CHAPTER III AIMS AND OBJECTIVES

Transcription

1 CHAPTER III AIMS AND OBJECTIVES

2 Work Culture, Job Performance, Job Satisfaction and Subjective Well-Being 38 CHAPTER III AIMS AND OBJECTIVES The targets, focus and working pattern of the private and public sector banks are different. The demands and expectations of consumers are different. The expectations from the government are different for the private and public sector banks. Even their controlling agencies are different (example commerce and finance controls private sector banks and government policies control public sector banks). Still they are interdependent. The government planning and strategic decisions influence private banking and private banking gives competitive edge for public banks. Due to their different governing bodies, their work culture could be different. Since their work pressures are different their job satisfaction and job performance could be different. The work culture, job satisfaction and job performance are likely to influence subjective well-being of bank employees of the private and public sector banks. The following are the aims and objectives for the present research:- 1. To study and compare the work culture (OCTAPACE) prevailing in private and public sector banks. 2. To compare the job performance, job satisfaction and subjective well-being of the employees of private and public sector banks. 3. To study how the work culture influences the job performance, job satisfaction and subjective well-being of private and public sector bank employees.

3 Work Culture, Job Performance, Job Satisfaction and Subjective Well-Being To study how the job satisfaction influences job performance and subjective well-being of private and public sector bank employees. 5. To find out the correlation between work culture with all three variables (job performance, job satisfaction and subjective well-being) amongst employees of private and public sector banks. 6. To find out the correlation between job performance with job satisfaction and subjective well-being amongst employees of private and public sector banks. 7. To find out the correlation between job satisfaction with subjective wellbeing amongst employees of private and public sector banks. 8. To explore the other reasons of differences in work culture, job performance, job satisfaction and subjective well-being amongst private and public sector bank employees.

4 Work Culture, Job Performance, Job Satisfaction and Subjective Well-Being 40 HYPOTHESES The review of literature gives an idea of researches done earlier and reveals the gaps in researches. On the basis of which new problems need to be addressed, which become the origin of new researches, with new aims, objectives and hypothesis. Hypothesis is a statement which forecasts the outcomes of the study. It is a provisional and verifiable statement which tells us the connection between two or more variables which we study in our research. In the words of Creswell (1994), Hypothesis is a formal statement that presents the expected relationship between an independent and dependent variable. Keeping in mind the review of literature and aims, in relation to our topic, we have made the following hypotheses:- 1. The private and public sector banks differ significantly in the work culture (OCTAPACE) as a whole and in its components (openness, confrontation, trust, authenticity, pro-activity autonomy, collaboration and experimentation). 2. The private and public sector bank employees differ significantly in their job performance and their individual components. 3. The private and public sector bank employees differ significantly in job satisfaction and their individual components. 4. The private and public sector bank employees differ significantly in subjective well- being and their individual components. 5. The job performance (of employees of private and public banks) in good work culture (high score on OCTAPACE) is significantly different than in poor work culture (low score on OCTAPACE).

5 Work Culture, Job Performance, Job Satisfaction and Subjective Well-Being The job satisfaction (of employees of private and public banks) in good work culture (high score on OCTAPACE) is significantly different than in poor work culture (low score on OCTAPACE). 7. The subjective well-being (of employees of private and public banks) in good work culture (high score on OCTAPACE) is significantly different than in poor work culture (low score on OCTAPACE). 8. The job performance (of employees of private and public banks) with good level of job satisfaction (high score on job satisfaction) is significantly different than with low level of job satisfaction (low score on job satisfaction). 9. The subjective well-being (of employees of private and public banks) with good level of job satisfaction (high score on job satisfaction) is significantly different than with low level of job satisfaction (low score on job satisfaction). 10. There would be a positive and significant correlation between job performance and work culture of the private and public bank employees. 11. There would be a positive and significant correlation between job satisfaction and work culture of the private and public bank employees. 12. There would be a positive and significant correlation between subjective well-being and work culture of the private and public bank employees. 13. There would be a positive and significant correlation between job satisfaction and job performance of the private and public bank employees. 14. There would be a positive and significant correlation between subjective well-being and job performance of the private and public bank employees. 15. There would be a positive and significant correlation between subjective well-being and job satisfaction of the private and public bank employees.