10% 2%
0%
0%
Disagree Agree
165
Any organization could be called as people centric organization if it adapts people centric
strategies. To build employees relationship, organizations need to practice following
strategies: teamwork, information sharing, creativity, participation, empowerment, quality
of work-life, workplace feedback, employee management relationship/collective
bargaining, grievance handling, and career progression planning. To strengthen
relationships with employees, organizations need to provide benefits to their employees
like - flexible benefits, flexi work arrangements, health and safety and working conditions.
Various employees related strategies are discussed. Teamwork here referred to as a set of
values that encouraged behaviour such as listening and responding co-operatively to
viewpoints expressed by others and providing support for organizational achievements.
Along with teamwork, employees needed to be well informed thus raising the significance
of the information sharing. Sharing information helped to remove confusion and resistance
among employees. Information flow needs to be clear and consistent to generate trust and
cooperation among employees of the organization and to sustain competition organizations
need to allow their employees to work with creativity.
Stronger employee relationship stimulates employees to devise decisions that affected
organizations well being. Initiative nature of employees allowed employees to take work
related decisions covering issues like work methods, task assignments and performance
outcomes. Thus, organizations needed to practice participative style to be a people
centric organization. In order to motivate employees to make decisions and participate,
employees needed to be empowered by their organizations. Apart from empowerment,
quality of work- life needed to be improved to increase employees satisfaction by
strengthening workplace learning and managing change transitions.
166
Further workplace feedback encourages understanding, acceptance, and ultimately
behavioural modification among employees. It creates a timely opportunity to identify
potential trouble and rectify if any mistake existed. Researchers had also emphasized that
there should be a report after performance analysis of an employee and at the end detailed
results and recommendations based on the analysis of resources and participants feedback8.
Thus, work place feedback helps to develop better understanding.
Work place feedback will be fruitful if employee-management relationship/collective
bargaining were encouraged by the organizations in which representatives of management
and workers negotiate on terms and conditions of employment. Though cooperation may
exist in an organization, still conflicts may arise in the organization due to day-to-day
working, which could be handled with the help of grievance handling procedures.
Grievance handling procedures allowed employees to ventilate their feelings. Thus,
organizations needed to have a proper grievance resolution and handling procedure.
Lastly, for an organization to be a people centric organization it requires to have career
progression, as it aligns employees needs with career opportunities available within the
organization.
In response to a question consistent joint efforts from superiors, peers and subordinates is
present during day to day functioning from 186 Respondents, 76 percent Respondents
agreed and 20 percent Respondents strongly agreed that in their organizations seniors,
peers and subordinates provided support to each other at work place. Whereas 4 percent
Respondents disagreed that, hardly any joint efforts were made by employees in their
organizations (Chart IV. 10).
167
In response to a question information from top management is clear and consistent from
agreed that their organizations emphasized on the consistent and clear information flow.
Whereas, 4 percent Respondents disagreed on any kind of emphasizes been made by their
organizations on the sharing of information (Chart IV. 10).
In response to a question your organization encourages employees to provide creative
suggestions from 186 Respondents, 63 percent Respondents agreed and 19 percent
Respondents strongly agreed that their creative suggestions were encouraged by their
organizations. Whereas, 13 percent Respondents disagreed and 1 percent Respondents
strongly disagreed that hardly creative suggestion were heard or promoted by their
organizations, and 4 percent Respondents remained neutral on this aspect (Chart IV. 10).
In response to a question your organization encourage participative style from 186
agreed that their organizations practiced participation. Whereas 13 percent Respondents
disagreed that employees were hardly motivated to participate in the decision- making
(Chart IV. 10).
In response to a question your job gives you enough prospects to resolve problems from
186 Respondents, 78 percent Respondents agreed and 9 percent, Respondents strongly
agreed that they were allowed to take decisions within ones area of operations. Whereas,
11 percent Respondents disagreed suggesting that the job of employees hardly provided
any prospects to resolve problems at the workplace and 2 percent Respondents remained
neutral (Chart IV. 10).
168
In response to a question improvement in quality of life of employees and customers is
emphasized from 186 Respondents, 63 percent Respondents agreed and 23 percent
Respondents strongly agreed that quality of life was emphasized by their organizations.
Whereas, 14 percent Respondents disagreed that hardly any emphasize was made to
improve the quality of work-life for employees (Chart IV. 10).
In response to a question feedback is provided to employees in a regular and planned
manner from 186 Respondents, 64 percent Respondents agreed and 25 percent
Respondents strongly agreed that they were provided proper feedback in their
organizations. Whereas, 9 percent Respondents disagreed that hardly any emphasize was
given on work-related feedback and 2 percent Respondents remained neutral on this
In response to a question conflicts occur sometime between employees and management
strongly agreed that in their organizations there existed cooperation among employees
and management. Whereas 15 percent Respondents disagreed and 1 percent Respondents
strongly disagreed that hardly any cooperation existed between employees and
management this aspect hinted towards existence of conflicts between employees and
management 7 percent Respondents remained neutral on this aspect (Chart IV. 10).
169
In response to a question grievances and their resolutions are handled in a proper manner
strongly agreed that in their organizations grievances were resolved appropriately.
Whereas, 16 percent Respondents disagreed suggesting that organizations were not
handling grievances of their employees properly and 1 percent Respondents remained
In response to a question individual career planning is part of HR Strategy from 186
agreed that their career aspirations were taken care of by their organizations. Whereas, 23
percent Respondents disagreed that hardly any career planning was carried by
organization for their employees and 2 percent Respondents remained neutral on this
At the workplace, teamwork and supportive work-relationships helped both employees as
well as the organization. In the work settings, their existed an urgent requirement to
generate new ideas and to translate these into practical applications. Federal Bank believed
in we and emphasized that individuals joining their organization must work as a part of
the team. To support teamwork top management in Banks used a mixture of formal and
informal, direct and indirect means of communication with employees. For instance, State
Bank of India used circular, report, manual, and proceeding of the board as a means to
provide information to their employees. The Bank also, recognized the importance of
establishing several channels of communication between management and employees.
170
Banking Organizations need to promote creativity among their employees. As customers
view Bank as a solution provider to their problems and look for the best solution. As a
result, Private and Foreign Sector Banks have already started seeking for creative ideas for
modern products for their customers. ICICI Bank implemented a project named
e-Commodity Based Financing (e-CBF) which enabled funding against agricultural
commodities to farmers, traders, and corporate according to their requirements.
Creative support to Banking Industry requires that their employees actively initiate new
ideas for providing prompt services to their customers. Employees were found to be
participating at different level like at -board level, staff work councils level, joint councils
and committee level, collective bargaining level, and through suggestion schemes and
quality circles. Private and Foreign Bank employees participate in formulation of their
compensation packages. This helped to develop cordiality and friendly environment which
explicitly helped Banks to motivate employees. Banks also provided quality of work-life to
their employees to reduce number of grievances among employees. For instance, HDFC
Bank promoted Employee Think Tank and introduced constant interaction with employees
in the employee town halls and open houses to cover the gaps between employees and
organization. Cementing of the gaps resulted into greater openness and transparency in
launching initiatives like voice of employees and upward feedback or full circle feedback.
The ultimate motivate behind this was to ensure maximum employee touch points for
higher success in engagement efforts.
171
ICICI Bank has specifically empowered their newly joined employees and provided
complete authority to them to handle their job roles. After two weeks of an orientation
programme employee were given assignments and were motivated to make decisions in the
very first week itself. Apart from employee participation, ICICI Bank practised
performance feedback sessions to improve performance of their employees. During
feedback, process employees were made aware of problem areas and were made to
understand the consequences of the problem behaviour.
Kotak Mahindra Bank has developed a simpler way for feedback named as Kotak
Integrated Sales and Service System (KISSS) worked as an online application, which
defined the action plan for their employees. This online application consisted of details
related to relationship calling, daily sales report, and appointment schedules. This software
also sends weekly details about the performance scores and indicated employees lagging
point so that employees could quickly work upon on the same before the end of the month.
Kotak Integrated Sales and Service System clearly predicted the performance of their
employees portfolio.
To overcome employees discontent the joint consultative committees were set up at
different levels. In Banks, a grievance procedure has become an integrated part of the
policy to promote better relationship between management and employees. For instance,
Bank of Baroda has introduced a help-line directly connected to Chief Executive Officers
office for those employees who faced any sort of crucial problems. ICICI Bank has started
staff space on the intranet where employees could participate in collaborative activities
such as- contributing documents, engaging in discussions and posting or answering queries
leading towards better cooperation.
172
Banks also provided potential career opportunities for their employees. Opportunities such
as addition of specialist skill or knowledge to employees with the help of training
programme, promotion to a higher level and position rotation. For instance, in HDFC
Bank, Senior Managers managed talent of their organization by categorizing potential
employees across various levels and planned succession planning for them according to
their career aspirations. ICICI Bank has established development centres that focused on
people available in the organization rather than to hunt for talent from outside. These
centres evaluated strengths, assessed development needs, and provided career opportunities
to employees within the organization itself.
Bank of Baroda has undertaken a Human Resource initiative named as Khoj where
organization-wide talent identification from officers to clerks was done and employees
with high potential were deployed or promoted in the key business areas. Chinatrust
Commercial Bank (CTCB) has created Individual Development Plan (IDP) for their key
staff members. The Individual Development Plans comprised of career path and growth
plan for employees in the years ahead. These plans included a detailed review of
employees abilities, strengths, expertise, knowledge, development needs, employee
satisfaction surveys, and feedback.
It was observed in Public Sector Banks that for top level vacancies political interference
for filling up of the vacant positions was there. Along with this, hindrance like seniority
based career progression and reservation quotas also acted as an obstacle in the way of
young talented officers career path particularly in Public Sector Banks.
173
CHART IV. 10
EMPLOYEE DEVELOPMENT RELATIONSHIP STRATEGIES
20%
76%
Teamwork 0%
4%
0%
19%
63%
Information Sharing 0%
18%
0%
19%
63%
Creativity 4%
13%
1%
9%
78%
Participation 2%
11%
0%
Strongly
9% Agree
77%
Empowerment 1% Agree
13%
0%
23% Neutral
63%
Quality of Work-life 0%
14%
0% Disagree
25%
64%
Workplace Feedback 2% Strongly
9%
0% Disagree
22%
Employee-management 55%
7%
Cooperation 15%
1%
16%
67%
Grievances Handling 1%
16%
0%
10%
66%
Career Progression 1%
23%
0%
174
Further, for Human Resource Strategy to become people centric, organizations need to
provide benefits to their employees for social security purposes. Providing benefits helps
organizations to retain and motivate employees to perform for their organizations. A
growing number of organizations have adopted family friendly policies related to formal
or informal sets of terms and conditions designed to enable employees to combine family
responsibilities with employment. Organizations provided support to their employees by
providing them flexible work arrangements and to provide protection against eventualities
of todays modern lifestyle, employees were given flexible benefits as per their
requirements. There existed awareness in the organizations to develop the workplace as a
safe workplace. Organizations must promote health awareness at workplace. Health
promotion motivates employees and improves performance of employees at the workplace
along with good and safe working conditions in the organization.
In response to a question employees are allowed to choose flexible benefits like medical,
insurance and retirement benefits from 186 Respondents, 43 percent Respondents agreed
and 13 percent Respondents strongly agreed that their organizations provided facilities
like childcare and flexible working hours whenever employees required. Whereas, 27
percent Respondents disagreed, 15 percent Respondents strongly disagreed that hardly
any flexible work arrangements were provided by their organization and 2 percent
Respondents remained neutral (Chart IV. 11).
175
In response to a question employee family friendly polices like childcare, flexible work
time are realized from 186 Respondents, 49 percent Respondents agreed and 8 percent
Respondents strongly agreed that they were provided with benefits like medical,
insurance and retirement. Whereas, 31 percent Respondents disagreed and 9 percent
Respondents strongly disagreed that hardly any emphasis was given towards flexible
benefits for employees, and 3 percent Respondents remained neutral (Chart IV. 11).
In response to a question Programmes/campaigns on health awareness or related issues are
regularly conducted from 186 Respondents, 56 percent Respondents agreed and 27
percent Respondents strongly agreed that regular health related programmes had taken
place in their organizations. Whereas, 17 percent Respondents disagreed that hardly any
health awareness programmes were carried by their organizations (Chart IV. 11).
In response to a question working conditions provided to employees are good from 186
agreed that the working conditions provided by their organizations were good . Whereas,
3 percent Respondents disagreed that hardly any emphasis was being made by their
organization on working conditions and 1 percent Respondents remained neutral on this
Private and Foreign Banks has introduced practices like parent leave, flexible working
hour and supportive childcare polices. These practices provided sympathetic understanding
and material aid to their employees to deal with stressful situations. Access to flexible
scheduling helped employees to manage their work and family and increased job
satisfaction and lowered their work-family conflicts.
176
For instance, HSBC Bank offered flexible working hours to their staff instead of
conventional days per year basis. HSBC Bank also provided on-line job share register,
which enabled employees to form a professional job sharing partnership. The Bank has
offered flexible working arrangements to around 10 percent of their employees that was
6,500 workforce 9.
Retirement benefit like pension is provided to employees of Public Sector Banks as one of
the major benefit to employees. Public Sector Bank employees are eligible to receive a
benefit pension equivalent to 50 percent of their last salary drawn. In this, few variations
might exist from one Public Sector Bank to another. For instance, SBI Bank employees
received 40 per cent of their last salary drawn in the form of pension, provident fund and
gratuity 10.
Public Sector Banks also provided medical benefits to their employees like medical
expenses incurred on diseases. For medical benefits Banks tied with hospitals at major
centers in India like Delhi, Mumbai and other metro cities where employee and his family
members could walk-in. In these hospitals, reserved beds were kept for employees and
their dependents.
Banks also emphasized on the health issues like physical health, mental health, stress
management, Acquired Immune Deficiency Syndrome (AIDS), alcoholism and drug abuse,
and violence at work place. Fitness programmes and employees assistance to prevent
health problems and health hazards that might occur were suggested to employees.
177
Most of the Public Sector Banks conduct medical check-up for their employees of 45 years
of age and above once in 2 years in the approved diagnostic centre. Bank employees work
on computer for more number of hours thus, the risks associated are highlighted to
employees by their organizations.
Apart from these, recently after the instance of 26 November 2009, Mumbai terror attack,
few Banks quickly offered a team of psychologists to their employees as a proactive
measure to provide relief and reduce stress among employees. Banks also stressed upon the
security of their employees, thus, they periodically reviewed implementation of security
arrangements at branches. Security arrangements included, installation of time lock at the
cash safe and constant observations were made by installation of Close Circuit TV (CCTV)
to monitor and record the movements inside the branch premises round-the-clock.
CHART IV. 11
BENEFITS TO BANK EMPLOYEES

56%
51% 50%
47% 46%
27%
23% 24%
21%
18% 17%
8%
5% 3%
3%
0% 0% 0% 0% 1%
Flexi-benefits Flexi-work Health Promotion Working

arrangements Conditions
178
Effectiveness of Human Resource Practices required Human Resource Strategies
Human Resource Practices depend on having the right Human Resource Strategy.
Organizations need to consider relevant Human Resource Strategy to achieve
effectiveness. Effectiveness of Human Resource Practices in this Study means how well
the Human Resource Practices were implemented .
In response to a question there existed effective Human Resource Practices in your
Respondent strongly agreed that in their organizations, Human Resource Practices were
implemented and well practised. Whereas 15 percent Respondents disagreed that, hardly
their organizations practised well formulated Human Resource Practices (Chart IV. 12).
CHART IV. 12
EFFECTIVENESS OF HUMAN RESOURCE PRACTICES IN BANKS
Effectiveness of Human Resource Practices
80% 73%
70%
60%
50%
40%
30%
20% 15% 12%
10% 0% 0%
0%
Disagree Agree
179
Human Resource Strategy in organizations acted as an active endeavour that managed
people and their skills with the immediate and long-term aims of the business in their
mind. The following Human Resource Strategies were studied in the backdrop of Banking
Industry: manpower planning predominantly incorporated the number crunching. The
manpower requirements change, due to the new emerging areas of operation and
geographical dispersion nature of this industry; cost controlling of manpower helps to
maximize productivity and minimise output cost per unit with the help of human resource
budget; talent acquisition referred to as the policies and programmes that ensured that
organization gets and keeps talent it needed ; deployment helps to overcome surplus or
excess staff in Departments resulting into effective deployment of resources so that they
could handle positions handed over to them ; job profile and designating employees in well
planned manner make employees accountable for their decisions, for the job assigned to
them; skill up-gradation helps employees to provide an environment in which employees
were encouraged to learn and develop as organizations required their employees to
perform in complex situations on multiple tasks; appraisal of employees helps to measure
employees efficiency for the job assigned to an employee. Measuring performances of
employees also helped to gain productivity for organizations; Compensation signifies that
the rewards given to employees were as per their performance to encourage employees to
contribute towards the fulfilment of the company goals. Understanding the workforce and
recognizing what their employees find rewarding acts as, an effective reward; promotion
policies help to motivate employees by means of reward systems contributing to increase
productivity. Motivation through, rewards also contributed towards higher market value of
the company and positively related to employees satisfaction and commitment; managing
workforce diversity maximizes the utilization of employees potential and recognized the
differences among workforce.
180
Thus, organizations need to successfully manage different groups; and finally outsourcing
services such as hiring, training and many other services helps to overcome complexities
and competition of business environment. To get insight on Human Resource Strategies
prevailing in Banking Organizations Respondents were questioned.
In response to a question manpower planning is efficient in terms of right person at the
right place and at right time from 186 Respondents, 65 percent Respondents agreed and
2 percent Respondents strongly agreed that organizations used their manpower to the best
by placing right person at right place and at right time. Whereas 31 percent Respondents
disagreed that, there existed hardly any proper utilization of the manpower (Chart IV.
13).
In response to a question there are strategies to control personnel cost to as low as
possible from 186 Respondents, 72 percent Respondents agreed and 16 percent
Respondents strongly agreed that their organizations designed strategies towards
controlling the manpower cost. Whereas, 13 percent Respondents disagreed, indicating
that their organizations did not paid attention towards cost reduction (Chart IV. 13).
In response to a question your organization is able to attract the best talent from 186
agreed that their organizations were able to attract best talent available in the market.
Whereas, 17 percent Respondents disagreed that their organizations lacked in attracting
the cream talent from the market (Chart IV. 13).
181
In response to a question employees are provided guidance and given training from 186
agreed that in their organizations they were guided and provided with knowledge to work
in new areas .Whereas 17 percent Respondents disagreed that hardly any emphasis was
given to guide employees for new responsibilities (Chart IV. 13).
In response to a question employees take responsibilities of the decisions made by them
strongly agreed that they were assigned job profiles and designations appropriately.
Whereas, 2 percent Respondents disagreed that they were not clear about their job
profiles and their designations and 1 percent Respondents remained neutral on this aspect
(Chart IV. 13).
In response to a question there is a continuous effort to improve skills and competency of
employees from 186 Respondents, 48 percent Respondents agreed and 42 percent
Respondents strongly agreed that their organizations emphasized on improving
employees competencies and skills. Whereas 9 percent Respondents disagreed that, their
organization hardly emphasized on talent improvement and 1 percent Respondents
In response to a question employees efficiency is closely measured from 186
agreed that in their organizations their performances was monitored continuously.
Whereas 11 percent Respondents disagreed that, their organizations hardly paid any
attention to measure employees efficiency (Chart IV. 13).
182
In response to a question better performance is facilitated by rewarding employees from
agreed that in their organizations rewards were linked to performance of an employee.
Whereas, 6 percent Respondents disagreed and 2 percent Respondents strongly
disagreed that hardly any emphasis was made on reward based performance by their
In response to a question recognition, rewards are as per merit and on long-term basis
strongly agreed that their organizations gave recognition and reward as per merit.
Whereas 17 percent Respondents disagreed that, hardly their organizations considered
merit as a basis to reward their employees (Chart IV. 13).
In response to a question all groups of the workforce are equally managed (age, gender,
race, religion etc)from 186 Respondents, 69 percent Respondents agreed and 16 percent
Respondents strongly agreed that in their organizations all different groups were
managed well . Whereas, 15 percent Respondents disagreed that hardly their
organizations paid attention towards managing diversity with respect to age, gender, race
and religion (Chart IV. 13).
In response to a question processes like hiring, training have been outsourced from 186
agreed that their organizations had outsourced services. Whereas 3 percent Respondents
disagreed that hardly any services were outsourced (Chart IV. 13).
183
Respondent responses were further corroborated with the observations. Banks viewed
manpower planning as integration of strategic and operational plans to ensure future
staffing needs. Public Sector Banks manpower planning focused mainly on the number of
staff members and employees who would be required in the middle management. These
manpower planning were mostly quantitative in nature and determined number of staff
members that Banks would required to recruit for the next few years.
Banking Organizations are continuously reviewing their existing manpower requirements
to manage changes in the market conditions and to keep inventory of skilled personnel to
be utilized for the emerging job requirements. On the basis of revised requirements, Bank
of Baroda and Punjab National Bank recognized the requirement of two Executive
Directors to handle operations of Banks, as these two Banks were very large Banks. For
the purpose of manpower planning Banks had taken help of technology. For instance, State
Bank of India being one of the largest Bank in India has developed Human Resources
Management System also known as SBI HRMS Portal, which helped in doing resource
planning effectively and also reduced the cost factors related to manpower.
A decade back Banks faced a lot of Human Resource wastage due to the disparities
between the demand and supply of manpower. Today Banks are making efforts to
overcome these challenges by preparing details such as: surplus personnel existing in one
unit; same skilled personnel again employed in another unit without any redeployment of
surplus employee; and over employment resulting into assigning of work to workers below
their abilities and capacities leading towards wastage. Mostly Private and Foreign Banks
has well prepared Human Resource budget. As a result, their business per employees was
higher as compared to Public Sector Banks.
184
Public Sector Banks recruited mostly staff, for which they advertised in the local and
national newspapers and conducted written test, group interviews for selecting candidates.
Banks are also fulfilling the requirements internally by reassignment, re-allocation of the
responsibilities and even internal promotions for their internal candidates. Public Sector
Banks like State Bank of India, Punjab National Bank, Bank of Baroda, Allahabad Bank,
UCO Bank and Canara Bank recruit employees at following levels: Clerks, Junior
Management Grade Scale I, Middle Management Grade Scale II, Middle Management
Grade Scale III, Senior Management Grade Scale IV and Top Executive Grade Scale-
V. For these Banks, Banking Services Recruitment Board (BSRB) invite applications for
various posts like - clerks, typist and agriculture clerks and many other for the respective
regions.
Banks like ING Vysya Bank, Deutsche Bank, Barclays Bank and Kotak Mahindra Bank
identified and cultivated strategic talent pools from various resources like universities,
management schools, and community forums. Business Head, Human Resource Head, or
Chief Executive Officer approves recruitment activities in these Banks. Expenditures were
budgeted and pre-approved by Business Unit Heads and Human Resource Heads. One of
the Respondents from HDFC Bank mentioned that to end bulk recruitment they followed
recruitment programmes in following ways: banking on internal network by using talent
pool; and banking on external network by using job portal, direct sourcing, Bank website,
placement agencies, job fairs, print media, and campus hiring. Innovative Human Resource
recruitment processes aided by the latest technology backed all these programmes.
185
Banks constituted a huge number of job profiles, which has different responsibilities
associated with them. Different job profiles existed were: customer service, front desk,
cash handling, probationary officer, loan officer, personal loan officer, home loan officer,
home loan agent, loan manager, loan processing officer, accountant, product marketing and
sales executive, recovery officer, retail asset manager, property appraiser, customer service
executive and many others. For instance, job profile of Loan Officer in Canara Bank
includes checking the eligibility of the individuals seeking loans from the Bank. Evaluation
of loan application and probability of loan repayment by customer verified. After this loan
officer recommend or approve loan. HDFC Bank, Relationship Representatives promote
different products and services offered by their Bank. Relationship Representatives were
responsible for opening and closing accounts and keeping a record of all the financial
transactions. Bank of America, Senior Operational Risk Specialist develops risk
management tools, database and prepared appropriate risk metrics and reports. They were
also required to lead process changes at individual unit level.
Skill up-gradation is an important area for Banks. SBI Bank has Strategic Training Unit
(STU) focused on skill up gradation of employees in view of expansion, changing business
environment, and competition. Employees had to attend a two-week training programme
once in 18 to 24 months. This training unit also provided training programmes to other
Public Sector Banks and some Foreign Banks on their request on cost-to-cost basis 11.
186
Union Bank of India has Staff College situated at Bangalore, and seven centers in various
parts of the country. The staff college organized training programmes for various
disciplines like International Banking, Credit, Information Technology, General Banking,
Marketing, and Human Resource Development. Union Bank of India also conducted
executive education programmes in association with ICFAI Business School, Hyderabad in
the areas of software -project management, service edge - improving service quality etc. A
new trend has emerged amongst Banking Organizations to groom candidates in specialist
areas from the beginning for tomorrow. Canara Bank used interventions like SPANDAN
for bringing attitudinal change among their front line staff, programme named
PRATIBHA for grooming in-house talent in varied specialized areas and executive
grooming through other reputed institutes also.
ICICI Bank conducted a Probationary Officer programme for graduate students to pursue
their career in Banking through one year intensive residential classroom training and
internship programme. This programme also helped Bank to develop specialists with
Banking knowledge and skills in the areas like- corporate banking, private banking, risk
and credit management, branch management, relationship management and these
individuals were recruited as Assistant Manager. Training institutes established by Reserve
Bank of India named Institute for Development and Research in Banking Technology
(IDRBT) provided facility of training to both Public and Private Sectors Banks in the areas
such as networking technology, payment system, security technology, cyber crime, data
warehousing and data mining, corporate intranet and electronic mail.
187
Chinatrust Commercial Bank provided training to their staff for supervisory roles in
different fields. The supervisory skill training programme included people management,
performance management, presentation and communication skills, and change
management. Finally, skill-building strategies are aimed to achieve following objectives:
developing service orientation; focusing on the customers needs ; collaborating with the
client ; awareness about customers satisfaction ; skills to seek information about the real
underlying needs of the customers ; and development of skills to rapidly changing
environment .
Indian Banks Association suggested re-naming Annual Confidential Reports as Annual
Performance Assessment Reports and its contents to be shared with the officer
concerned12. There also existed a provision in this report that if any employee does not
agree with the appraisal grading then they are free to raise their comments against the final
grading, but within a stipulated period of receiving the report. Mostly Banks carried
appraisal processes once in a year. But, there also existed few Banks like ICICI Bank in
which performance appraisal was carried out twice a year and on the other hand, HDFC
Bank does it regularly with the help of Management Information System with which
performance was calculated and monitored across the regions and branches. Centurion
Bank of Punjab has online appraisal system used for conducting performance appraisals
during the year.
188
The appraisal report constituted of appropriate list of objectives, which could clearly
demonstrate the performance of an employee. For instance, State Bank of India appraisal
form consisted of two parts. Part A consisted of details regarding employees duties and
responsibilities, objectives to be achieved by employees in a stipulated period of time,
employees capabilities in different areas required for the current role requirements (Scale:
1 to 3 poor, 4 to 6 satisfactory, 7 to 9 good, 10 excellent), and employee job aspirations;
and Part B consisted of details listed by appraiser on appraises objectives achieved,
appraises career direction options and wishes, and readiness for promotion. It also
constituted of key responsibility areas considered such as: loan disbursement, bad loan
recovery, fee-based income, and the number of new account added were used for
evaluation of employee performance 13.
Private Sector and Foreign Sector Banks has given competition to Public Sector Banks as
they offered much more attractive pay components. Public Sector Banks followed an
industry-wide norm fixed by Indian Banks Association in consultation with Government
of India, Ministry of Finance, New Delhi 14. Salaries offered by Private and Foreign Banks
included a significant variable component linked to performance and this resulted into
salary differential as high as 200 to 400 per cent. Government fixes the salaries for Public
Sector Bank chiefs. Private Banks needed a clearance from Reserve Bank of India for
remuneration to their top executives, but there existed no cap on it.
189
The compensation packages and bonuses of Chief Executive Officers, of Private and
Foreign Banks were too high. For instance, Chanda Kochhar, Managing Director (MD)
and Chief Executive Officer of ICICI Bank was offered salary between Rs. 84 lakh and Rs.
1.62 crore annually; Aditya Puri, Managing Director and Chief Executive Officer of HDFC
Bank received basic pay ranging between Rs. 1.08-1.32 crore; Shikha Sharma, Managing
Director and Chief Executive Officer of Axis Bank, was offered a basic pay of Rs. 1.25
crore 15. In contrast to Chief Executive Officers of Public Sector Banks like State Bank of
India Chief O.P Bhatt was paid salary of Rs. 26.51 lakh. Recently during the period of
recession, Reserve Bank of India had proposed to limit the annual salary hikes of Chief
Executive Officers or whole time directors of Private Banks to 10-15 percent as the fact
that higher salaries and bonuses of bankers was blamed for the 2008 global financial
meltdown.
Apart from remunerations, promotion policies are also essential for employees motivation.
Promotions in Private Sector Banks were performance based and the pace of employees
16
advancing in these organizations was faster as compared to Public Sector Banks .
However, even Public Sector Banks like Union Bank of India, Mumbai based branch
decided to put in place a fast track promotion policy up to the rank of Assistant General
Manager (AGM) to ensure that senior executives had a sufficient tenure with the Bank. For
instance, newly recruited officers used to become Assistant General Manager in 20 years,
but with the help of fast track promotions employees could become Assistant General
Manager within 11 years. These fast track promotion processes also acted as an
inducement for retaining talent 17.
190
Banks had adopted policy measures to achieve greater participation from women
employees. Women had taken employment in Banks on a priority basis as these
organizations had gender sensitive work culture and relatively unrestricted environment
with flexible timings. For instance, following Banks showed impressive malefemale
ratios employed in their organizations: HSBC Bank male-female gender ratio was
64.5:35.5 in India out of which 50 percent of the top managers were women. HSBC Bank
has also set up a task force of 100 employees consisting largely of women business heads,
to pursue gender diversity 18; ICICI Bank has 70:30 male-female ratios; Axis Bank claimed
that in metro branches, there ratio was even higher at 40 percent; Standard Chartered Bank
male-female ratio of employees in India was 69:31. Private and Foreign Banks were ahead
19
of Public Sector Banks with a healthy ratio of 30 percent . On the other hand Public
Sector Banks provided job reservations to scheduled castes, scheduled tribes, other
backward classes, disabled persons, and ex-defence and para-military personnel.
Banking Industry had experienced the need of infusion of some developmental services
from outside to augment the internal knowledge capacities. Banks had adopted outsourcing
strategies due to the following reasons- it helps in cost reduction through process
improvement and control; it helps Banks to concentrate on its core business areas instead
of back office operations; it helps to make services flexible to meet the changing
customers requirements. For instance, IndusInd Bank has entered into an infrastructure-
on-demand agreement with IBM India, which included building an Information
Technology infrastructure, implementing server consolidation, and setting up disaster
recovery systems. This partnership also supported Banks goal to become totally customer-
centric by providing more secure, responsive, and efficient services. It also allowed Bank
to scale up the operations and pursue aggressive growth plans as well.
191
CHART IV. 14
HUMAN RESOURCE STRATEGIES IN BANKS
Strongly Agree Agree Neutral Disagree Strongly Disagree
4%
65%
Manpower Planning 0%
31%
0%
16%
72%
Cost Controlling of Manpower 0%
13%
0%
21%
62%
Talent Acquisition 0%
17%
0%
10%
73%
Deployment 0%
17%
0%
44%
53%
Job Profile and Designation 1%
2%
0%
42%
48%
Skill up-gradation 1%
9%
0%
19%
70%
Appraisal of Emplyoees 0%
11%
0%
34%
58%
Compensation Realignment 0%
6%
2%
16%
67%
Promotion Policies 0%
17%
0%
16%
69%
Managing Workforce Diversity 0%
15%
0%
44%
53%
Outsourcing 0%
3%
0%
192
Customer retention was emphasized repeatedly to employees, because without customers
an organization would not have any revenues, profits, and consequently no market value.
Customer orientation among employees needs to be included as it helps to build customer-
oriented attitude of employees. Thus, organizations must emphasize to consider their
customers as valuable. Employees learning how to build customer relationship help
employees to select the right kind of customer. As it could not, be desirable or even
possible to create relationship with all customers. To learn to build relationship with
customers employees need to accurately identify changing customer needs and develop
new complex products to satisfy their needs and to provide higher levels of customer
services. Thus, product innovation has emerged as a significant feature to meet needs of
customers.
A greater use of Human Resource Practices was associated with the higher level of
productivity and excellent services. Quality services in Banks referred to as right service at
the first time. Apart from quality services, Banking Organizations need to provide
convenient services to their customers. Thus, organizations services procedures needed to
be as per customers handiness. Ultimately, all these strategies helped to achieve customer
satisfaction. To get insight on customer relationship strategies Respondents were
questioned on these.
In response to a question each customer is considered valuable from 186 Respondents, 65
percent Respondents agreed and 26 percent Respondents strongly agreed that they
considered each customer as valuable and paid attention towards relationship building.
Whereas 9 percent Respondents disagreed that, their organizations were not vigilant on
customer relationship building (Chart IV. 14).
193
In response to a question customers need gaps are closed by continuous new product
development from 186 Respondents, 55 percent Respondents strongly agreed and 44
percent Respondents agreed that their organizations developed products as per
customers needs .Whereas 1 percent Respondents disagree that hardly any new product
developments took place in their organization (Chart IV. 14).
In response to a question customer-service procedures have changed in the past from 186
agreed that their organizations emphasized towards good services for customers. Whereas,
4 percent Respondents disagreed that no emphasis was given towards quality of services
to be provided to the customers (Chart IV. 14).
In response to a question your organization emphasize on providing a good service to
customers from 186 Respondents, 73 percent Respondents agreed and 9 percent
Respondents strongly agreed that their organizations developed handy service processes.
Whereas 11 percent Respondents disagreed and 5 percent Respondents strongly
disagreed that their organizations hardly emphasized on convenient services to be
provided to their customers and 1 percent Respondents remained neutral on this aspect
(Chart IV. 14).
Respondent responses were further corroborated by the following observations. Banking
organizations needed to develop new products so as to fulfil the customers need gap. For
instance, SBI Bank conducted programme in 2007, named Parivartan for all levels of
employees to change their mind set and to improve their communication skills.
194
In 2009, Bank launched another programme; Citizen SBI aimed at attitudinal change and
transformation of their employees, through a series of Human Resources activities. Union
Bank of India conducted Customer Day in all their branches on 15th of every month
where employees interacted with customers. Customer empowerment through customer
education was the key tool adopted by Banks. Towards this end, Bank had come out with a
Citizens Charter in September 1997. Citizens Charter encompassed most of the Bank
operations. This has been prepared to promote fair Banking practices and to give
information with respect to various activities, related to customer services.
Union Bank of India, HDFC Bank, ICICI Bank, Axis Bank and many other Banks have
provided call centre services to their customers. In these call centres, customers could
record complaints and deficiencies in the services provided to them by Bank. Banks had
also enabled online grievance redressal mechanism whereby grievances could be lodged
online for speedy redressal of any complaint. In addition to these Banking Codes and
Standard Board of India (BCSBI) had set minimum standards to be practised by Banks
while dealing with individual customers. These standards provided protection to customers
and explained to Banks how to deal with customers for their day-to-day operations. Banks
provided clear information about their products and services and details about the terms
and conditions like interest rates or any service charges. In order to make exchange of
information easier Banks provided information to their customers in Hindi, English or
other appropriate local language.
195
The customer-oriented strategies helped Banks to retain customers and improve quality of
services. Banks benefited as increased investment in technology to handle complaints of
customers was prompt. Customer-oriented strategies also benefited customers by moving
customers to lower cost automated channels, such as Automated Teller Machines and
online Banking to make services convenient for customers.
CHART IV. 14
CUSTOMER RETENTION STRATEGIES BY BANKS

73%
65%
58%
55%
44%
35%
26%
11%
9% 8% 9%
5%
0% 0% 0%1%0% 0% 0% 1%
Customer Product Innovation Service Quality Convenient Services

Relationship
196
Cross-cultural Differences Influencing Human Resource Strategy Formulation and
Implementation
Management of cultural diversity needs to be included in the Human Resource Strategy
enabling the effective management of workforce differences created due to demographical
changes. Human Resource Strategies must be aligned with the cultural differences because
organizations cannot treat their workforce as a homogeneous workforce. Thus, Human
Resource Strategies formulated should have inclination towards the cross-cultural
differences existing in their organization.
In response to a question while formulating Human Resource Strategies, are cultural
differences between headquarters and branches considered from 186 Respondents, 56
Respondents agreed and 15 percent Respondents strongly agreed that cultural
differences were included in the Human Resource Strategies. Whereas 20 percent
Respondents disagreed and 2 percent Respondents strongly disagreed that hardly any
cultural differences were included in the Human Resource Strategies, and 6 percent
Respondents remained neutral on this aspect (Chart IV. 15). Even during various seminars
and summits Human Resource practitioners and key Banking, personnels has mentioned
that organizations need to take seriously into account the cultural differences.
197
CHART IV. 15
HR STRATEGY CONSIDER CULTURAL DIFFERENCES
Human Resource Strategies
60% 56%
50%
40%
30%
20%
20% 15%
10% 6%
2%
0%
Disagree Agree
Cross-culture means multiculturalism referring to the presence of many different cultural
backgrounds within an organization. Understanding cross-cultural differences helps an
organization to deal with people who differ dramatically in terms of ethnicity, race, gender,
physical ability and sexual orientations. The management of cultural diversity has become
a significant issue for Banking Industry due to workforce diversity. Following six cultural
differences, factors were identified that would play an important role in the formulation of
Human Resource Strategies with respect to cultural differences. First, an appropriate
organization building up starts from acceptances of different opinions of employees

20
liberally. It also reflects that how organizations viewed and valued their employees .
Second, is time orientation refers to the different attitudes towards time (past, present and
future), reflected by the notions that how employees prioritized their task. It also reflects
how employees co-ordinated, planned and organised. Time orientation framed would
decide for employees, in which sequence the task in the organization has to be completed.
Thus, organizational and individual time orientation needs to be matched for better
198
performance. Third, control process refers to how people to be treated 21. It is essential that
organizations approach of controlling their employees must be acceptable to their
employees, according to their cultural backgrounds. Fourth, formality refers to how the
exchange of information took place. Fifth, there should be both upward and downward
communication with the use of appropriate communication channels in the organization.
Sixth, differences existing among workforce with respect to identity. This refers to whether
22
employees identified themselves with their organizations . Signifying that in
organization individual must view themselves with organizations. To get insight on cross-
cultural aspects Respondents were questioned on these.
In response to a question differences in opinions are accepted liberally among employees
strongly agreed that their opinions were accepted liberally in their organizations.
Whereas, 13 percent Respondents disagreed that hardly any attention was paid towards
employees opinions and 1 percent remained neutral on this aspect (Chart IV. 16).
In response to a question completing an assigned task timely is considered as a significant
measure in your organization from 186 Respondents, 48 percent Respondents agreed
and 41 percent Respondents strongly agreed that they completed their tasks within the
stipulated time period assigned to them. Whereas 11 percent Respondents disagreed that,
hardly any importance was given towards completion of task on time by their
199
In response to a question your organization have a well defined structure for decision-
making from 186 Respondents, 81 percent Respondents agreed and 8 percent strongly
agreed that the way they were controlled in their organization was acceptable to them.
Whereas, 9 percent Respondents disagreed that they did not liked the way employees
were commanded and 2 percent Respondents remained neutral on this aspect (Chart IV.
16).
In response to a question managers and co-workers provide mutual support from 186
Respondents, 53 percent Respondents agreed that information flow in their organization
was irrespective of hierarchy levels. Whereas, 45 percent Respondents disagreed and 2
percent Respondents strongly disagreed that communication flow was strictly within the
hierarchy levels (Chart IV. 16).
In response to a question your organization allow open communication to employees
strongly agreed that they could communicate openly. Whereas, 15 percent Respondents
disagreed and 2 percent strongly disagreed that they were hardly allowed to express
freely and 1 percent Respondents remained neutral (Chart IV. 16).
In response to a question there exist shared purpose among employees from 186
agreed that they identified themselves with their organizations. Whereas, 11 percent
Respondents disagreed that they did not viewed themselves associated with the
organization and 2 percent Respondents remained neutral on this aspect (Chart IV. 16).
200
Respondent responses were further corroborated by the following observations:
Organization and individuals time orientation needed to be matched for better
performance. Time emphasis might differ from Public Sector to Private Sector to Foreign
Sector Banks. Even in few advertisements Banks had shown emphasis on time for their
organizations. It was recognized that top leadership of organizations clearly determined the
time orientation for the organization as a whole, so that the decision-making and assigned
tasks completion move in consistent manner within organization. Another difference,
which gave rise to conflict, was the ways in which employees were controlled. Mostly in
Private and Foreign Sector Banks and in few Public Sector Banks, Bank Managers were
visible to their employees, for example by walking and gathering information. However,
managers who commanded too obviously or involved themselves in the work details of
employees might de-motivate employees who take pride and honour in their work.
In Bank branches, employees used English language for business purpose, but not all
employees could speak English fluently. Thus, in order to avoid miscommunication,
employees communicated in Hindi or even in their local languages in their offices, this was
specifically observed in Public Sector Banks and in few Private Sector Banks. Free ways
of communication allowed by these Banks suggested that Banking Organizations have a
moderate way for commanding employees. Other method of communication in Banking
Industry existed were HumanComputer Interaction (HCI) culture. Banks practised
computer mediated communication processes. Almost all Public, Private and Foreign
Banks has adopted e-mail as major source of communication between employees.
201
Heads at HSBC India, communicate with their employees through blogs and town hall
meetings and talked about business performances face-to-face with employees. Human
Resource Strategies in which cultural differences were considered were: recruitment
process; training and development; and compensation packages etc. Banks emphasise on
alignment of Human Resource Strategy with cultural differences specifically during
mergers and acquisition of Banks.
CHART IV. 16
CROSS CULTURAL DIFFERENCES VARIABLES IN BANKS
10%
77%
Identity 2%
11%
0%
0%
53%
Formality 0%
45%
2%
18%
63%
Communication 1%
15%
2%
8%
81%
Control 2%
9%
0%
41%
48%
Time Orientation 0%
11%
0%
9%
77%
Opinion of Emplyoees 1%
13%
0%
202
Strategy Implementation and Organizational Culture
The major challenge for organizations existed with respect to the implementation rather
than generation of strategies. Strategy implementation involves the integration,
assimilation of both individual goals and organizational goals. For implementation,
individuals must be willing to work toward goals that not only allowed them to meet their
own needs but, in doing so, organizational objectives were also achieved.
In response to a question there exists well integrated strategies within the organization
strongly agreed that their individual needs and organizational requirements were well
integrated. Whereas, 9 percent disagreed that hardly any emphasis was made on
integration of individual and organizational needs and 3 percent Respondents remained
Banks need to implement various Human Resource Strategies such as: acquiring talent
which could identify key growth opportunities and design strategy and business plans for
growth areas; developing strategy for enhancing performance in key products and
enhancement of credit and risk management processes; developing strategies for people
during merger and post merger better organizations integration; and evolving strategies to
design a sales force for retail customers.
203
CHART IV. 17
STRATEGY IMPLEMENTATION IN BANKS
Integration
90% 80%
80%
70%
60%
50%
40%
30%
20% 9% 8%
10% 0% 3%
0%
Disagree Agree
Organization culture is acquired with the period and passed on to new employees through
the process of socialization and this influence the behaviour of employee. In turn,
organization culture influences a host of practices, policies, and procedure implementation.
Thus, for appropriate strategy implementation suitable organization culture needs to be
embedded. For the purpose of the Study, following key components needed to be
considered as part of organization culture for better strategy implementation such as:
cultural differences, employee empowerment, accountability, innovation, mentoring, and
equal opportunity practices.
Cultural differences resulted into differences among employee behaviour. Cultural
differences needed to be managed for embedding organization culture. Various differences
like dress and appearance, language, values and norms, relationships and work habits
would exist in organizations but managers need to manage them.
204
Employees perception, expectation, and behaviour likely to be different and because of
this, employees approach towards resolving and applying solutions are different. Thus,
23
organizations emphasize on employee empowerment . In order to avoid situations of
conflicts employees must know duties they have to perform and about decisions related to
productivity, quality, and profit, they were responsible, so as to make employees
accountable. For better strategy implementation, organization culture must be innovative.
Employees need to be supported to remain innovative in order to promote them new ideas.
For this reason, the embedding of organization culture through mentoring considered as an
effective way to support implementation of strategies by fully integrating and transferring
skill and knowledge. The mentor-protege relationships at workplaces speed up the rate of
learning more easily as compared to the mere advices obtained from supervisors
periodically and trial-and-error learning processes carried out routinely. Mentoring
develops feeling of oneness by promoting acceptance towards organizational values.
Organizations, which provided mentoring to their employees, were considered more
relationship oriented. Apart from these organizations needed to practice equal opportunity
for their employees.
In response to a question there are cultural differences between headquarters and
branches from 186 Respondents, 55 percent Respondents agreed and 12 percent
Respondents strongly agreed that in their organization cultural differences existed across
branches and headquarters .Whereas 27 percent Respondents disagreed and 2 percent
Respondents strongly disagreed that hardly any cultural differences existed in their
organization and 4 percent Respondents remained neutral on this aspect (Chart IV. 18).
205
In response to a question, employee viewpoints influence organizational culture from 186
agreed that their viewpoints were considered. Whereas 27 percent Respondents
disagreed that employees viewpoints were not considered and 2 percent Respondents
remained neutral (Chart IV. 18).
In response to a question every employee is accountable for their decisions and actions
strongly agreed that in their organizations employees were accountable for the decisions
made by them. Whereas, 2 percent Respondents disagreed and 2 percent Respondents
In response to a question new business ideas are well accepted from 186 Respondents, 66
percent Respondents agreed and 11 percent Respondents strongly agreed that in their
organizations they were promoted to give new ideas .Whereas, 22 percent Respondents
disagreed that innovation was not promoted (Chart IV. 18).
In response to a question your organization invests in coaching and mentoring of
employees from 186 Respondents, 63 percent Respondents agreed and 29 percent
Respondents strongly agreed that in their organizations mentoring existed. Whereas, 6
percent Respondents disagreed that hardly they were provided with mentors at the
workplace and 1 percent Respondents remained neutral on this aspect (Chart IV. 18).
206
In response to a question employees are given equal opportunities from 186 Respondents,
67 percent Respondents agreed and 16 percent Respondents strongly agreed that they
were provided with equal opportunities .Whereas, 17 percent Respondents disagreed that
their organization did not practised equal opportunities practice (Chart IV. 18).
Recently, HDFC acquired Centurion Bank and their Human Resource Head tried to
assimilate the cultures of two organizations together in which employees perspective
played a major role emphasizing that organization culture should not be a left out aspect 24.
Making employees accountable for their decisions helped in strategy implementation in an
easier way and avoided conflicts between managers and employees. Most of the Banks
provided training to their employees on the responsibilities they have to handle and each
employee adhered to his areas of duties assigned to him.
Banking Industry has slowly agreed on the power of openness and innovation, of not just
product and service but also of processes, to exploit opportunities and to manage the risks
of globalization. Banks take skill advantage of their employees to promote innovation to
achieve and to sustain. It has been observed that those Banks, which supported innovation
for introduction of a new product, opening of a new markets for their products and
services, implementation of new processes and new organization structure has performed
better.
Few Private and Foreign Banks provided mentors to their new employees to help them
navigate the organization and familiarize themselves with history, values, practices, and
policies. Banks are also using mentoring to foster culture of learning organization towards
better implementation of strategies.
207
Banks recognized that workforce with the composition of the local communities and
transferring power and responsibilities to these employees helped to understand and
respond to the needs of their customers locally even better. Hence, every Banks top
management tried to ensure no discrimination on grounds of age, gender, colour, race,
ethnicity, language, caste, creed, economic or social status or disability.
Almost all Bank have specified codes of conduct in order to avoid conflicts with
employees : related to information on trade secrets, customer information, employee
related information, strategies, research in connection with the Bank, legal, and technical
data to be kept as confidential information and used for Banks business purposes only;
regarding employees to proceed on deputation to other branches at short notice; Bank may
at its discretion fix business hours at all branches/offices depending upon its business
needs and requirements; Bank may at its discretion utilize the services of their staff .
CHART IV. 18
CULTURAL VARIABLE INFLUENCING IMPLEMENTATION OF HR
STRATEGY
67% 66% 67%

63%
55% 53%
44%
27% 27% 29%

22%
17% 16%
12% 11%
7%
2% 4% 0% 2%
4% 2%
0% 1% 0% 1% 0% 1% 0% 0%
Cultural Emplyoee Accountability Innovation Mentoring Equal

Differences Empowerment Opportunity
Practices
208
Human Resource Strategy and Business Ethics
Formulation of corporate strategy should be dependent upon social strategy, which
represents a set of social values. These values could best be tabulated through appropriate
Human Resource Strategy in which such values may represent ethical behaviour of the
organization towards its employees. In this way, a relationship between Human Resource
Strategy and Business Ethics could be understood. To measure Human Resource Strategy
with respect to Business Ethics it was measured by knowing Human Resource Strategies
were trustworthy or not?
In response to a question your organization is trusted by employees and customers from
agreed that employees and customers had trusted organizational practices. Whereas, 6
percent Respondents disagreed that hardly they trusted organizational practices and 2
percent Respondents remained neutral on this aspect (Chart IV. 19).
CHART IV. 19
HR STRATEGIES TRUSTWORTHINESS IN BANKS
Trustworthiness
60%
49%
50% 42%
40%
30%
20%
10% 6%
0% 2%
0%
Disagree Agree
209
For the purpose of the Study some ethical considerations has been taken in the research
process such as: true information sharing for organizations was essential to build trust in
its practices. Deceptions about organization conditions would result into lower value for
the organization; consistency in saying and doing helps to build importance for policies
and procedures; equality at work with relation to men and women and caste system to be
practised by organization in order to be ethical; respect of employees acts as a hallmark of
a modern and productive organizations, which means respect for the social and cultural
backgrounds of all employees; privacy of employees, it means protecting, employees

25
private life from intrusive actions ; employees volunteering help to build strong
relationship between individual and organization working towards the same objectives; and
social responsibility of organization referred to their concern for various stakeholders.
In response to a question your organization allow sharing of factual information from 186
agreed that records and information communicated to employees was reliable. Whereas, 3
percent Respondents disagreed that information communicated was not true and 1
percent Respondents remained neutral on this aspect (Chart IV. 20).
In response to a question there is freedom from discrimination in your organization from
agreed that their organization practised equality. Whereas, 4 percent Respondents
disagreed that hardly their organization practised equality and 2 percent Respondents
210
In response to a question employees are treated respectfully from 186 Respondents, 69
percent Respondents agreed and 18 percent Respondents strongly agreed that they were
treated respectfully at workplace. Whereas 11 percent Respondents disagreed that in their
organization employees were not treated courteously and 2 percent Respondents remained
In response to a question there exists consistency between saying and doing in your
organization from 186 Respondents, 54 percent Respondents strongly agreed and 40
percent Respondents agreed that in their organizations consistency between saying and
doing existed . Whereas 6 percent Respondents disagreed that, hardly any consistency
existed in the practices (Chart IV. 20).
In response to a question employees are scrutinized against parameters other than their
performance from 186 Respondents, 47 percent Respondents agreed and 19 percent
Respondents strongly agreed that they were scrutinized on the parameters that they were
informed already .Whereas 26 percent Respondents disagree that hardly their
organization was concerned about the matters related to employee privacy and 8 percent
Respondents remained neutral (Chart IV. 20).
In response to a question employees initiate and actively participate in social causes from
agreed that they took initiatives actively and contributing for various causes. Whereas, 13
percent Respondents disagreed that hardly they need to volunteer for any causes as it was
not asked by their organization and 2 percent Respondents remained neutral on this aspect
( Chart IV. 20).
211
In response to a question your organization undertake social responsibility from 186
Respondents, 63 percent Respondents strongly agreed and 18 percent Respondents
strongly agreed that their organizations took up social responsibility causes (Chart IV.
20).
Banks ensured and promoted for societal causes. For instance, HSBC Banks programme
named Catalyst and HDFC Bank programme named Corporate Volunteering Program
encouraged their employees to volunteer time and skills for causes like to celebrate
festivals with the underprivileged or employees seeking donations for various natural
disasters. Banks also conduct programmes to support community initiatives such as:
educational sponsorships for girls, adoption of state-run schools, running of academic
support classes, reading classes, providing skills training to school dropouts, youth, women
and other disadvantaged groups. Punjab National Bank organized free medical, eye and
general check-up camps, camps to distribute artificial limbs, blood donation camps. Punjab
National Bank has taken keen interest in nurturing sports towards this end, PNB Hockey
Academy was established which provided training to young players who represented
country at various national and international level hockey tournaments. Hence, employees
must be motivated to participate in these programmes, which could be fruitful for the
society.
Human Resource professionals of various Banks have taken following steps to overcome
the dilemmas in relation to ethical practices like providing written standards of workplace
conduct to employees, orientation or training on ethical workplace conduct, and details
about the disciplinary action associated with ethical violations.
212
CHART IV. 20
BUSINESS ETHICS IN BANKS
63%
37%
Social Responsibility 0%
0%
0%
27%
58%
Employees Volunteering 2%
13%
0%
19%
47%
Privacy 8%
26%
0%
54%
Consistency in Saying 40%
0%
and Doing 6%
0%
18%
69%
Respect of employees 2%
11%
0%
28%
66%
Equality 2%
4%
0%
38%
58%
True Information Shared 1%
3%
0%
On the basis of Data Analysis, this part of the Chapter discussed the effectiveness of
Human Resource Practices in Sample Banking Organizations. Further, in the next part,
additional statistical analysis is undertaken for further enhancing the understanding of the
research objectives.
213
Hypothesis Testing
The data is tested statistically to determine whether a research hypothesis should be
accepted or not. The approach to analysis is sequential, ranging from bivariate analysis
(2 variables) to multivariate analysis (more than 2 variables).
Bivariate Analysis:
Cross-tab with Chi square: Our research problem requires us to compare variables with
each other hence; we have represented our collected data into a cross-tab. A cross tab is
also called contingency table or a pivot. The most critical objective while testing a
hypothesis was to identify relationships between variables, as our ultimate aim was to
describe how the values of one variable vary according to the values of another variable. A
key challenge in doing this was collecting data from a Sample whereas the inferences that
we wanted to draw were for a larger population. In addition, there could be other random
factors causing diffusion in results. Through Chi-square analysis, we could control this
diffusion i.e., if the differences between our model and reality were small, our
understanding was good. Further, a significant value of Chi-square does not indicate that
there is necessarily a strong relationship in the population, it just indicates that there is
some relationship i.e., different from what would be expected based on chance alone.
Hence, Chi-square confirms that theres an association, but does not signify causality.
214
Pearson Correlation: Correlation is a measure of the relation between two or more
variables. Correlation coefficients range from -1.00 to +1.00. The value of -1.00 represents
a perfect negative correlation while a value of +1.00 represents a perfect positive
correlation. A value of 0.00 represents a lack of correlation. Correlation helps in
ascertaining a predictive relationship between two variables hence, causality could be
determined through correlation.
Multivariate Analysis:
Prediction Model using Regression: If a hypothesis gets proved, we attempted a model
using Regression analysis. The R-square value signifies the variation in dependent
variables as explained by the combination of optimum independent variables.
Research Hypothesis 1: Banking Organizations are Responsive to Change.
Step a: Stating null hypothesis
H0: There is no relationship between change and Banking Organizations response to it.
Step b: Decomposing the independent variable
The null hypothesis states that there exists no relationship between change and Banking
Organizations response to it. The Banks response is the dependent variable in this
relationship as it is the outcome. Banks responsiveness was measured by values that were
captured as adaptability.
215
Change is a complex phenomenon, hence to capture all perspectives it has been
decomposed into following three variables: change in product portfolio; process changes in
Banks; and organizations response to customer needs.
Step c: Hypothesis testing
Cross-tab with Chi-square test was applied to find association between the variables. The
output (Table IV. 1) showed that there exists a significant association between
adaptability (dependent variable) and change (independent variable). The Chi-square
test reads a significance level of less than < 0.1. This can be interpreted that we are 90
percent confident that the interval contains the true population mean. We can also say that
90 percent of all confidence intervals formed in this manner (from different samples of the
population) will include the true population mean (Table IV. 2).
0.1 is the error or mistake that may happen by chance. Since the value of probability was
less than 0.1 for all three independent variables, we may conclude that there has been an
association between adaptability and change. Hence, we rejected the null hypothesis
H0: There is no relationship between change and Banking Organizations response to it.
216
TABLE IV. 1
CROSSTAB BETWEEN CHANGE AND BANKS ADAPTABILITY
Adaptability
Total
Strongly
Disagree Neutral Agree
Agree
Disagree 6 0 0 0 6
Change in
Product Agree 7 3 65 21 96
Portfolio
Strongly Agree 3 0 24 57 84
Total 16 3 89 78 186
Process Agree 16 3 84 5 108

Changes in
Banks Strongly Agree 0 0 5 73 78
Total 16 3 89 78 186
Disagree 3 0 0 0 3
Organizations
Response to Agree 12 0 46 1 59
Customer Needs
Total 16 3 89 78 186
TABLE IV. 2
CHI-SQUARE VALUES FOR CHANGE
Asymp. Sig.
Value Df
(2-sided)
Change in Product Portfolio Pearson 102.017 6 0.000
Chi-
Process Changes in Banks square 147.402 3 0.000
Organizations Response to
106.237 6 0.000
Customer Needs
217
Step d: Correlation analysis
Chi-square test cannot determine the causality. Hence, correlation analysis was employed
to determine cause and effect relationship. For one-to-one correlation all values in the
correlation table were standardized ranging from -1 to+1, all variables were highly
correlated (Table IV. 3). There existed positive significant correlation between
adaptability with change in product portfolio(0.561), process changes in banks(0.703)
and organizations responding to customer needs(0.624). This means that the chosen
three variables were fairly independent of each other and were strongly correlated with
Banks adaptability to change. This supports our Research Hypothesis that Banking
Organizations are responsive to change. Therefore, from the overall results we could
conclude that Banks are responsive towards changes in product, process, and customer
preferences.
TABLE IV. 3
RELATIONSHIP BETWEEN CHANGE AND BANKS ADAPTABILITY
Adaptability
Pearson Correlation 1
Adaptability Sig. (2-tailed)
N 186
Pearson Correlation 0.561**
Change in Product
Sig. (2-tailed) 0.000
Portfolio
N 186
Process Changes in
Banks
N 186
Organizations Response to
Customer Needs
N 186
** Correlation significant at the 0.01 level (2-tailed).
218
Step e: Developing a model
To determine the quantum by which the independent variables, optimally predicted an
organizations response towards change, multiple regression analysis was used. R-square
value for the model was 0.648 this was the amount of variance in the predicted variable
that was explained by independent variables: change in product portfolio, process changes
in banks and organizations responding to customer needs.
Following model derived (Table IV. 4).
Adaptability = -1.072 + 0.372(change in product portfolio) + 0.662 (process changes in
banks) + 0.518(organizations responding to customer needs)
Hence, adaptability is predicted to: increase 0.372 when the change in product portfolio
goes up by one; increase by 0.662 when process changes in banks goes up by one;
increase by 0.518 when organizations responding to customer needs goes up by one ;and
be -1.072 when all three independent variables are zero.
As is evident from the model that process changes in banks has the most effect on the
dependent variable adaptability. Followed by organizations responding to customer
needs and change in product portfolio
219
TABLE IV. 4
BACKWARD REGRESSION ANALYSIS FOR ADAPTABILITY
Unstandardized Standardized
Coefficients Coefficients
Model t Sig.
B Std. Error Beta
(Constant) -1.072 0.132 -8.106 0.000

Change in Product
0.372 0.065 0.286 5.714 0.000
Portfolio
Process Changes in
0.662 0.098 0.384 6.764 0.000
Banks
Organizations Response
0.518 0.077 0.349 6.755 0.000
to Customer Needs
The above Model through regression analysis has helped in explicating the Research
Hypothesis. We now have a quantitative model for the relationship between adaptability
and change. This model could be used to optimize this relationship. Thus, this confirms
that Banking Organizations are responsive to change. Even during the interaction with
Bank employees, they specified that Banks had changed the process for application of a
personnel loan into an easy and simple procedure. Personnel loan process constituted
mainly three things: producing of proper documents; filling up of application form; and
paying for the initial down payment. They also specified that this process might fail if
customers were asked to produce many documents along with the forms some of which
may not be necessary at all.
220
Thus, it is necessary that customers should be asked for the minimum but most necessary
documents instead of unnecessary documents. In case of application form, the application
form must be in a language, easily understood by the customers and it should not be very
lengthy eliciting a lot of unnecessary information. Thus, considering these aspects Banks
changed their processes to make Bank processes simpler and also modified their products
according to their customers preferences.
The above empirical findings were further supported by findings of the Researchers like
26
Shanmugam and Das ; and Prasad and Ghosh 27, who pointed towards improvement in
the performances of the Banking Sector due to its adaptability towards changes.
28
Avermatete, Viaene, Morgan, and Crawford stressed on the importance of change in
products and processes of the organization in order to move the organization to exploit new
markets. Leeladhar 29 supported that Indian Banks had adapted to the changes, specifically
changes in the Banks processes like using of electronic transmission of payments and
development of relationship-oriented products like small loans. Finally, Singh and
Kumar30; and Verma, and Chaudhuri 31 in their studies mentioned that due to the existence
of competitive landscape in Banking Sector most of the Public Sector Banks were in the
process of adopting strategies, which could provide them competitive edge. Thus, this
finally proves Research Hypothesis that Banking Organizations are responsive towards
changes.
221
Research Hypothesis 2: The Nature of Change in Banking Organization is Strategic.
H0: The nature of change in Banking Organization is not strategic
The null hypothesis states that the nature of change in Banking Organization is not
strategic. To be strategic is the dependent variable in this relationship as it is the
outcome. This was measured by values that were captured as predictability. Nature of
change is a complex phenomenon, hence to better capture all perspectives it has been
decomposed into following four variables: significance of change; change as continuing
process; change management; and change implementation.
Cross-tab with Chi-square test was applied to find association between the two variables.
The output (Table IV. 5) showed that there existed a significant association between
predictability (dependent variable) and nature of change (independent variable). The
Chi-square test reads a significance level of less than < 0.1. This can be interpreted, that we
are 90 percent confident that the interval contains the true population mean. We can also
say that 90 percent of all confidence intervals formed in this manner (from different
samples of the population) will include the true population mean. (Table IV. 6).
222
less than 0.1 for all four independent variables, we may conclude that there has been an
association between being strategic and nature of change. Hence, we rejected the null
hypothesis H0: The nature of change in Banking Organization is not strategic.
TABLE IV. 5
CROSSTAB BETWEEN NATURE OF CHANGE AND PREDICTABILITY
Predictability
Total
Agree Strongly Agree
Agree 131 3 134

Significance of Change
Strongly Agree 7 45 52
Total 138 48 186
Agree 123 14 137

Change as a Process
Total 138 48 186
Agree 93 0 93
Change Management
Total 138 48 186
Disagree 13 2 15
Change as Continuous Agree 125 17 142
Total 138 48 186
223
TABLE IV. 6
CHI-SQUARE VALUES FOR IMPLEMENTATION OF CHANGE IN BANKS
Asymp. Sig.
Value df
(2-sided)
Significance of Change 139.044 1 0.000
Pearson
Chi-
Change as a Process 65.992 1 0.000
square
Change Management 64.696 1 0.000
Change as Continuous 98.789 2 0.000
Chi-square cannot determine the causality. Hence, correlation analysis was employed to
determine cause and effect relationship. For one-to-one correlation all values in the
correlation table were standardized ranging from -1 to +1, all variables were highly
predictability with significance of change (0.865), change as a process (0.596),
change management (0.590) and change as continuous (0.449). This means that the
chosen four variables were fairly independent of each other and were strongly correlated
with Banks predictability of change. This supports our Research Hypothesis that Banking
Organizations nature of change is strategic. Therefore, from the overall results we could
conclude that significance of change, change as a process, change management and
change as continuous lead to Banking Organization being strategic.
224
TABLE IV. 7
RELATIONSHIP BETWEEN NATURE OF CHANGE AND PREDICTABILITY
Predictability
Predictability Sig. (2-tailed)
N 186
Significance of Change Sig. (2-tailed) 0.000
N 186
Change as a Process Sig. (2-tailed) 0.000
N 186

Change Management
N 186
Change as Continuous Sig. (2-tailed) 0.000
N 186
* Correlation significant at the 0.05 level (2-tailed).
225
To determine the quantum by which the independent variables, optimally predicted nature
of change, multiple regression analysis was used. R-square value for the model was 0.793
this was the amount of variance in the predicted variable thats being explained by
independent variables: significance of change, change as a processes, change
management and change as continuous.
Following model depicted (Table IV. 8).
Predictability = 0.046(constant) + 0.704 (significance of change) -0.017(change as a
process) +0.176(change management) +0.070(change as continuous)
Hence, predictability is predicted to increase: 0.704 when significance of change goes up
by one; decreases by 0.017 when change as a process goes up by one; increase by 0.176
when change management goes up by one; increases by 0.07 when change as
continuous goes up by one ;and be 0.046 when all four independent variables are zero.
As is evident from the model that significance of change has the most effect on the
dependent variable predictability followed by change management and change as
continuous. The variable change as a process has a relatively small albeit negative effect
on predictability.
226
TABLE IV. 8
BACKWARD REGRESSION ANALYSIS FOR PREDICTABILITY
Model t Sig.
Std.
B Beta
Error
(Constant) 0.046 0.056 0.833 0.406
Significance of Change 0.704 0.050 0.722 14.099 0.000
Change as a Process -0.017 0.048 -0.017 -0.364 0.717
Change Management 0.176 0.037 0.201 4.799 0.000
Change as Continuous 0.070 0.025 0.110 2.773 0.006
Hypothesis. We now have a quantitative model for the relationship between being
strategic and nature of change. This model could be used to optimize this relationship.
Thus, this confirms that Banking Organizations has a strategic approach towards change.
The literature review on Banking Industry confirmed that this industry has performed well
in order to cope change. The subject literature showed that the customers status has
changed from an isolated to a connected, an unaware to a well informed, and a passive to
an active customer. As Banks faced challenges from both the fronts domestic and
international thus, Banks needed to predict changes and taken actions to overcome these
challenges.
227
The above empirical findings were supported by the studies of the following Researchers
as : Tyson 32 confirmed that being strategic means description of future action which were
33
always directed towards change ; Quinn emphasized on the strategic change as a
necessity for an organization; Truss and Gratton 34 mentioned there existed the requirement
of quality practitioners involved into decision making, policy implementation and to
predict the corporate world in the evolving and changing environment; Nadler 35 suggested
regarding the implementation of change to be assured and controlled at the time of
maintenance and after the transition; and an empirical study by Nath , Mukherjee and Pal 36
on Indian Nationalized Banks revealed that Banks, in order to survive must adapt to the
changing environment and position themselves with respect to their strategic groups to
improve their perceived service quality . Even their performance metrics need to be
grouped strategically.
37
Apart from the above Researcher, Pettigrew and Whipp issued warning to financial
services on the basis of their research that the implementation of change must be
cumulative and stressed that employees responsible for the process of change need to make
continual assessments, repeated choices and multiple adjustments. Thus, this finally proves
the Research Hypothesis that the nature of change in Banking Organization is strategic.
228
Research Hypothesis 3: There is a Correlation between Strategic Intent and
Performance.
H0: There is no correlation between strategic intent and performance
The null hypothesis states that there exists no relationship between strategic intent and
organizations performance. Here performance is the dependent variable in this
relationship as it is the outcome. Strategic intent consists of hierarchical elements, to
better capture all perspectives it has been decomposed into following six variables: vision;
mission; values and principles; goals; strategic objectives; and financial objectives.
output below (Table IV. 9) showed that there existed a significant association between
performance (dependent variable) and strategic intent (independent variable). The Chi-
square test reads a significance level of less than < 0.1. This can be interpreted as that we
samples of the population) will include the true population mean (Table IV. 10). 0.1 was
the error or mistake that may happen by chance. Since the value of probability was less
than 0.1 for all six independent variables, we may conclude that there has been association
between performance and strategic intent.
229
Hence, we rejected the null hypothesis H0: There is no correlation between strategic intent
and performance.
TABLE IV. 9
CROSSTAB BETWEEN STRATEGIC INTENT AND PERFORMANCE OF
BANKS
Performance
Strongly Total
Disagree Agree
Agree
Disagree 3 9 0 12
Neutral 0 3 0 3
Vision
Agree 21 108 20 149
Strongly Agree 2 12 8 22
Total 26 132 28 186
Disagree 19 12 0 31
Mission Agree 7 111 6 124
Total 26 132 28 186
Disagree 12 7 0 19
Value and
Agree 14 105 15 134
Principles
Total 26 136 28 186
Disagree 17 11 0 28
Goals Agree 9 105 14 128
Total 26 132 28 186
Strongly Disagree 2 0 0 2
Disagree 20 28 2 50
Strategic
Neutral 0 0 2 2
Objectives
Agree 4 90 10 104
Total 26 132 28 186
Financial Disagree 22 20 0 42
Objectives Agree 3 101 15 119
Total 26 132 28 186
230
TABLE IV. 10
CHI-SQUARE VALUES FOR STRATEGIC INTENT
Value df Asymp. Sig. (2-sided)
Vision 12.265 6 .056
Mission 156.016 4 .000

Pearson
Chi-
Value and Principles 60.504 4 .000
square
Goals 85.419 4 .000
Strategic Objectives 95.048 8 .000
Financial Objectives 95.763 4 .000
Chi-square cannot determine causality. Hence, correlation analysis was employed to
performance with vision (0.158), mission (0.676), values and principles (0.509),
goals (0.589), strategic objectives (0.540) and financial objectives (0.610). This
means that the chosen six variables were fairly independent of each other and were
correlated with Banks performance. This supports our Research Hypothesis that strategic
intent and performance are correlated. Therefore, from the overall results we could
conclude that vision, mission, values and principles, goals, strategic objectives, and
financial objectives were planned well resulting into better performance of an organization.
231
TABLE IV. 11
RELATIONSHIP BETWEEN STRATEGIC INTENT AND PERFORMANCE OF
BANKS
Performance
Performance Sig. (2-tailed)
N 186
Pearson Correlation 0.158(*)
Vision Sig. (2-tailed) 0.031
N 186
Pearson Correlation 0.676(**)
Mission Sig. (2-tailed) 0.000
N 186
Value and Principles Sig. (2-tailed) 0.000
N 186
Goals Sig. (2-tailed) 0.000
N 186
Strategic Objectives Sig. (2-tailed) 0.000
N 186
Financial Objectives Sig. (2-tailed) 0.000
N 186
232
To determine the quantum by which the independent variables, optimally predicted an
organizations performance, multiple regression analysis was used. R-square value for the
model was 0.582 this was the amount of variance in the predicted variable that was
explained by independent variables: mission, goals, and financial objectives as strong
predictors of the performance of Banks.
Following optimum model derived (Table IV. 12).
Performance = 0.197 + 0.382(mission) + 0.232(goals) + 0.228(financial objectives).
Hence, performance is predicted to: increase 0.382 when mission goes up by one;
increase by 0.232 when goals goes up by one; increase by 0.228 when financial
objective goes up by one; and be 0.197 when all three independent variables are zero.
As is evident from the model that mission has the most effect on the dependent variable
performance, followed by goals of the organization and financial objectives.
233
TABLE IV. 12
BACKWARD REGRESSION ANALYSIS FOR PERFORMANCE OF BANKS
Model t Sig.
B Std. Error Beta
(Constant) 0.197 0.060 3.309 0.001
Mission 0.382 0.056 0.412 6.881 0.000
Goals 0.232 0.057 0.240 4.048 0.000
Financial Objectives 0.228 0.052 0.265 4.399 0.000
Hypothesis. We now have a quantitative model to assess the relationship between
strategic intent and performance. This model could be used to optimize this
relationship. Thus, this confirms that strategic intent correlated with performance of
organization. Strategic intent, represent a proactive mode i.e., a symbol of an
organizations future and it also energize all organizational levels for a collective purpose
38 39 40
was mentioned by Hamel and Prahalad ; Hart ; Hamel and Prahalad . Lovas and
41
Ghoshal mentioned that goals and mission being a part of strategic intent, point out the
long-term market or competitive positions that an organization hopes to build along with
the sense of direction to employees for better performance. Quinn 42; and Burgelman and
43
Grove highlighted that poor performance of an organization was due to the failure in
defining clearly the strategic intent. Thus, this finally proves the Research Hypothesis that
there is a correlation between strategic intent and performance.
234
Research Hypothesis 4: Organization Change and Human Resource Strategy are
Co-related.
H0: There exists no correlation between organization change and Human Resource
Strategy
The null hypothesis states that there exists no correlation between organizations change
and Human Resource Strategy. Human Resource Strategy is the dependent variable in
this relationship as it is the outcome of organizational changes. Hence, to better capture all
perspectives of organization change it has been decomposed into following six variables:
workforce demography; employees expectations; technology; organizational restructure;
changes in customers; and economic conditions.
output (Table IV. 13) showed that there existed a significant association between Human
Resource Strategy (dependent variable) and organization change (independent
variables). The Chi-square test reads a significance level of less than < 0.1. This can be
interpreted, that we are 90 percent confident that the interval contains the true population
mean. We can also say that 90 percent of all confidence intervals formed in this manner
(from different samples of the population) will include the true population mean (Table IV.
14).
235
less than 0.1 for all three independent variables, we may conclude that there has been
association between Human Resource Strategy and organization change. Hence, we
rejected the null hypothesis H0: There exists no correlation between organization change
and Human Resource Strategy.
TABLE IV. 13
CROSSTAB BETWEEN ORGANIZATION CHANGE AND HUMAN RESOURCE
STRATEGY

Total
Strongly
Agree
Disagree 7 3 0 0 10
Workforce
Agree 8 0 64 4 76
Demography
Total 16 3 89 78 186
Disagree 10 0 8 7 25
Employee
Neutral 0 3 0 0 3
Expectations
Agree 3 0 81 33 117
Total 16 3 89 78 186
Technology Neutral 0 3 0 0 3
Agree 2 0 87 2 91
Total 16 3 89 78 186
236
Total
Strongly
Agree
Disagree 7 0 4 2 13
Organizational
Neutral 0 1 2 0 3
Restructure
Agree 9 2 81 40 132
Total 16 3 89 78 186
Strongly
0 0 3 2 5
Disagree
Neutral 0 3 1 3 7
Changes in
Customers
Agree 4 0 81 4 89
Total 16 3 89 78 186
Economic
Neutral 0 0 0 1 1
Conditions
Agree 9 0 62 42 113
Total 16 3 89 78 186
237
TABLE IV. 14
CHI-SQUARE VALUES FOR ORGANIZATION CHANGE
Asymp. Sig.
Value Df
(2-sided)
Workforce Demography 193.448 6 .000
Employee Expectations 283.345 9 .000
Pearson
Technology Chi-square 513.885 9 .000
Organizational Restructure 107.918 9 .000
Changes in Customers 296.092 12 .000
Economic Conditions 31.219 9 .000
Chi-square cannot determine the causality. Hence, correlation analysis was employed to
correlated (Table IV. 15). There existed positive significant correlation between Human
Resource Strategy with workforce demography (0.733), employees expectations
(0.459), technology (0.955), organizational restructure (0.527), changes in customers
(0.584) and economic condition (0.316) (Table IV. 15). This means that the chosen six
variables were fairly independent of each other and were correlated with Human Resource
Strategies. This supported our Research Hypothesis that Organization change and Human
Resource Strategy are co-related. Therefore, from the overall results we could conclude
that workforce demography, employees expectations, technology, organizational
restructure, changes in customers and economic condition changes would influence Human
Resource Strategies.
238
TABLE IV. 15
RELATIONSHIP BETWEEN ORGANIZATION CHANGE AND HUMAN
RESOURCE STRATEGY
Human Resource
Sig. (2-tailed)
Strategy
N 186

Workforce
Demography
N 186

Employee
Expectations
N 186
Technology Sig. (2-tailed) 0.000
N 186

Organizational
Restructure
N 186

Changes in
Customers
N 186

Economic
Conditions
N 186
239
To determine the quantum by which the independent variables, optimally predicted
organizational change variables influencing the Human Resource Strategy for which,
multiple regression analysis was used. R square value for the model was 0.918 this was the
amount of variance in the predicted variable that was explained by independent variables:
workforce demography, technology, and organizational restructure.
Following model depicted (Table IV. 16).
Human Resource Strategy = -0.104 + 0.069 (workforce demography) +0.902
(technology) + 0.102(organizational restructure)
Hence, Human Resource Strategy is predicted to: increase 0.069 when the workforce
demography goes up by one; increase by 0.902 when technology goes up by one;
increase by 0.102 when organizational restructure goes up by one ; and be -0.104 when
all three independent variables are zero.
As is evident from the model that technology has the most effect on the dependent
variable Human Resource Strategy, followed by organizational restructure and
workforce demography.
240
TABLE IV. 16
BACKWARD REGRESSION ANALYSIS FOR HUMAN RESOURCE
STRATEGIES
Coefficients Coefficients t Sig.
Model
B Std. Error Beta
(Constant) -0.104 0.043 -2.414 0.017

Workforce
0.069 0.036 0.061 1.888 0.061
Demography
Technology 0.902 0.037 0.868 24.522 0.000
Organizational
0.102 0.030 0.084 3.428 0.001
Restructure
Hypothesis. We now have a quantitative model to the relationship between Human
Resource Strategy and organization change. This model could be used to optimize this
relationship. Thus, this confirms that organization change is co-related with Human
Resource Strategy. These empirical finding were further supported by research studies
44
undertaken by various Researchers. For instance, Dertouzos raised the importance of
Human Resource requirements with respect to the new competencies such as strong
computer skills, strong communication skills, customer friendly skills as technological

45 46 47
changes had taken place. Tyson ; Armstrong and Baron ; and Palthe and Kossek
highlighted in their study that Human Resource professionals needed to start development
of strategies at the embryonic stage of change programmes.
241
Palthe and Kossek 47 mentioned that the difference between top performing and an average
organization arises due to the kind of strategic initiatives taken towards alignment of
48
Human Resource Strategies with change. Bhattacharjee further discussed in the study
that diversity of workforce had increased in the organizations due to the age gaps and due
to geographical as well racial differences. Hence, the mixed composition of the workforce
needs to work together by accepting each other with different viewpoints. Thus, this proves
the Research Hypothesis that organization change and Human Resource Strategy are co-
related.
Research Hypothesis 5: Organizations having HR Strategy are People Centric.
H0: There exists no relationship between organizations having Human Resource Strategy
and being people centric.
The null hypothesis states that there exists no relationship between Human Resource
Strategy and organizations being people centric. Organization being people centric is the
dependent variable in this relationship as it is the outcome.
242
There are numerous Human Resource Strategies, hence to better capture all perspectives it
has been decomposed into following fourteen variables: teamwork; information sharing;
creativity; participation; empowerment; quality of work-life; workplace feedback;
employee-management cooperation ; grievance handling; career progression; flexible
benefit; flexible work arrangements; health and safety; and working conditions .
organizations being people centric (dependent variable) and Human Resource Strategy
(independent variables). The Chi-square test reads a significance level of less than < 0.1.
This can be interpreted that we are 90 percent confident that the interval contains the true
population mean. We can also say that 90 percent of all confidence intervals formed in this
manner (from different samples of the population) will include the true population mean
(Table IV. 18).
less than 0.1 for all three independent variables, we may conclude that there has been an
association between organizations being people centric and Human Resource Strategy.
Hence, we rejected the null hypothesis H0: There exists no relationship between
organizations having Human Resource Strategy and being people centric.
243
TABLE IV. 17
CROSSTAB BETWEEN HUMAN RESOURCE STRATEGY AND
ORGANIZATIONS BEING PEOPLE CENTRIC
People Centric
Total
Strongly
Agree
Disagree 0 0 8 0 8
Teamwork Agree 15 4 80 42 141
Total 15 4 105 62 186
Strongly
3 0 0 0 3
Disagree
Information
Sharing
Agree 5 1 80 31 117
Total 15 4 105 62 186
Neutral 0 0 5 3 8
Creativity
Agree 12 1 71 34 118
Total 15 4 105 62 186
244
People Centric
Total
Strongly
Agree
Neutral 0 1 2 0 3
Participation
Agree 12 3 78 53 146
Total 15 4 105 62 186
Empowerment Agree 8 3 71 42 124
Total 15 4 105 62 186
Quality of
Agree 12 4 82 19 117
Work-life
Total 15 4 105 62 186
Strongly
2 0 0 0 2
Disagree
Workplace
Neutral 0 2 0 0 2
Feedback
Agree 1 2 95 21 119
Total 15 4 105 62 186
245
People Centric
Total
Strongly
Agree
Strongly
0 0 1 0 1
Disagree
Employee-
management Neutral 0 2 0 1 3
Cooperation
Agree 3 1 91 13 108
Total 15 4 105 62 186
Neutral 0 0 0 1 1
Grievance
Handling
Agree 5 1 73 45 124
Total 15 4 105 62 186
Disagree 10 2 17 4 33
Neutral 0 1 1 1 3
Career
Progression
Agree 5 1 86 31 123
Total 15 4 105 62 186

Strongly
0 0 7 10 17
Disagree
Disagree 6 2 32 17 57
Flexible
Neutral 1 0 5 0 6
Benefits
Agree 7 1 54 30 92
Total 15 4 105 62 186
246
People Centric
Total
Strongly
Agree
Strongly
1 0 16 11 28
Disagree
Disagree 4 1 28 17 50
Flexible Work
Neutral 1 0 3 0 4
Arrangements
Agree 6 2 45 27 80
Total 15 4 105 62 186
Health
Agree 4 0 77 24 105
Promotion
Total 15 4 105 62 186
Disagree 3 0 2 0 5
Neutral 0 1 0 0 1
Working
Conditions Agree 9 0 67 10 86
Total 15 4 105 62 186
247
TABLE IV. 18
CHI-SQUARE VALUES FOR HUMAN RESOURCE STRATEGIES
Asymp.
Value Df
Sig. (2-sided)
Teamwork 17.441 6 0.000
Information Sharing 70.311 9 0.000
Creativity 27.119 9 0.001
Participation 19.756 9 0.019
Empowerment 13.037 6 0.042
Quality of Work-life 45.856 6 0.000

Pearson
Workplace Feedback Chi-square 300.957 12 0.000
Employee- management
194.837 9 0.000
Cooperation
Grievance Handling 34.859 9 0.00
Career Progression 99.301 9 0.000
Flexible Benefits 12.698 12 0.391
Flexible Work Arrangements 5.971 12 0.918
Health Promotion 75.113 6 0.000
Working Conditions 108.229 9 0.000
248
organizations being people centric with workplace feedback (0.808) , employee-
management cooperation (0.527), career progression (0.501), whereas independent
variables like teamwork (0.187), information sharing (0.375) , creativity (0.216),
participation (0.101), empowerment (0.220), quality of work-life (0.107) , grievance
handling (0.332), health promotion (0.405) and working conditions (0.446), variables
were positively correlated however their causality in presence of other variables was not
substantial, but nevertheless they had a correlation, so we retained them. Whereas flexible
benefits (-0.046) and flexible work arrangements (-0.081) were negatively correlated
(Table IV. 20). This means that the chosen fourteen variables were fairly independent of
each other and eleven chosen variables were positively correlated with organizations
being people centric. Therefore, from the overall results we could conclude that
teamwork, information sharing, creativity, participation, empowerment, quality of work-
life, workplace feedback, grievance handling, career progression, health and safety and
working conditions provided to employees lead organization to become people centric.
249
TABLE IV. 19
RELATIONSHIP BETWEEN HUMAN RESOURCE STRATEGY AND
ORGANIZATIONS BEING PEOPLE CENTRIC
People Centric
People Centric Sig. (2-tailed)
N 186

Teamwork
N 186
Information Sharing Sig. (2-tailed) 0.000
N 186
Pearson Correlation 0.216
Creativity Sig. (2-tailed) 0.003
N 186

Participation
N 186

Empowerment
N 186
Quality of Work-life Sig. (2-tailed) 0.144
N 186
People Centric
250
Workplace Feedback
N 186

Cooperation Sig. (2-tailed) 0.000
N 186
Grievance Handling Sig. (2-tailed) 0.000
N 186
Career Progression Sig. (2-tailed) 0.000
N 186
Pearson Correlation -0.046

Flexible Benefits
N 186

Flexible Work
Arrangements
N 186

Health Promotion
N 186
Working Conditions Sig. (2-tailed) 0.000
N 186
251
organizations being people centric, multiple regression analysis was used. R-square value
for the model was 0.764, this was the amount of variance in the predicted variable that was
being explained by the independent variables: information-sharing, quality of work-life,
workplace feedback, employee-management cooperation, grievance handling, career
progression, health promotion, and working conditions.
Following model depicted (Table IV. 20)
People Centric = -0.074+0.109 (information sharing) + 0.079 (quality of work-life) + 0.596
(workplace feedback) + 0.153(employee-management cooperation)
0.075(grievance handling) + 0.094 (career progression) + 0.082(health
promotion) +0.140 (working conditions).
Hence, organization being people centric is predicted to: increase 0.109 when the
information sharing goes up by one; increase by 0.079 when quality of work-life goes
up by one, increase by 0.596 when workplace feedback goes up by one ; increase by
0.153 when employee-management cooperation goes up by one ; decrease by 0.075 when
grievance handling goes up by one; increase by 0.094 career progression goes up by
one; increase by 0.082 when health promotion goes up by one; increase by 0.140
working conditions goes up by one ;and be -0.074 when all eight independent variables
are zero.
252
As is evident from the model that Workplace feedback has the most effect on the
dependent variable Human Resource Strategy, followed by working conditions,
employee -management cooperation, information sharing, career progression and
health and safety. The variable grievance handling has a relatively small albeit negative
effect on being people centric.
TABLE IV. 20
BACKWARD REGRESSION ANALYSIS FOR ORGANIZATIONS BEING
PEOPLE CENTRIC
Model t Sig.
Std.
B Beta
Error
(Constant) -0.074 0.085 -0.877 0.382
Information Sharing 0.109 0.033 0.133 3.341 0.001
Quality of Work-life 0.079 0.036 0.087 2.222 0.028
Workplace Feedback 0.596 0.044 0.617 13.630 0.000

0.153 0.038 0.171 3.973 0.000
Cooperation
Grievance Handling -0.075 0.039 -0.082 -1.937 0.054
Career Progression 0.094 0.036 0.098 2.294 0.023
Health and Safety 0.082 0.036 0.098 2.294 0.023
Working Conditions 0.140 0.055 0.112 2.561 0.011
253
Hypothesis. We now have a quantitative model to the relationship between organizations
being people centric and Human Resource Strategy. This model could be used to optimize
this relationship. Thus, this confirms that Human Resource Strategies were correlated with
organizations being people centric. These empirical finding are further supported by
49 50 51
researchers studies such as: Wright et al., ; Testa and Ehrhart ; and Singh who
emphasized that organization must treat their employees, as assets .This raised the concern
that organizations need to become people centric organizations. Dabholkar et al.,52;

53 54 55
Ehrich, and Hansford ; Youndt and Snell ; and Drew, and Murtagh pointed that
organizations need to develop Human Resource Strategies, which consider employees as
valuable part of their organization and these Human Resource Strategies must strengthen
employees belief that the organization would provide support to them to deal with
stressful situations at work or home.
56
Guest and Conway found that grievance resolving provided an opportunity to
communicate about business related issues, harassment at work, job related issues and it
57
also helped to improve the satisfaction level of an employee. Schuler and Jackson
emphasized that career progression was one of an important strategy, which needs to be a
part of Human Resource Strategies as it define what people are required to know and be
58
able to do to carry out work at progressive levels of responsibility. Holt and Andrews
mentioned that providing healthy, safe, and pleasant working conditions helped to achieve
quality outputs and standards. Likierrman 59 emphasized on improved workplace feedback
specifically through face to face. Thus, this finally confirms the Research Hypothesis that
organizations having Human Resource Strategies are people centric.
254
Research Hypothesis 6: Effectiveness of Human Resource Practices is Co-related with
Human Resource Strategy.
H0: There exists no relationship between effectiveness of Human Resource Practices and
The null hypothesis states that there exists no correlation between effectiveness of Human
Resource Practices and Human Resource Strategy. The effectiveness of Human Resource
Practices is the dependent variable in this relationship as it is the outcome. Effectiveness of
Human Resource Practices was measured by values that were captured for it.
Human Resource Strategy consisted of many aspects, hence to better capture all
perspectives it has been decomposed into following fifteen independent variables:
manpower planning; cost controlling of manpower; talent acquisition; deployment; job
profiling and designation; skill up-gradation, appraisal of employees; compensation
realignment; promotion policies; managing workforce diversity; outsourcing; customer
relationship; product innovation; and service quality.
255
effectiveness of Human Resource Practices (dependent variable) and Human Resource
Strategy (independent variable). The Chi-square test reads a significance level of less than
< 0.1. This can be interpreted as that we are 90 percent confident that the interval contains
the true population mean. We can also say that 90 percent of all confidence intervals
formed in this manner (from different samples of the population) will include the true
population mean (Table IV. 22).
less than 0.1 for fifteen independent variables, we may conclude that there has been an
association between effectiveness of Human Resource Practices and Human Resource
Strategy. Hence, we rejected the null hypothesis H0: There exists no relationship between
effectiveness of Human Resource Practices and Human Resource Strategy.
256
TABLE IV. 21
CROSSTAB BETWEEN HUMAN RESOURCE STRATEGIES AND
EFFECTIVENESS OF HUMAN RESOURCE PRACTICES
Effectiveness of
Human Resource Practices
Total
Disagree Agree Strongly Agree
Disagree 28 30 0 58
Manpower
Agree 0 102 18 120
Planning
Total 28 136 22 186
Disagree 12 12 0 24
Cost Controlling of
Agree 14 105 14 133
Manpower
Total 28 136 22 186
Disagree 24 8 0 32
Talent Acquisition Agree 4 105 6 115
Total 28 136 22 186
Disagree 16 16 0 32
Deployment Agree 12 110 13 135
Total 28 136 22 186
Disagree 10 4 0 14
Job Profiling and
Neutral 0 2 2 4
Designation
Agree 17 117 13 147
Total 28 136 22 186
257
Effectiveness of
Total
Disagree 4 12 0 16
Neutral 0 3 0 3
Skill Up-gradation
Agree 16 66 7 89
Total 28 136 22 186
Disagree 12 8 0 20
Appraisal of
Agree 16 104 11 131
Employee
Total 28 136 22 186
Disagree 4 6 1 11
Compensation
Neutral 0 1 0 1
Realignment
Agree 19 77 12 108
186
Total 28 136 22
Disagree 20 12 0 32
Promotion Policies Agree 8 107 9 124
Total 28 136 22 186
Disagree 23 5 0 28
Managing
Workforce Agree 5 118 5 128
Diversity
Total 28 136 22 186
258
Effectiveness of
Total
Disagree 3 2 1 6
Outsourcing Agree 21 74 3 98
Total 28 136 22 186
Disagree 15 2 0 17
Customer
Agree 12 104 5 121
Relationship
Total 28 136 22 186
Disagree 1 0 0 1
Product Innovation Agree 10 66 6 82
Total 28 136 22 186
Disagree 9 4 1 14
Service Quality Agree 15 85 7 107
Total 28 136 22 186
Disagree 2 13 1 16
Neutral 0 3 0 3
Convenient
Services
Agree 18 65 6 89
Total 28 136 22 186
259
TABLE IV. 22
CHI-SQUARE VALUES FOR HUMAN RESOURCE STRATEGY
Asymp. Sig.
Value df
(2-sided)
Manpower planning 86.062 4 0.000
Cost Controlling of Manpower 34.282 4 0.000
Talent Acquisition 145.041 4 0.000
Deployment 61.576 4 0.000
Job Profiling and Designation 55.233 8 0.000
Skill Up-gradation 10.634 6 0.100

Pearson
Appraisal of Employees 51.651 4 0.000
Chi-
Compensation Realignment square 28.754 8 0.000
Promotion policies 99.219 4 0.000
Managing Workforce Diversity 181.597 4 0.000
Outsourcing 28.120 4 0.000
Customer Relationship 110.831 4 0.000
Product Innovation 9.822 4 0.044
Service Quality 38.397 4 0.000
Convenient Services 10.144 6 0.119
260
effectiveness of Human Resource Practices with manpower planning (0.640) , talent
acquisition (0.743), deployment (0.491), appraisal of employee (0.479), promotion
policies (0.623) , managing workforce diversity (0.784), and customer relationship
(0.640), whereas rest of variables like cost controlling of manpower (0.387), job
profiling and designation (0.380), skill up-gradation (0.174), compensation
realignment (0.331), outsourcing (0.325) , product innovation (0.055), service quality
(0.388) and convenient services (0.098) were positively correlated however their
causality in presence of other variables was not substantial, but nevertheless they were
correlation, so we retain them. This means that the chosen fifteen variables were fairly
independent of each other and were correlated with effectiveness of Human Resource
Practices. This supports our Research Hypothesis that effectiveness of Human Resource
Practices is correlated with Human Resource Strategy. Therefore, from the overall results
we could conclude that various Human Resource Strategies discussed here leads to
effectiveness of Human Resource Practices.
261
TABLE IV. 23
RELATIONSHIP BETWEEN HUMAN RESOURCE STRATEGY AND
EFFECTIVENESS OF HUMAN RESOURCE PRACTICES
Effectiveness of
HR Practices
Effectiveness of HR
Practices Sig. (2-tailed)
N 186
Manpower Planning Sig. (2-tailed) 0.000
N 186
Cost Controlling of
Manpower
N 186
Talent Acquisition Sig. (2-tailed) 0.000
N 186
Deployment Sig. (2-tailed) 0.000
N 186
Job Profiling and
Designation
N 186
Skill up-gradation Sig. (2-tailed) 0.018
N 186
Appraisal of
Employee
N 186
Effectiveness of
HR Practices
262
Compensation
Realignment
N 186
Promotion Policies Sig. (2-tailed) 0.000
N 186
Managing Workforce
Diversity
N 186
Outsourcing Sig. (2-tailed) 0.000
N 186
Customer
Relationship
N 186
Product Innovation Sig. (2-tailed) 0.459
N 186
Service Quality Sig. (2-tailed) 0.000
N 186
Convenient Services Sig. (2-tailed) 0.184
N 186
**Correlation significant at the 0.01 level (2-tailed).
263
effectiveness of Human Resource Practices, multiple regression model was used. R-square
value for the model was 0.759, this was the amount of variance in the predicted variables
that was explained by the independent variables manpower planning, talent acquisition, job
profiling and designation, promotion policies, managing workforce diversity and
convenient services as strong predictors of the dependent variable effectiveness of Human
Resource Practices .
Effectiveness of HR Practices = 0.077 +0.135 (manpower planning) + 0.303 (talent
acquisition) + 0.174 (job profiling and designation) +
0.115(promotion policies) + 0.343 (managing
workforce diversity) -0.104 (convenient services).
Hence, effectiveness of Human Resource Practices is predicted to: increase 0.135 when
manpower planning goes up by one; decreases by 0.303 when talent acquisition goes up
by one; increase by 0.174 when job profile and designation goes up by one; increases by
0115 when promotion policies goes up by one; increases by 0.343 when managing
workforce diversity goes up by one; and be 0.077 when all six independent variables are
zero.
264
As is evident from the model that managing workforce diversity has the most effect on
the dependent variable effectiveness of Human Resource Practices. Followed by talent
acquisition, job profile and designation, manpower planning and promotion policies.
TABLE IV. 24
BACKWARD REGRESSION ANALYSIS FOR EFFECTIVENESS OF HUMAN
RESOURCE PRACTICES
Model t Sig.
Std.
B Beta
Error
(Constant) 0.077 0.066 1.173 0.242
Manpower Planning 0.135 0.042 0.159 3.211 0.002
Talent Acquisition 0.303 0.048 0.343 6.332 0.000
Job Profiling and

0.174 0.047 0.144 3.714 0.000
Designation
Promotion Policies 0.115 0.046 0.125 2.486 0.014
Managing Workforce
0.343 0.059 0.357 5.769 0
Diversity
Convenient Services -0.104 0.039 -0.107 -2.658 0.009
265
Hypothesis. We now have a quantitative model for the relationship between effectiveness
of Human Resource Practices and Human Resource Strategy. This model could be used
to optimize this relationship. Thus, this confirms that Human Resource Strategy correlated
with effectiveness of Human Resource Practices.
In literature, review it has been emphasized during several instances from quantitative and
60
qualitative research findings of Researchers like Fombrum et al., ; Schuler and
Jackson61,62 ; Pfeffers 63; and Richardson and Thompson 64

that the best Human Resource
65
Practices depended on Human Resource Strategy. Kandola and Fullerton stated that
managing diversity would create a productive environment by making everyone feel
valued and their skills utilized fully to meet the organizational goals, results into the
effectiveness of Human Resource Practices. A survey of 835 Private Sector Organizations

66
by Guest et al., discussed that the better usage of Human Resource Practices was
67
associated to higher levels of services provided by employees. Finally Becker et al.,
highlighted that linking of promotion decisions with Human Resource Practices, enable
management to obtain the best talent available within the organization to fill posts. Thus,
this finally proves the Research Hypothesis that effectiveness of Human Resource
Practice and Human Resource Strategy are co-related.
266
Research Hypothesis 7: Cross-cultural Differences influence Human Resource
Strategy Formulation and Implementation.
H0: Cross-cultural differences do not influence Human Resource Strategy formulation and
implementation.
The null hypothesis states that there exists no relationship between cross-cultural
differences and Human Resource Strategy formulation and implementation. Human
Resource Strategy is the dependent variable in this relationship as it is the outcome.
Human Resource Strategy was measured by values that were captured for it. Cross-cultural
differences is a complex phenomenon , hence to better capture all perspective it has been
decomposed into following six variables: opinion of employees; time orientation; control;
communication; formality; and identity.
Human Resource Strategy and three independent variables. The Chi-square test reads a
significance level of less than < 0.1 for these three variables (opinion of employees;
formality; and identity). This can be interpreted, that we are 90 percent confident that the
interval contains the true population mean.
267
We can also say that 90 percent of all confidence intervals formed in this manner (from
different samples of the population) will include the true population mean. (Table IV. 26).
However, we cannot draw the same inference for the other three variables (time
orientation; control; and communication).
0.1 is the error or mistake that may happen by chance. This value of probability was less
than 0.1 for three independent variables (opinion of employees; formality; and identity)
and is more than 0.1 for the rest of the three variables (time orientation; control; and
communication). Cross-cultural differences cannot exclude concepts of time orientation,
control, and communication; since these three variables do not show an association, we
accepted the null hypothesis H0: Cross-cultural differences do not influence Human
Resource Strategy formulation and implementation.
TABLE IV. 25
CROSSTAB BETWEEN CROSS CULTURAL DIFFERENCES AND HUMAN
RESOURCE STRATEGY

Total
Strongly Strongly
Disagree Agree
Disagree 0 6 2 14 2 24
Neutral 0 0 2 0 0 2
Opinion of
Employees Agree 3 30 8 80 23 144
Strongly Agree 0 2 0 11 3 16
Total 3 38 12 105 28 186
268
Total
Strongly Strongly
Disagree Agree
Disagree 0 5 0 12 3 20
Time Agree 1 15 7 55 12 90
Orientation
Total 3 38 12 105 28 186
Disagree 0 2 1 10 3 16
Neutral 0 2 0 2 0 4
Control
Agree 3 33 11 82 21 150
Total 3 38 12 105 28 186
Strongly
0 0 0 4 0 4
Disagree
Formality Disagree 3 27 12 37 4 83
Agree 0 11 0 64 24 99
Total 3 38 12 105 28 186
Disagree 0 0 3 14 3 20
Neutral 0 3 0 0 0 3
Identity
Agree 2 28 8 87 18 143
Total 3 38 12 105 28 186
269
Total
Strongly Strongly
Disagree Agree
Strongly
0 0 0 1 0 1
Disagree
Disagree 0 5 0 14 9 28
Communic-
ation Neutral 0 0 0 2 0 2
Agree 3 26 12 67 13 121
Total 3 38 12 105 28 186
Disagree 0 0 3 14 3 20
Neutral 0 3 0 0 0 3
Identity
Agree 2 28 8 87 18 143
Total 3 38 12 105 28 186
TABLE IV. 26
CHI-SQUARE VALUES FOR CROSS-CULTURAL DIFFERENCES
Asymp. Sig.
Value df
(2-sided)
Opinion of
33.345 12 0.001
Employees
Time Orientation Pearson 5.053 8 0.752
Chi-
Control 8.708 12 0.728
square
Formality 46.112 8 0.000
Communication 17.766 16 0.338
Identity 33.887 12 0.001
270
However, the above empirical findings do not support the Research Hypothesis stated as
Cross-cultural differences influence Human Resource Strategy formulation and
implementation. Nevertheless, there existed instances in various research studies of many

68
researchers like, Jackson and Schuler who framed a model, which emphasized the
interplay between cultural differences and Human Resource Management. Bowen and
69
Ostroff in their study suggested the influence of culture on Human Resource Practices
suggesting that Human Resource activities must include cross-cultural differences.
Rousseau and Schalk 70; Sparrow et al.,7 1 ; Tung 72; Von Glinow et al., 3 had documented
that Human Resource Strategies needed to be adjusted according to the culture in which
the organization operates and Human Resource professionals needs to be sensitive toward
the cultural variations with respect to employees opinions, communication and hierarchy
74, 75
system . The research work of Hall emphasized that people from different cultural
background needs to synchronize their time and behaviour with their organization to have
76
harmonized and smooth running. Phatak et al., contributed to define the control
methodologies with Human Resource Management so as to visualize how organization
culture monitor and evaluate employees. Finally, Cotte and Ratneshwar 77 in their research
suggested cultural differences to be made part of an organization. According to these
viewpoints, one could conclude that cross-cultural differences influence the formulation
and implementation of Human Resource Strategies but owing to the lack of empirical
proofs from the survey data, we cannot accept the Research Hypothesis.
271
Research Hypothesis 8: Organization Culture and Strategy Implementation have a
Strong Relationship.
H0: There exist no relationships between organization culture and strategy implementation.
The null hypothesis states that there exists no relationship between strategy
implementation and organization culture. Strategy implementation is the dependent
variable in this relationship as it is the outcome. Strategy implementation was measured by
values that were captured for integration. Organization culture being complex
phenomenon, hence to better capture all perspectives it has been decomposed into
following six independent variables: cultural differences; employee empowerment;
accountability; innovation; mentoring; and equal opportunity practices.
integration (dependent variable) and organization culture (independent variable). The
Chi-square test reads a significance level of less than < 0.1 for five variables (cultural
differences, employee empowerment, accountability, mentoring, and equal opportunity
practices) except one (innovation). This can be interpreted as that we are 90 percent
confident that the interval contains the true population mean.
272
We can also say that 90 percent of all confidence intervals formed in this manner (from
different samples of the population) will include the true population mean (Table IV. 28).
less than 0.1 for five independent variables except for one, we may conclude that there has
been an association between integration and organization culture. The variable named
innovation with which on the basis of survey data the value of probability is greater than
0.1 but, many Researchers emphasized that the key to organizational success lies in
developing a new set of thinking type of culture to yield innovative idea . To name the
studies one of the most ambitious research programmes in the area of innovation was led
by Van de Van de Ven et al., 78 at the University of Minnesota. The literature review by
McLean79 explored relationship between organization culture and innovation. Recently an

80
empirical study by Dasanayaka , on the gift and decorative-ware industry in Sri Lanka
was undertaken to identify the culture types (clan, adhocracy, hierarchy, and market)
which stimulate towards innovativeness thereby increasing the organizations
competiveness. This study clearly demonstrated relationship between innovation and
organization culture. Thus, based on these prior research studies, innovation was
considered as an important variable to be studied. Hence, we rejected the null hypothesis
H0: There exist no relationships between organization culture and strategy
implementation.
273
TABLE IV .27
CROSSTAB BETWEEN ORGANIZATION CULTURE AND INTEGRATION
Integration
Total
Strongly
Agree
Strongly Disagree 0 2 2 0 4
Cultural
Neutral 0 0 7 0 7
Differences
Agree 9 1 82 10 102
Total 16 6 149 15 186
Neutral 0 0 3 0 3
Employee
Empowerment
Agree 14 0 98 13 125
Total 16 6 149 15 186
Disagree 0 0 4 0 4
Neutral 0 1 0 0 1
Accountability
Agree 13 1 78 7 99
Total 16 6 149 15 186

Disagree
8 2 29 1 40
Neutral 0 0 2 0 2
Innovation
Agree 6 4 101 12 123
Total 16 6 149 15 186
274
Integration
Total
Strongly
Agree
Neutral 0 1 1 0 2
Mentoring
Agree 12 5 92 9 118
Total 16 6 149 15 186
Disagree 16 0 15 0 31
Equal
Opportunity Agree 0 3 120 3 126
Practices
Total 16 6 149 15 186
TABLE IV. 28
CHI-SQUARE VALUES FOR ORGANIZATION CULTURE
Asymp. Sig.
Value Df
(2-sided)
Cultural Differences 38.913 12 0.000
Employee Empowerment 28.245 9 0.001

Pearson
Accountability 38.344 9 0.000
Chi-square
Innovation 11.990 9 0.214
Mentoring 17.930 9 0.036

Equal Opportunity
144.456 6 0.000
Practices
275
correlated (Table IV. 29). There existed significant positive correlation between
integration with equal opportunity practices (0.627) whereas rest of variables like
cultural differences (0.136), employee empowerment (0.086), accountability (0.106),
innovation (0.211) and mentoring (0.060) were positively correlated however their
causality in presence of other variables was not substantial, but nevertheless they had a
correlation, so we retain them. This means the chosen six variables were fairly
independent of each other and were correlated with strategy integration within the
organization. This supports our Research Hypothesis that organization culture and strategy
implementation have as strong relationship.
TABLE IV. 29
RELATIONSHIP BETWEEN ORGANIZATION CULTURE AND INTEGRATION
Integration
Integration Sig. (2-tailed)
N 186

Cultural
Differences
N 186

Employee
Empowerment
N 186
276
Integration
Accountability Sig. (2-tailed) 0.151
N 186
Innovation Sig. (2-tailed) 0.004
N 186
Mentoring Sig. (2-tailed) 0.413
N 186

Equal
Opportunity Sig. (2-tailed) 0.000
Practices
N 186
To determine the quantum by which the independent variables, optimally predicted for
integration, multiple regression model was used. R-square value for the model was 0.413,
this was the amount of variance in the predicted variable that was explained by the
independent variables: innovation and equal opportunity practices.
277
Following model derived (Table IV. 30)
Integration = 0.432 +0.102 (innovation) +0.456(equal opportunity practices)
Hence, integration is predicted to: increase 0.102 when innovation goes up by one;
increases by 0.456 when equal opportunity practices goes up by one; and be 0.432 when
both independent variables are zero.
As is evident from the model that equal opportunity practices has the most effect on the
dependent variable integration. Followed by innovation.
TABLE IV. 30
BACKWARD REGRESSION ANALYSIS FOR INTEGRATION
Model Coefficients Coefficients
t Sig.
Std.
B Beta
Error
(Constant) 0.432 0.056 7.679 0.000
Innovation 0.102 0.040 0.144 2.520 0.013
Equal Opportunity Practices 0.456 0.043 0.611 10.722 0.000
Hypothesis. We now have a quantitative model for the relationship between strategy
implementation and organization culture. This model could be used to optimize this
relationship. Thus, this confirms that organization culture have a relationship with strategy
implementation.
278
These empirical findings were further supported by research studies undertaken by various
81
Researchers. Martin highlighted that integration was necessary for strategy
implementation in an organization as it helped to bring employees closer to organizational
objectives. Integration also helps to build organization where commitment flourishes.

82; 83; 84
Frink et al., Baird and Meshoulam and Palthe and Kossek supported the
implementation of strategies based on equality authorizes employees and allow them to
express their cultural differences. Research scholar for instance, Amabile et al.,85 supported
organizational encouragement by empowering employees on aspects of risk taking, idea
generation, and participative decision-making to ensure strategy implementation. Delaney

86
and Huselid formulated Human Resource Model in which organization culture was a
87 88
part of the model. Acosta et al., ; and Truss demonstrated the impacts of cultural
differences to be considered for implementation of sound and sustainable strategy. Thus,
this finally proves the Research Hypothesis that organization culture and strategy
implementation have a strong relationship.
279
Research Hypothesis 9: HR Strategy and Business Ethics are related.
H0: There exist no relationship between Human Resource Strategy and Business ethics.
The null hypothesis states that there exists no relationship between Business ethics and
Human Resource Strategy. The Human Resource Strategy is the dependent variable in this
relationship as it is the outcome. Human Resource Strategy was measured by values that
were captured as trustworthiness. Business ethics consist of various components, hence
to better capture all perspectives it has been decomposed into the following seven
independent variables: true information share; equality; respect of employees; consistency
in saying and doing; privacy; employee volunteering; and social responsibility.
trustworthiness (dependent variable) and business ethics (independent variables). The Chi-
square test reads a significance level of less than < 0.1. This can be interpreted as that we
samples of the population) will include the true population mean. (Table IV. 32).
280
less than 0.1 for six independent variables except privacy, we may conclude that there was
an association between trustworthiness and business ethics. The variable named privacy
with which on the basis of survey data the value of probability was greater than 0.1 .
Researchers like Armstrong 89; and Rao 90 had emphasized that privacy played a key role in
Human Resource Strategy. Issues related to privacy like personal private questions related
to individual, need to be avoided during interview. Information like, employee infected
with AIDS need not be disclosed. Hence, we rejected the null hypothesis H0: There exist
no relationships between Human Resource Strategy and business ethics.
TABLE IV. 31
CROSSTAB BETWEEN BUSINESS ETHICS AND TRUSTWORTHINESS
Trustworthiness
Total
Strongly
Agree
Disagree 6 0 0 0 6
True Information Neutral 0 2 0 0 2
Shared Agree 6 2 79 21 108
Total 12 4 91 79 186
Disagree 5 0 2 2 9
Neutral 0 2 1 0 3
Equality
Agree 7 2 86 27 122
Total 12 4 91 79 186
Respect of Neutral 0 4 0 0 4
Employees Agree 0 0 74 54 128
Total 12 4 91 79 186
281
Trustworthiness
Total
Strongly
Agree
Disagree 8 4 0 0 12
Consistency in
Agree 4 0 66 4 74
Saying and Doing
Total 12 4 91 79 186
Disagree 2 1 23 22 48
Neutral 2 0 6 8 16
Privacy
Agree 4 2 41 40 87
Total 12 4 91 79 186
TABLE IV. 32
CHI-SQUARE VALUES FOR BUSINESS ETHICS
Asymp.
Value df
Sig. (2-sided)
True Information Shared 251.969 9 0.000
Equality 180.772 9 0.000
Respect of Employees Pearson 307.370 9 0.000

Chi-
Consistency in Saying and
square 228.056 6 0.000
Doing
Privacy 7.817 9 0.553
Employees Volunteering 141.063 9 0.000
Social Responsibility 71.835 3 0.000
282
correlated (Table IV. 33). There existed positive significant correlation with true
information shared (0.713), equality (0.594), respect of employees (0.680),
consistency in saying and doing (0.805), and social responsibility (0.600) whereas
independent variables employees volunteering had positive correlation (0.389) and
privacy had a negative correlation (-0.107). However their causality in presence of other
variables was not substantial, but they have a correlation, so we retain them.
This means that the chosen seven variables were fairly independent of each other and six
variables were correlated with trustworthiness. This supports our Research Hypothesis that
Human Resource Strategy and business ethics are correlated. Therefore, from the overall
results we could conclude that true information shared, equality, respect of employees,
consistency in saying and doing, employee volunteering, and social responsibility
influenced Human Resource Strategy.
283
TABLE IV. 33
RELATIONSHIP BETWEEN BUSINESS ETHICS AND TRUSTWORTHINESS
Trustworthiness
Trustworthiness Sig. (2-tailed)
N 186
True Information
Shared
N 186
Equality Sig. (2-tailed) 0.000
N 186
Respectful
Workplace
N 186
Consistency In
Saying and Doing
N 186
Privacy Sig. (2-tailed) 0.144
N 186

Employees
Volunteering
N 186
Social Responsibility Sig. (2-tailed) 0.000
N 186
284
To determine the quantum by which the independent variables, optimally predicted for
Human Resource Strategy measured as trustworthiness, multiple regression analysis was
used. R-square value for the model was 0.784, this was the amount of variance in predicted
variable that was explained by the independent variables true information shared, equality,
respect of employees and consistency in saying and doing.
Human Resource Strategy = -0.212 + 0.347(true information shared) + 0.210 (equality) +
0.159 (respect of employees) +0.454 (consistency in saying
and doing)
Hence, Human Resource Strategy is predicted to: increase 0.347 when true information
shared goes up by one; increase by 0.210 when equality goes up by one; increase by
0.159 when respect of employees goes up by one; increase by 0.454 when consistency in
saying and doing goes up by one ;and be -0.212 when all four independent variables are
zero.
As is evident from the model that consistency in saying and doing has the most effect on
the dependent variable trustworthiness, followed by true information shared, equality
and respect of employees.
285
TABLE IV. 34
BACKWARD REGRESSION ANALYSIS FOR TRUSTWORTHINESS
Model Coefficients Coefficients
t Sig.
B Std. Error Beta
(Constant) -0.212 0.068 -3.126 0.002
True Information Shared 0.347 0.055 0.285 6.344 0.000
Equality 0.210 0.048 0.180 4.359 0.000
Respect of Employees 0.159 0.048 0.159 3.344 0.001

Consistency in Saying
0.454 0.050 0.454 9.012 0.000
and Doing
Hypothesis. We now have a quantitative model for the relationship between Human
Resource Strategy and business ethics. This model could be used to optimize this
relationship. Thus, this confirms that Human Resource Strategies are correlated with
business ethics. These empirical findings were further supported by earlier findings of
91
following Researchers: Thite mentioned that successful people management depend,
92
how fairly they were treated in the organization. Pickard emphasized following key
aspects: fairness, equal treatment, and confidentiality to be adopted by Human Resource

93
practitioners to enhance ethical standards. Smith and Kelly highlighted that to recruit
and retain best talent organizations require to have high character and credibility. Finally,
94
Woodall and Winstanley mentioned that Human Resource professionals should act as
guardian of ethics in an organization.
286
Some of the practises supporting ethical behaviour have been emphasized by Human
Resource executives such as: avoiding abusive behaviour at work, respect for seniors,
adherence to working hours, punctuality, avoiding internet abuse, emphasizing safety, non-
discrimination behaviour, confidentiality of information and non-corrupt behaviour etc.
Thus, this finally proves Research Hypothesis that Human Resource Strategy and business
ethics are related.
This part of the Chapter dealt with the empirical testing in the backdrop of the previous
research findings and, thus, laying the basis for conclusive reporting and evolving needful
recommendations in the subsequent Chapter V.
287
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CHAPTER IV

IMPLEMENTATION OF HUMAN RESOURCE STRATEGY-

ACTION PLANS AND PRACTICES

Responsiveness towards Change

there are multiple forces on an organization such as competitors, customer demands,

regulatory requirements, supply upsets, and technology breakthroughs. Organizations

overcome these hurdles by anticipating change, formulating a change management strategy

existing competition. The strategic ability of an organization to respond towards these

unanticipated situations was referred to as adaptability in this Study.

circumstances from 186 Respondents 48 percent Respondents agreed and 41 percent

Respondents strongly agreed that their organizations adapted to changes. Whereas 9

percent, Respondents remained neutral on this aspect (Chart IV. 1).

made things easier for the aspirants.

One of a visible change symbol observed was an adoption of Bancassurance model by

insurance products. In non-life insurance segment, Canara Bank developed a strategic

product portfolio. Product here referred to transient intermediary mechanisms through

maximum convenience to customers. Identifying the key processes which organization

customers preferences. On these three forms of change, Respondents were questioned.

services offered by them. Whereas 3 percent Respondents disagreed on any kind of

product portfolio modified by their organization (Chart IV. 2).

from 186 Respondents, 58 percent Respondents agreed and 45 percent Respondents

Banks (Chart IV. 2).

In response to a question your organization recognizes change in customer preferences

from 186 Respondents, 67 percent Respondents strongly agreed and 32 percent

customers requirements. Whereas 2 percent Respondents disagreed on any concern

shown by their organization towards customers requirements (Chart IV. 2).

introduced customized Banking products like investment advisory services, photo-credit

development schemes and irrigation project loans.

per their convenience, with the help of any processes.

Core Banking Solutions across branches.

To respond towards changing customers preferences Banks managed informations

Strongly Disagree Disagree Neutral Agree Strongly Agree

Change in Product Process Changes in Organization's

Nature of Change Strategic in Banking Organizations

means that organization is strategic. Different natures of change required different

strategies to be adopted by organizations. If organization initiates for future environmental

this aspect referred to as predictability in this Study.

in external environment 74 percent Respondents agreed and 26 percent Respondents

organization might come across in future (Chart IV. 3).

like Canara Bank, Union Bank of India and ICICI Bank.

transferred the stored information for processing and to be utilized by management to

Banks has adopted systematic approaches towards environmental diagnosis including

to adjustment towards change. First, significance of change means organizations needed to

involvement of management to manage change. As support from management plays key

from avoidance to acceptance. Fourth, change as continuous means implementation to be

Respondents , 72 percent Respondents agreed and 28 percent Respondents strongly

In response to a question change is thought of as a process in your organization from 186

Respondents, 74 percent Respondents agreed and 26 percent Respondents strongly

In response to a question change management involves top-management support from

186 Respondents, 60 percent Respondents agreed and 40 percent Respondents strongly

agreed, that management of their organization played an important role in bringing

changes (Chart IV. 4).

In response to a question change is implemented on a continuous basis in your

organization from 186 Respondents, 76 percent Respondents agreed and 16 percent

Respondents strongly agreed that their organizations implemented changes on

continuous basis whereas, 8 percent Respondents disagreed on change implementation in

their organizations (Chart IV. 4).

the work practices, additional allowances or variable remunerations to staff, changes in

staff training programmes; bank circulars, newsletter explaining imperativeness of changes

were circulated, showing the significance of change to Banking Industry.

Institute of Finance and Banking (IIFB), National Institute of Banking Management

knowledge and re-orient themselves to the present knowledge.

Systems (OLTAS), specifically implemented by Bank of Baroda. This software helps to