A Comparative Study on The Employee Engagement in Public and Private Sector Banks in Bangalore
Article Sidebar
Main Article Content
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.
Downloads
References
Andrew C. Ologbo and Saudah Sofian (2013), ―Individual and Organizational Factors of Employee Engagement on Employee Work Outcomes‖, International Journal of Business and Behavioral Sciences, Vol. 3, No 3.
Alina Popescu and Liliana Grigore (2007), ―The Relationship Between Organizational Culture And Employee Satisfaction‖, Review of Management and Economical Engineering, Vol. 6, No. 6.
Augustine A. Lado and Mary C. Wilson (1994), ―Human Resource Systems and Sustained Competitive Advantage: A Competency-Based Perspective‖, The Academy of Management Review, Vol. 19, No. 4, pp. 699-727.
Catteeuw F, Flynn E, Vonderhorst J (2007), ―Employee Engagement: Boosting Productivity in Turbulent Times‖, Organization Development Journal, Vol. 25, No. 2, pp. 151– 157
Cherie Gaither (2012), ―The Role of Internal Communication and the Effect on Employee Engagement‖, Donna and Allan Lansing School of Nursing and Health Sciences, Bellarmine University.
Difeng Yu Rena (2013), ―A Case Study of Employee Engagement in AkzoNobel Corporate HR‖, Dissertation report.
Hafiz Abdur Rashid, Ammar Asad and Mian Muhammad Ashraf (2011) ―Factors Persuading Employee Engagement and Linkage of Employee Engagement to Personal & Organizational Performance‖, Interdisciplinary Journal of Contemporary Research in Business, Vol 3, No 5.
Hammad Alshammari (2015), ―Workplace Productivity through Employee Workforce Engagement: A Review Study‖, International Journal of Business and Social Science Vol. 6, No. 12.
Jyoti Naganath Shinde, V K.Sawant (2015) ―A Study Of Factors Affecting Employee Engagement In It Industry‖, International Journal of Science, Technology & Management, Vol 4, No. 1,.
K. Swarnalatha (2013) ―Human resource strategies towards employee’s engagement practice and involvement – A study of ICICI bank‖, IOSR Journal of Business and Management (IOSR-JBM), Vol 14, No 3, (Nov. – Dec), pp. 43-48.
Mark A. Huselid (1995), ―The Impact of HRM practices on turnover, productivity and corporate Financial performance‖, Academy of Management Journal, Vol 38, No. 3, pp. 635-872
Robert Knight (2011) ―Employee Engagement A study of employee engagement at Topas South Dublin Region Service Stations‖, thesis, Published Online.
Robinson D, Rerryman S and Hayday S (2004), Drivers of Employee Engagement, IES Report 408, Management Services, pp.6.
Woodruffle Charles (2006), "The crucial importance of employee engagement", Human Resource Management International Digest, Vol. 14,No,1, pp.3 – 5.

This work is licensed under a Creative Commons Attribution 4.0 International License.
All articles published in our journal are licensed under CC-BY 4.0, which permits authors to retain copyright of their work. This license allows for unrestricted use, sharing, and reproduction of the articles, provided that proper credit is given to the original authors and the source.