INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
A Comparative Study on The Employee Engagement in Public and  
Private Sector Banks in Bangalore  
Dr. Geetha Bai A.S.  
Associate Professor of Commerce, Government First Grade College, Kanakapura Bengaluru South Dist.  
Karnataka - 562117  
DOI : https://doi.org/10.51583/IJLTEMAS.2025.1412000142  
Received: 05 January 2026; Accepted: 10 January 2026; Published: 20 January 2026  
ABSTRACT  
Employee Engagement is one of the vital approaches to improve the quality and productivity in any enterprise.  
Employee engagement is not a replacement for management nor is it the final word in quality improvement. It  
is a means to bettermeet the organizations goals for quality and productivity at all levels of an organisation.  
Employee engagement, therefore, pushes up the level of commitment, involvement and dedication that an  
employee has towards the organisation. The concept of employee engagement overlaps with the concept of  
commitment and organisational citizenship behaviour to a large extent but is different conceptually. The latter  
two concepts are uni-directional but engagement is a two-way concept- organisation work hard to engage their  
employees and the employees in turn decide on the level of engagement they would offer their employers. The  
present research paper focusses on the Employee engagement practices incorporated in Banking sector, since  
the banking sector plays a crucial role in the revenue generation under the service industry it is important to  
study the factors influencing to contribute more revenue as part of which from the literatures we understood that  
in recent years the employee engagement is the major contributing factor for the improvement of overall  
performance of the organization, hence, the study is conducted to explore and through light on the comparison  
between the public and private sector banks in incorporating the employee engagement practices.  
Key Words: Employee Engagement, Productivity, Organizational citizenship, organizational goals, Banking  
Sector, Public Sector, Private Sector, Performance of Organization.  
INTRODUCTION  
Employee engagement refers to the level of commitment, motivation, and enthusiasm that employees have  
towards their work, organization, and goals. Engaged employees are more likely to be productive, proactive, and  
committed to the success of their company. They are also more likely to remain loyal to their employer and less  
likely to leave for other opportunities.  
There are many factors that contribute to employee engagement, including effective communication, recognition  
and rewards, opportunities for growth and development, a positive work culture, and meaningful work.  
Employers can foster engagement by providing these factors and creating a supportive and inspiring work  
environment.  
Engaged employees have many benefits for organizations, including higher productivity, better customer  
service, lower absenteeism and turnover rates, and improved financial performance. As such, employee  
engagement is an important aspect of talent management and a key factor in the success of any organization.  
There are several factors that can influence employee engagement, including:  
Leadership: The behavior and actions of leaders can have a significant impact on employee engagement.  
Effective leaders should communicate regularly, provide feedback and recognition, and foster a positive work  
environment.  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Communication: Open and transparent communication is essential for employee engagement. Employees need  
to understand their roles and responsibilities, as well as the goals and objectives of the organization.  
Work environment: A positive work environment that is supportive, inclusive, and fosters a sense of belonging  
can promote employee engagement.  
Training and development: Providing employees with opportunities for learning and development can help  
them feel valued and invested in their work.  
Recognition and rewards: Recognizing and rewarding employees for their contributions can help increase their  
motivation and engagement.  
Work-life balance: Offering flexible work arrangements, such as telecommuting or flexible schedules, can help  
employees balance their work and personal lives, leading to higher engagement and satisfaction.  
Overall, employee engagement is a crucial factor in the success of any organization. By prioritizing engagement  
and creating a positive work environment, employers can create a more motivated and productive workforce.  
REVIEW OF LITERATURE  
Schaufeli W et.al.,(2006)1 revealed that the employee engagement is having a high positive, fulfilling work  
related state of mind that is characterized by vigor dedication and absorption, which leads to high performance  
individuals coupled with organizational productivity. Maha Ahmed and ZakiDajani (2015)2, in their research  
study found that the effect of engagement on employment execution and hierarchical duty in view of social trade  
hypothesis had critical effect on job satisfaction, however less effect on authoritative duty. Collins Badu  
Agyemang and Samuel BatchisonOfei (2013)3 in their study they uncovered that a huge positive relationship  
between executive engagement and executive responsibility. Executives of private banks have a larger amount  
of engagement and authoritative responsibility than employees out in the public banks. Susan Abraham (2012)4in  
their study discussing the employee fulfillment is input to employee engagement. Engaged workers perform  
remarkably well in their profession. The revision highlighted the for the most part influencing factors of worker  
fulfillment in the organization. A design for a worker engagement has been proposed to the management to  
improve employee commitment.Mokaya et.al., (2014)5 in their study revealed that Lowengagement and job  
satisfaction can contribute to multipleorganizational problems and have been associated with increased levels of  
turnover and absenteeism, adding potential costs to the organization in terms of low performance and decreased  
productivity.  
1Schaufeli W. B., Bakker A. B. and Salanova M. (2006), ―The measurement of work engagement with a short  
questionnaire: A cross-national study‖, pp.701–716.  
2Maha Ahmed, ZakiDajani (2015), ―The Impact of Employee Engagement on Job Performance and  
Organizeal Commitment in the Egyptian Banking Sector‖, Journal of Business and Management Sciences, Vol.  
3, No. 5, pp. 138-147.  
3
Collins Badu Agyemang, Samuel BatchisonOfei (2013) ―Employee Work Engagement and Organizational  
Commitment: A Comparative Study of Private and Public Sector Organization in Ghana‖, European Journal of  
Business and Innovation Research Vol.1, No.4, pp.20-33  
4
Susan Abraham, (2012). SCMS School of Technology and Management, Kerala, India. “Development of  
Employee Engagement Programme on the basis of Employee Satisfaction Survey.” Journal of Economic  
Development, Management, IT, Finance and Marketing – 4(1), 27-37.  
5
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Statement of problem  
One of the challenges for today’s human resource management is not only to create a highly motivated workforce  
which is both dedicated and involved with their work and organisation but to sustain them to a point where they  
become ‘engaged employee’. Employees feel engaged in their organisation when they find: personal meaning  
and motivation towards their work, receive positive interpersonal support, operate in an efficient work  
environment, part of the decision-making process, employees ideas are incorporated in the final plan and many  
more other factors. It generates self-responsibility among the employees. This sense of self-responsibility instils  
accountable for each and every decision they take. This results in the commitment and prides for success of not  
only the organisation but also for the employees himself/herself. Employee engagement is not only important in  
manufacturing industries, it is equally important in service industries too; hence this study is undertaken to study  
the factors which enhances the level of employee engagement in public and private sector banks.  
OBJECTIVES  
1. To study the employee engagement in private and public sector banks  
2. To compare and contrast the employee engagement factors between private and public sector banks.  
Conceptual definition of the study and Hypothesis Formulation  
1. Employee Engagement:  
Employee engagement is defined as the level of commitment and involvement an employee has towards his  
organisation and its values.  
2. Organisational culture:  
It is about making employees feel engaged in their daily activities, making them feel devoted to their work and  
enabling them to achieve their goals. It’s about making the overall working environment conducive for achieving  
goals, It is about aligning day-to-day activities with the business strategy to ensure that the organization meets  
its goals.  
3. Empowerment:  
Empowerment is an environment in which people have the ability, the confidence and the commitment to take  
the responsibility and ownership to improve the process and initiate the necessary steps to satisfy customer  
requirements within well-defined boundaries in order to achieve organizational values and goals.  
4. Team Work:  
Team work is the cumulative actions of the team during which each member of the team subordinates his  
individual interests and opinions to fulfil the objectives or goals of the group.  
5. Employee growth and development:  
Providing learning opportunities by building a learning culture where employees are rewarded for sharing ideas  
and experiences. This would motivate the employees and can engagement and reduce employee turnover.  
6. Recognition and Reward:  
Recognition is a form of employee motivation in which organization publicly acknowledges the positive  
contribution of individual or team has made to the success of the organisation. Reward is something tangible  
such as theatre tickets, dinner for two or a cash award to promote desirable behaviour.  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
7. Work environment:  
Work environment is described as an environment in a work place, which motivates every employee to put in  
his/her best to improve his/her productivity as well as the productivity of the organisation.  
Hypothesis.  
Based on the objective of the study, the following hypothesis was formulated to test in  
H01: Employee engagement is effective in public sector than that of private sector banks.  
VI. Data Analysis and Results  
Organisational Culture  
N=300  
Table showing the organisational culture of respondents  
Sl.No.  
Statements  
Private Banks  
Public Banks  
Mean Per  
cent  
S.D  
Mean Per  
cent  
S.D  
1
2
3
4
The right people in the right jobs  
Highly engaged and supportive senior leaders  
Skilled senior leader  
70  
77  
77  
67  
0.26  
1.60  
1.60  
1.06  
88  
89  
88  
73  
0.80  
1.06  
0.80  
3.20  
You are well informed about the changes in the  
organizational that affect your work group.  
5
Your work group makes efficient use of its resources, time  
and budgets.  
65  
1.60  
89  
1.06  
6
7
In your work group meetings are focused and efficient.  
76  
64  
1.33  
1.87  
88  
84  
0.80  
0.26  
In your work group, people are held accountable for low  
performance  
71  
1.33  
86  
1.04  
Total  
-2.51NS  
‘t’ test  
S.D = Standard Deviation  
Source: Primary Data  
Note: If the mean percentage of various statements of organisational culture is less than the total average  
percentage, such areas were considered to be weak areas for future improvement.  
Analysis and interpretation:  
The mean % of organisational culture in private sector banks is 71%, whereas in case of public sector  
banks, it is 86%.  
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INTERNATIONAL JOURNAL OF LATEST TECHNOLOGY IN ENGINEERING,  
MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to  
organisational culture.  
The study has identified several weak areas for improvement. They are  
Private sector banks:  
The company has not placed the right people in the right job.  
Employees are not informed about the changes in the organisation.  
Employees do not make use of its resources, time and budget efficiently.  
People are not held accountable for low performance.  
Public sector banks:  
Employees are not informed about the changes in the organisation.  
People are not held accountable for low performance.  
Employee Empowerment  
N=300  
Table showing the employee empowerment of respondents  
Sl.No.  
Statements  
Private Banks  
Public Banks  
Mean  
Per cen  
S.D  
0.80  
0.80  
0.8  
Mean  
Per cen  
S.D  
0.13  
0.13  
0.13  
1
2
You can make meaningful decision  
about how you do your job.  
72  
66  
69  
66  
65  
65  
You  
find  
personal  
meaning  
and  
fulfilment in your work  
Total  
-2.376Ns  
‘t’ test  
S.D = Standard Deviation  
Source: Primary Data  
Note: If the mean percentage of various statements of employee empowerment is less than the total average  
percentage, such areas were considered to be weak areas for future improvement.  
Analysis and interpretation:  
The mean % of employee empowerment in private sector banks is 69%, whereas in case of public sector  
banks, it is 65%.  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to  
employee empowerment.  
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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Employees do not find personal meaning and fulfilment in their work is the weak areas for improvement  
in both the banks.  
Team Work  
N=300  
Table showing the team work of respondents  
Sl.No.  
Statements  
Private Banks  
Public Banks  
Mean  
Per cen  
S.D  
1.07  
1.60  
Mean  
Per cen  
S.D  
1.20  
0.94  
1
2
People in your work group co-operative with  
each other to get the job done  
73  
88  
In your organisation, different work group reach  
out to help and support each other.  
75  
80  
3
4
People in your work group quickly resolve  
conflicts when they arise.  
56  
75  
70  
3.47  
1.60  
1.94  
83  
83  
83  
0.13  
0.13  
0.6  
People trust each other in your work group.  
Total  
-1.59NS  
‘t’ test  
S.D = Standard Deviation  
Source: Primary Data  
Note: If the mean percentage of various statements of team work is less than the total average percentage, such  
areas were considered to be weak areas for future improvement.  
Analysis and interpretation:  
The mean % of team work in private sector banks is 70%, whereas in case of public sector banks, it is 83%.  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to team  
work.  
The study has identified several weak areas for improvement. They are:  
People do not resolve conflicts quickly whey they arise both in private and public sector banks.  
In case of public banks, people do not resolve conflicts quickly when they arise and people do not trust each  
other.  
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ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
Employee growth and development  
N=300  
Table showing the Employee growth and development of respondents  
Sl.No.  
Statements  
Private Banks  
Public Banks  
Mean  
Per cen  
S.D  
0.13  
2.00  
1.74  
Mean  
Per cen  
S.D  
0.66  
0.13  
0.40  
1
2
3
Your job provides you with changes to  
grow and develop.  
71  
79  
65  
81  
84  
85  
In your work group, people try to pick up  
new skills and knowledge.  
In your work group, people are assigned  
task that allow them to use their best  
skills.  
4
We have all the training we need.  
71  
72  
0.19  
1.01  
84  
83  
0.13  
0.33  
Total  
-2.25NS  
‘t’ test  
S.D = Standard Deviation  
Source: Primary Data  
Note: If the mean percentage of various statements of employee growth and developmentis less than the total  
average percentage, such areas were considered to be weak areas for future improvement.  
Analysis and interpretation:  
The mean % of employee growth and developmentin private sector banks is 72%, whereas in case of public  
sector banks, it is 83%.  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to employee  
growth and development.  
The study has identified several weak areas for improvement. They are:  
Employees are not provided with job changes to grow and develop both in private and public banks.  
There is no required training in private sector banks.  
Recognition and Reward  
N=300  
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Table showing the Recognition and Reward of respondents  
Sl.No.  
Statements  
Private Banks  
Public Banks  
Mean  
Per cen  
S.D  
0.86  
1.55  
0.21  
Mean  
Per cen  
S.D  
0.80  
1.87  
1.33  
1
2
3
In your work group, your ideas and  
opinions are appreciated  
64  
73  
68  
81  
85  
73  
You get sufficient feedback about how  
well you are during the work.  
People in your work group understand  
and respect the things that make you  
unique.  
4
5
You appreciate the motivation scheme  
practiced in your company  
64  
67  
67  
0.85  
0.05  
0.70  
67  
84  
78  
2.93  
1.60  
1.70  
Your  
company rewards  
for  
their  
employees excellent contribution.  
Total  
-2.01NS  
‘t’ test  
S.D = Standard Deviation  
Source: Primary Data  
Note: If the mean percentage of various statements of Recognition and Rewardis less than the total average  
percentage, such areas were considered to be weak areas for future improvement.  
Analysis and interpretation:  
The mean % of Recognition and Rewardin private sector banks is 67%, whereas in case of public sector  
banks, it is 78%.  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to  
Recognition and Reward.  
The study has identified several weak areas for improvement. They are:  
In case of private sector banks, employee’s ideas and opinions are not appreciated and employee’s excellent  
contributions are not rewarded.  
People do not understand and respect the things in the public sector banks.  
Work Environment  
N=300  
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Table showing the Work Environment of respondents  
Sl.No.  
Statements  
Private Banks  
Public Banks  
Mean  
Per cen  
S.D  
0.67  
0.67  
1.47  
0.13  
0.73  
Mean  
Per cen  
S.D  
0.06  
1.53  
1.40  
0.06  
0.76  
1
2
3
4
You are treated with respect by your  
supervisors.  
73  
73  
65  
71  
70  
85  
91  
80  
85  
85  
You understand the goals, policies and  
objectives of your organisation.  
Management has a sincere concern for  
the employees.  
The  
working  
conditions  
in  
this  
organisation are excellent.  
Total  
-2.75NS  
‘t’ test  
S.D = Standard Deviation  
Source: Primary Data  
Note: If the mean percentage of various statements of Work Environmentis less than the total average percentage,  
such areas were considered to be weak areas for future improvement.  
Analysis and interpretation:  
The mean % of Work Environmentin private sector banks is 70%, whereas in case of public sector banks, it  
is 85%.  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to Work  
Environment.  
The study has identified several weak areas for improvement. They are:  
Management does not have a sincere concern for employees both in private and public sector banks.  
In case of public sector banks, employees are not treated with respect by their supervisors and working  
conditions are not conducive to the employees.  
Table Employee Engagement  
Sl.  
Components  
Private Banks  
Public Banks  
No.  
Mean  
per cen  
S.D  
Mean per S.D  
cen  
1
2
Organisational culture  
71  
69  
1.33  
0.8  
86  
65  
1.04  
0.13  
Employee Empowerment  
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Sl.  
Components  
Private Banks  
Public Banks  
No.  
Mean  
per cen  
S.D  
Mean per S.D  
cen  
3
4
5
6
Team work  
70  
1.94  
1.01  
0.70  
0.73  
1.08  
83  
83  
78  
85  
80  
0.6  
Employee growth and development  
Recognition and Reward  
Work environment  
Total  
72  
0.33  
1.70  
0.76  
0.76  
67  
70  
70  
‘t’ test  
-7.79NS  
S.D Standard Deviation  
Note: If the mean percentage of various statements of employee engagement is less than the total average  
percentage, such areas were considered to be weak areas for further improvement.  
Analysis and interpretation:  
The mean % of the employee engagement in private sector banks is 70%. Whereas in case of public sector  
banks, it is 80%  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to  
employee engagement  
The study has identified several weak areas for improvement. They are  
Private sector banks:  
. Employees are not empowered  
. Team work is not effective  
. Recognition and reward system is not effective  
. Working conditions are not conducive to the employees.  
Public sector banks:  
. Employees are not empowered  
. Recognition and reward system is not effective.  
SUMMARY OF FINDINGS AND RECOMMENDATIONS  
Major Findings  
The mean % of organisational culture in private sector banks is 71%, whereas in case of public sector  
banks, it is 86%.  
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The mean % of employee empowerment in private sector banks is 69%, whereas in case of public sector  
banks, it is 65%.  
The mean % of team work in private sector banks is 70%, whereas in case of public sector banks, it is  
83%.  
The mean % of employee growth and developmentin private sector banks is 72%, whereas in case of  
public sector banks, it is 83%.  
The mean % of Recognition and Rewardin private sector banks is 67%, whereas in case of public sector  
banks, it is 78%.  
The mean % of Work Environmentin private sector banks is 70%, whereas in case of public sector banks,  
it is 85%.  
‘t’ test between private and public sector banks exhibits a non significant difference with regard to  
organisational culture, employee empowerment, team work, employee growth and development,  
Recognition and Rewardand Work Environment.  
RECOMMENDATIONS  
Involve all employees from all levels in teamwork activities, in order to eliminate communication barriers  
and to faster the culture of continues improvement.  
Banking sector is changing at a faster rate, hence employees should be involved in planning a change  
that affect them and provide the required time to them to adjust constructively to the proposed changes.  
Define authority and responsibility of every employee in clear terms and make them accountable for  
quality advancement in their areas.  
Drive out fear, create an environment for innovation and personal development and instil in every  
employee a sense of pride in the work they do.  
Every organisation should impose their employees to practice effective team working approaches, so as  
to improve knowledge sharing and individual performance levels.  
All the stakeholders should have one strategy i.e., uncompromising values at work.  
Research into employees requirements to design benefits and rewards.  
CONCLUSION  
The real challenge in today’s workplace is having an effective and courageous leadership for fully engaging each  
team member as a valued individual. This challenge can be overcome by providing the people with a supportive  
and engaging environment and thus obtaining gainful results without the need to drive the team or the leader  
over the edge. In effect, successful companies are those that recognize an opportunity to nurture employee  
engagement, and are willing to capitalize on the linkage between employee engagement and monetary results.  
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MANAGEMENT & APPLIED SCIENCE (IJLTEMAS)  
ISSN 2278-2540 | DOI: 10.51583/IJLTEMAS | Volume XIV, Issue XII, December 2025  
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