Final Research Synopsis of the Thesis To be Submitted for the Ph.D.

Degree in
Business Administration (Commerce Faculty) of Mangalore University

Title of the Thesis

EMPLOYEE ENGAGEMENT: A COMPARATIVE STUDY OF SELECTED

PUBLIC AND PRIVATE SECTOR BANKS IN DAKSHINA KANNADA

Researcher:

ASHWINI KUNDAR

Register No:

147748163

Research Guide

DR.P.PAKKEERAPA

Retired Professor, Department of Business Administration,

Mangalore University

Mangalagangothri-

574199

February, 2022

CONTENTS
Sl. No. Title Page No.
1 INTRODUCTION 1-4

2 REVIEW OF LITERATURE: A BRIEF 4-7

3 NEED FOR THE PRESENT STUDY 7

4 OBJECTIVES OF THE STUDY 8

5 NATURE AND SCOPE OF THE STUDY 8

6 RESEARCH METHODOLOGY 9-12

7 LIMITATIONS OF THE STUDY 12

8 LAYOUT OF THE THESIS 13

9 RESULTS OF HYPOTHESES TESTING 14-15

10 MAJOR FINDINGS 16-20

11 SUGGESTIONS 20-22

12 RECOMMENDATIONS FOR FUTURE RESEARCH 23

13 CONCLUSION 23

14 REFERENCES 24-25

15 PARTIAL BIBLIOGRAPHY 26

16 PAPERS PUBLISHED & PRESENTED 27-28

17 WORKSHOPS & SEMINARS ATTENDED 29

1. INTRODUCTION

Employees are one of the most important resources for the effective and efficient organisation
and without the personal efforts and commitment of the human resources; organisations cannot
succeed (Torrington D, 2005)1. Employees, when they are dedicated and committed; they
become the real assets of any organisation. Without them it is impossible for an organisation
to operate even with good amount of money, machines, materials and well-built structure. It is
the dedicated men (employees) who turn the inputs into a right kind of outputs and effectively
manage all the business operations of an organisation and drive to a successful organisation.
Engagement at workplace for an organisation is very crucial in today’s business world in order
to get the work done at a faster rate and beat the competition faced in the market.

The competitive business world, demands quality goods at a better price. The one who is able
to provide this on time and better than others will be the winner. This requires for an
organisation to invest sufficient amount in different kinds of inputs. At present, the organisation
with engaged employees will make the difference and stay in the market. The engagement is
real turning factor or a weapon in today’s organisation to be competitive. The managers in
organisations will have to understand the concept of engagement clearly and then exercise the
management styles accordingly to keep the employees engaged. As per Bates (2004)2,
managers need to recognise the shift and refrain from using management style, which is likely
to disengage employees who look for more collaborative and empowering management, and
inhibit innovation and a willingness to apply extra effort.

In 1990, Psychologist William Kahn first identified the concept which is known as “employee
engagement”. Kahn, (1990)3 conceptualised engagement at work and he defined it as
‘harnessing of organisational members’ selves to their work roles. He says that “In engagement,
people employ and express themselves cognitively, physically and emotionally during role
performance” (p. 694). As per Kahn (1990), engagement means to be physically as well as
psychologically present when performing and occupying an organisational role. Crant (2000)4
explained employee engagement as a variety of constructs that are present in the organisational
mentality. According to Schaufeli, Taris & Rhenen (2008),5 employees who feel engaged are
those who experience high levels of involvement and enjoyment in their work in the
organisation. The core components of employee engagement includes cognitive thinking,
affective feeling, vigour, dedication and absorption.
Why engaging employees is so important in organisations?

Saks (2006, p. 615)6 pointed out that engagement predicts employee commitment to their
organisation, job satisfaction, organisational citizenship behaviour and employee intention to
quit. Engaged employees will always recommend their company’s products or services to
others and advocate workplace positively about the company (Baumruk 2004, p. 49)7. Workers
who are with a high level of engagement and commitment are able to improve their customer
satisfaction by means of providing better services to the clients; employee engagement also
leads to an increase of productivity and profits and reduction of labour turnover in the
organisation (Harter et al., 20028; Towers Perrin, 20039). Employee engagement and
organisational performance is interconnected. Employee engagement practices and its role
have an impact on effective organisational performance (Saloni Devi, 2017)10. Engaged
employee is more likely to be display discretionary behaviour. The term ‘engagement’ is very
much connected to feelings and perceptions around being involved and valued, this in turn
generates the kinds of discretionary effort that results in enhanced performance (Konrad,
2006)11. From these studies, it is clear that engagement affect employee commitment,
performance, customer satisfaction, profits, productivity, performance and turnover in an
organisation. Therefore the concept of employee engagement is crucial to all types of
organisations to gain competitive strength and succeed.

Indian Banking Sector:

The Indian banking industry has developed and evolved itself from being an institution with
conventional (i.e., borrowing and lending) business to a technology oriented dynamic
institution. The liberalization, different economic and financial reforms brought in by the
government from time to time brought a change or the transformation required to meet the
needs of customers. There by, exploring the new business opportunities to venture into
profitable business to contribute to the growing economy. In India, there are 12 public sector
banks after all the recent merger by the government and 22 private sector banks as of 2021.
The number of public sector banks have been reduced to 12 from 27 banks over the years.
There are 43 Regional Rural Banks (RRBs), 46 Scheduled Foreign Banks in India. Under co-
operative banks, there are 32 state Co-operative banks and 53 scheduled Urban Co-operative
banks. There are also other types banks such as 11 Small Finance Banks and 2 Scheduled
Payments Banks.
Dakshina Kannada District:

Dakshina Kannada is a coastal district in the state of Karnataka in India, which is earlier known
as South Kanara or South Canara. Mangalore is the headquarter of the district and it is the
trading centre for many centuries. The district comprises five talukas: Mangalore, Bantwal,
Puttur, Sullia, and Belthangady. It used to comprise of three northern talukas (Udupi,
Kundapur, Karkala) but these were separated in August 1997 to form Udupi district. The
district is very well known as cradle of banking in India as many banks have originated from
this place. The district is the birthplace for four well known nationalised banks. The
Corporation bank was the first bank to originate from the district in 1906 (before separation
from Udupi district). The Canara bank in1906, Karnataka Bank in 1924, Syndicate bank in
1925 (before separation from Udupi district) and Vijaya Bank in 1931. Recently, the current
finance Minister of India, Mrs. Nirmala Sitharaman had announced the inclusion of 10 public
sector banks into four big banks. Therefore, on 1 April 2020, Canara Bank assumed control
over Syndicate Bank, Bank of Baroda assumed control over Vijaya Bank and Corporation bank
was amalgamated into Union Bank of India along with Andhra Bank.

Employee Engagement Initiatives in India:

In a study done by Kenexa, a worldwide HR firm, in the year 2011, it was found out that Indian
companies ranked best when compared to their associates working in various other nations in
case of administration and engagement. India got first rank in a study done on employee
engagement scoring 71% executive engagement. India, Brazil, Japan, US, China, Canada are
some of the countries included in a study by Kenexa. Here, the point to be noted was that the
innovative strategies that were used by Indian organizations to continuously upgrade the level
of engagement of the workforce in their organisations. In the year 2009, HCL Technologies
had secured best Indian manager for the year because of positive work society formation, in an
another study conducted by Hewitt Associates. Many organizations like ITC Welcome Group,
Eureka Forbes, Cisco Systems, Taj Hotels Resorts and Palaces, LG Electronics India, Domino's
Pizza India and Marriott Hotels India were also able to achieve good positions.

Infosys in the year 2011 was considered best for its continuous efforts and syndicated programs
to collaborate top administration with the employees. The committees formed to choose a
salary range, in order to lower the level of disappointment amongst its executives in Indian
companies like Mercer, Mahindra and Mahindra, Wipro and KPMG had resulted in
successfully engaging its employees. These types of initiatives discovered by IT organisations
can now be implemented in other sectors like FMCG, Banking etc. (Ella Mittal, 2016)12.
Hence, from these employee engagement initiatives by Indian organisations, it is very much
clear that banking sector in India will get great result out of engagement strategies. Being in
service sector, Indian banks will have to reap the benefits from better engagement of its
employees to serve better its customers and achieve organisational success.

2. REVIEW OF LITERATURE

According to Boote & Beile (2005)13 “Without understanding the literature in the field, a
researcher cant not perform a significant research”. According to a book titled “The literature
review: six steps to success” written by Machi, L.A. & McEvoy, B.T, (2009)14 “A literature
review is a written report of scholarly work that presents a logically argued case based on a
comprehensive understanding of the present state of knowledge about a particular topic of
study. This case establishes a convincing thesis to answer the question of the study” (p.4).

The review of literature published in the past few decades reveal that there are a lot of national
and international studies conducted on drivers that leads to employee engagement in an
organisation, but very few studies are available on comparative analysis of employee
engagement in banking sector. An attempt is made by the researcher to review major work
done on employee engagement in the banking sector. The review has been done on the concept
of “employee engagement” and factors influencing or affecting employee engagement i.e.,
rewards & recognition, leadership, communication system, QWL, job satisfaction, career
planning & development, work culture and environment. They are presented in the form of
foreign studies and Indian studies after reviewing 75 research papers.

A. Foreign Studies

Soleman Mozammel & Perry Haan (2016)15 in a study entitled “Transformational

leadership and employee engagement in the banking sector in Bangladesh” conducted
with the objective of finding out the link between transformational leadership styles and
employee engagement in the banking sector of Bangladesh. As the financial sector in
Bangladesh had problems like underdevelopment, issue of leadership and poor employee
engagement, the two variables i.e., transformational leadership style (independent variable) and
employee engagement (dependent variable) were considered for this study. The study results
showed that applying transformational leadership style would not guarantee full engagement
in a given work environment, which was not according to the existing literature.

Achyut Gyawali (2017)16 in an empirical study entitled “Impact of Employee Participation

on Job Satisfaction, Employee Fairness Perception and Organisational Commitment: A
Case of Nepalese Commercial Banks”, conducted to find out the impact of employee
participation on above mentioned three determinants. The sample was taken from 15
commercial banks in Nepal. Around 200 samples were selected for the study. The study
concluded that the impact of employee participation on job satisfaction, employee fairness
perception and organisational commitment have positive significant relation. It was also noted
that organisational commitment was more influenced by employee participation than the other
variables considered in the study.

A study by Wesley Pieters (2017)17 on “Job satisfaction as a predictor of work engagement

of banking employees in Windhoek” aimed at knowing the relationship between job
satisfaction and employee engagement and also to investigate the dimensions of job satisfaction
which best predict the engagement of bank employees in Windhoek, Namibia. A total sample
of 216 employees from two banks were selected for the study. It was found out that both
intrinsic and extrinsic job satisfaction are positively correlate with EE. The intrinsic job
satisfaction was found to be the strongest predictor of job satisfaction when compared to
extrinsic job satisfaction. It was also pointed out that regular assessing of job satisfaction and
engagement leads to the factors that influence job satisfaction and EE. Therefore it helps to
solve any kind of issues concerned with these two variables to improve performance and
customer satisfaction.

B. Indian Studies:

Hitakshi Dutta & Sandhir Sharma (2016)18 conducted a research entitled “Employee
Engagement in Indian Banking Sector: A Review of the Literature” with the objectives to
identify relevant drivers of employee engagement in banking sector and to study the existing
model of employee engagement. The study was of secondary research in nature and it was
found out that the banks needs to increase employee engagement by focusing more on
employee behaviour and attitude that in turn affect customer satisfaction. Work life balance
and other demographic factors could be studied to know its effect on EE in banking sector as
a future research.
Shehla Sayeed (2016)19 had carried out research work on “An Analysis of Post-Merger
Effect on Employee Engagement in Selected Banks in India: A Causality Analysis” with
the objective of identifying the causes and effects of employee engagement post- merger in
banking industry in India. The study had taken into consideration four independent variable
such as, work environment, intrinsic motivation, career opportunities, compensation and one
dependent variable i.e., employee engagement (EE). The results of the study showed that all
the independents variables were significantly correlated to employee engagement but the high
correlation was found between intrinsic motivation and work environment. It was also
concluded that there was a fair amount of satisfaction with the M&A.

Sweta Mishra & Shikta Singh (2021)20 in an empirical study entitled “Determinants of
Employee Engagement in the Banking Industry: A study in Bhubaneswar, Odisha” aimed to
explore the different factors influencing employee engagement in public sector banks so that it
can help in retaining its valued employees. The study collected primary data from 289 bank
employees and some important factors affecting employee engagement were found out by
applying factor analysis. The study found out important factors like monotonous work, support
of management, communication between superior and subordinate, technology upgradation,
financial activities, promotion process etc. The banks must look into these important factors in
order to better engage the employees. This would also help in retaining employees and ensuring
better customer satisfaction.

REVIEW SUMMARY AND RESEARCH GAP:

Literature review suggests that not much emphasis has been given on exhaustively identifying
the drivers or determinants that influence employee engagement in banking sector in India.
Since engaging employees is a pertinent issue, focused efforts need to be undertaken by
business organisations in that direction. Another gap identified was the absence of such a study
in the banking sector in India especially in South Karnataka, D.K District where many banks
have its origin. We need a study which can explore and establish determinants of employee
engagement which in turn play an instrumental role in shaping employee emotions, feelings
and commitment in this region.

Another gap identified was the absence of a comparative study between public and private
sector banks in Dakshina Kannada district where many banks are operating well, having its
base. There are many factors like the organisational, cultural and job-related factors that
promote engagement practices in these banks. Hence, it was decided to know how these banks
differ in engaging its employees well and how far different organisational factors affect
employee engagement, which in turn affect employee job satisfaction and help in reducing job
turnover in banks.

Literature review also reveals that there are very few studies in India which studied different
organisational factors influencing employee engagement in banks and its association with
demographic variables. The results of association between employee engagement and
demographic variables, association between organisational factors influencing EE and
demographic variables are expected to give lot of useful inputs to better engage the employees
in banking sector. Literature review brings out the importance of a comparative analysis of
employee engagement in banks to give banking industry a sustainable competitive edge. These
research gaps have been identified. Hence it is decided to address these gaps in the scope of
this study.

3. NEED FOR THE PRESENT STUDY:

In the emerging paradigm of globalisation, it is very much essential for every organisation to
study the engagement level of employees, which form the pillars of success of any enterprise.
In India, many employee engagement initiatives could be seen in IT organisations but not much
in case of banks. As banking industry is service oriented, alignment of employees with overall
business objectives of the banks is considered need of the hour. However, working climate,
policies and procedures differ in public sector and private sector banks. There are many
organisational factors that affect employee engagement at both public and private sector banks.
The engagement of employees depends on a number of factors and is situation based. Hence,
such aspects of these two sectors need to be compared and reviewed. As of now not many
empirical studies that are available on this topic especially comparative studies on the
“employee engagement in public and private sector banks”. There is a need to make a
comparative study of factors that affect the engagement level of employees in the banking
sector. The above factors prompted and motivated the researcher to undertake this empirical
inquiry on “employee engagement in public and private sector banks”. The research is expected
to bring about the differences that exist between the organisational factors affecting employee
engagement of the two sectors of banks and its resulting consequences on employee
engagement.
4. OBJECTIVES OF THE STUDY
The central purpose of this research is to study & compare employee engagement and its factors
affecting engagement and commitment among employees working in selected public and
private sector banks in Dakshina Kannada district. In order to achieve this central purpose, this
objective is further sub divided into the following subsidiary objectives:
1. To study employee engagement in selected public & private sector banks and to find
out if there is significant difference in employee engagement between these banks.
2. To study the impact of the major organizational factors i.e., rewards & recognition,
career growth and opportunities, leadership effectiveness, communication system,
quality of work life (QWL) and organizational culture & environment on employee
engagement and to do a comparative analysis between public and private sector banks.
3. To study the relationship between employee engagement & job satisfaction and job
satisfaction & employee turnover intension in banks and to do a comparative analysis.
4. To examine whether demographic factors such as age, gender, education, income etc.
of bank employees lead to difference in level of engagement in banks
5. To find out an association between demographic variables & organisational factors
affecting employee engagement in banks.
6. To suggest ways to improve employee engagement practices in banking sector.

5. NATURE AND SCOPE OF THE STUDY:

The researcher has conducted a survey-based investigation. The study is ‘micro’ in nature as it
is confined to employee engagement in selected public and private sector banks only. There
are many organisational factors influencing employee engagement. This study focuses only on
six such factors influencing employee engagement i.e., communication, rewards & recognition,
leadership, work environment & culture, career development, and QWL. The study also
focuses on the relationship between employee engagement (EE) & job satisfaction and the
relationship between job satisfaction and employee turnover intension in banks. The researcher
has selected three banks each from private and public sectors. Stratified random sampling
technique was used for the selection of sample. The employees from three levels were
considered i.e., clerical level, middle level and senior level. Clerical level includes the award
staff or clerks, Middle level includes Assistant managers or officers and Senior level includes
the Managers. The study is confined to five Taluks (Mangaluru, Bantwal, Sulya, Belthangadi
and Puttur) of Dakshina Kannada district of Karnataka. Since many items in this research is
based on the empirical evidences gathered by the researcher, it is also an empirical inquiry.
6. RESEARCH METHODOLOGY:
The research methodology is a systematic approach followed in solving the given research
problem. It shows the path through which a research work needs to be carried out. It includes
deductive and inductive methods. It helps in getting the research work on correct path to get
definite results. The researcher has used both quantitative and qualitative methods to analyse
and present the data in the study. The data collection methods, sampling procedures, the design
of research instrument and data processing were systematically executed. The study is the
subjective assessment of opinions received from bank employees on different organisational
factors influencing employee engagement in selected public and private sector banks.

6.1 Collection of Data

The study has used different sources for data collection methods to address different objectives.
The study has considered both primary and secondary sources in collecting research data. The
primary data was collected from three public and three private sector banks in Dakshina
kannada district of Karnataka with the support of a survey questionnaire. In public sector,
Syndicate Bank (Canara Bank), Corporation Bank (UBI) and BOB were considered. In private
sector, Karnataka Bank, HDFC Bank and Federal Bank were considered. The data from
Syndicate Bank and Corporation Bank were collected before its merger into Canara bank and
UBI respectively. A total of 634 responses were received from banking professionals working
in these selected banks i.e., 341 responses from public sector and 293 from private sector banks.
During primary data collection, respondents were explained about the questionnaire and
purpose of the study. To avoid any kind of ambiguity due to difficulty in understanding the
questions while filling the questionnaire, the respondents were properly guided by the
researcher. The primary data was also collected from interviews, observation and discussions
with bank employees. The secondary data was collected through documents, websites,
reports, text books, articles, journals and dissertations. They were used to review the literature,
write profile of banks and conceptual framework of the study. The individual websites of banks
were visited to gather further information about banks. Further, the preliminary questionnaire,
sample frame and sampling procedures were developed based on secondary data. The field
survey was carried out during the period from June, 2019 to March, 2020.

6.2 Sample Design

The framework based on which how the sample was selected from a population is explained in
sample design. The study is focused on employees working in three major public sector banks
i.e., Corporation bank (Union Bank of India), Syndicate bank (Canara Bank) & Bank of Baroda
and three major private sector banks i.e., Karnataka Bank, HDFC Bank, and Federal Bank
operating in Dakshina Kannada district of Karnataka state. Thus, co-operative banks, regional
rural, foreign and non-scheduled banks were excluded from the purview of the study. All
categories of employees – Managers, officers, special assistants and clerks were covered. The
employees working in all types of branches - rural, semi-urban & urban, as well as control
offices like Head office, zonal office, divisional office were covered under the study. So, The
entire list of selected public and private sector banks in Dakshina Kannada district was the
target population and the sampling unit was Dakshina Kannada district. The population is
definite and finite. The sample frame was the list of bank employees in various selected public
and private sector banks in DK district of Karnataka.

6.3 Sample Size:

The population consists of around 3450 employees and stratified sampling technique was used
to choose the sample respondents. The determination of the sample was based on the total size
of employees working at different levels (i.e., clerical level, middle level and senior level) of
the selected banks for the study. A total of 634 employees were chosen as sample from both
the sectors; 293 respondents from private sector banks and 341 respondents from public sector
banks, giving a fair and adequate representation of bank employees from both the sectors of
the banks. The size of the sample is determined by using Taro Yamane’s formula: n= N/1+Ne2
Where n= the sample size, N= the population size, e= error of sampling (i.e., 0.05). After
applying the above formula, the sample size has been calculated and was determined as 634
i.e., public sector - 341 and private sector– 293. The below table shows the details.

Table No:1 The population and sample size of respondents

Public Sector Banks Private Sector Banks

Name of Bank Population Sample Name of Bank Population Sample

Corporation Bank 750 109 Karnataka Bank 850 226

Syndicate Bank 800 116 HDFC Bank 150 40

Bank of Baroda 800 116 Federal Bank 100 27

Total 2350 341 Total 1100 293

Source: Field Survey (Data compiled)

6.4 Research Instrument: The questionnaire
A survey questionnaire was developed and administered for collecting the primary data. The
questionnaire had two parts i.e., Part I covered demographic details of the respondents. Part II
covered questions on Employee Engagement and seven different organisational factors
influencing employee engagement i.e., Section A- Employee Engagement, Section B- Rewards
and recognition, Section C- Communication System, Section D- Career Planning &
Development, Section E- Leadership Effectiveness, Section F- Quality of Work Life, Section
G- Organisation culture & Environment, Section H- Job satisfaction.

The scale used for measurement of employee engagement was UWES (Utrecht Work
Engagement Scale) developed by Wilmar Schaufeli and Arnold Bakker. This scale has three
basic aspects of engagement i.e. vigour, dedication and absorption. Further the scale was
modified according to the requirement of the study by adding some questions developed by
Gallup to measure engagement. 13 items were included in the questionnaire to measure
employee engagement. For measuring organisational factors influencing EE, a survey
questionnaire was developed to identify the perceptions of banking professionals. Accordingly,
based on a detailed literature review done on the different factors, a set of questions were
designed in each section of the questionnaire. The items in different sections of questionnaire
were: leadership effectiveness (13 items), communication system (11 items), reward and
recognition (10 items), QWL (12 items) , job satisfaction (10 items), organisational culture and
environment (9 items), career planning & development (10 items).

Both open and closed ended questions were included in the questionnaire. Seven-point Likert
scale ranging from Strongly Disagree (SD) to Strongly Agree (SA) was used in the
questionnaire to ensure higher statistical variability among survey responses. The
questionnaires was self-administered to respondents from selected public and private sector
banks. Before the final distribution of questionnaire, a draft questionnaire was pre-tested with
a sample of 50 bank employees. Initial pre-testing survey conducted with 50 respondents gave
an average reliability of 88.55% for the items in the questionnaire. Based on the suggestions
received from statistician and the respondents, appropriate changes were made before finalising
the questionnaire. One question from Section- A of the questionnaire was removed and an
additional question was included in Section-F. The final questionnaire was personally
administered to 809 respondents. Out of 809 questionnaires distributed, 67 were returned
unfilled, around 50 questionnaires were not returned and the questionnaires with incomplete
responses were ignored. Finally, 634 responses were considered for the study as per the sample
calculation. i.e., 341 in public sector banks and 293 in private sector banks.

6.5 Data Processing and Analysis:

After all the filled questionnaires were collected from the respondents, a detailed verification
of data was carried out. The coding of each questions in the questionnaire was done very
carefully. The responses of the respondents then entered to the statistical package. The
researcher has used SPSS Version 23 (Statistical Package for Social Sciences) to analyse and
interpret the data. Appropriate statistical tools and techniques were applied to interpret and
draw conclusions. The researcher has used descriptive statistics which includes Frequencies,
Mean and Standard Deviation to identify the pattern of responses apart from the basic profile
of the respondents. In order to achieve research objectives of the study, different hypothesis
were formulated and they were tested using statistical tools such as Correlation and Backward
regression analysis. The results of the analysis were presented in the form of tables. After the
analysis, findings were arrived at, based on which valid suggestions were made. These helped
researcher to draw conclusion for the study.

7. LIMITATIONS

A study which is based on primary data will always have its own limitations. The limitations
of this study are listed below:
1. Since the Dakshina Kannada district is known as cradle of banking, the researcher has
restricted the study to selected public and private sector banks operating in the district.
2. There are many organisational factors that determine or influence employee engagement but,
in this study, seven organisational factors influencing employee engagement were studied by
the researcher.
3. The researcher has considered only private sector banks and public sector banks for a
comparative study in this research. The other types of banks were ignored by the researcher.
4. The generation of data for the study from these banks was subject to a cloak of secrecy
because of the competitive environment in which these banks operate. This is true, especially
in case of banks operating in private sector. Therefore, the researcher has found that the
findings, interpretations and suggestions made in the study were based on the extent of data
generated.
RESEARCH FRAMEWORK:

Rewards &
recognition

Career planning and H2

development H1
H3
Employee Job satisfaction
H8
Leadership H4
engagement
H5
Communication
H6 H9

Quality of work life

H7
Intention to quit
Organisational culture
(TURNOVER)
& environment

8. LAYOUT OF THE THESIS:

The thesis is divided into five chapters in order to ensure clarity and clear picture. They are:
CHAPTER I: INTRODUCTION: This chapter provides details about aspects of employee
engagement, review of literature on employee engagement in banking sector, need for the
study, hypothesis, scope of the study, sampling, data collection and limitation of the study.
CHAPTER II: CONCEPTUAL FRAME WORK: This chapter discusses the theoretical
frame work of employee engagement, Drivers of employee engagement and Importance of
employee engagement in banks.
CHAPTER III: PROFILE OF THE SAMPLE: This chapter has been devoted to provide a
brief profile of Banking Industry, History of the area chosen for the study- Dakshina Kannada
District of Karnataka state.
CHAPTER IV: EMPLOYEE ENGAGEMENT IN BANKING INDUSTRY- AN
ANALYSIS: This chapter presents the empirical data of respondents and analysis of
respondents view towards employee engagement and the organisational factors influencing
employee engagement. The result of hypothesis tested is also shown in this chapter.
CHAPTER V: MAJOR FINDINGS, SUGGESTIONS & CONCLUSION: The major
findings of the study are summarised in this chapter and further suggestion for positively
engaging employees in banking sector and scope for further research are given in this chapter.
RESEARCH HYPOTHESIS:

H1: There is a significant difference in the employee engagement of public sector banks and
private sector banks
H2: There is a positive relationship between employee engagement and rewards & recognition
H3: There is a positive relationship between employee engagement and career planning &
development.
H4: There is a positive relationship between employee engagement & leadership effectiveness
H5: There is a positive relationship between employee engagement and communication system
H6: There is a positive relationship between employee engagement and quality of work-life
H7: There is a positive relationship between employee engagement and organization culture &
environment
H8: There is positive relationship between employee engagement and job satisfaction
H9: There is relationship between job satisfaction and employee turnover intension.

RESULTS OF HYPOTHESES TESTING:

H1- There is a significant difference in the employee engagement of public and private
sector banks

Table No 2. Testing hypothesis for the difference in employee engagement of public and
private sector banks
Sector
Particulars Public sector Private sector
banks banks Total
N N% N N% N N%
Low 0 0.0% 0 0.0% 0 0.0%
EE Moderate 27 7.9% 6 2.0% 33 5.2%
High 314 92.1% 287 98.0% 601 94.8%
Mean 5.94 6.11 6.016
S.D 0.65 0.45 0.572
Mannwhitney test Z = 3.355, p=0.000, HS
Source: Field Survey
Test shows that there was highly significant difference between public and private sector banks
with respect to employee engagement with p = 0.000 < 0.05. So, the hypothesis H1- There is
significant difference in employee engagement of public and private sector banks is
“Accepted”.

Table No: 3 Table Showing the Correlation Results of Hypotheses Testing

SI Sector Pearson ‘P’ sig Result
No Particulars
Correlation value

Public 0.627 .000 Sig

H2 EE and Reward and Recognition
Private 0.475 .000 Sig Accepted
Total 0.592 .000 Sig
Public 0.634 .000 Sig
H3 EE and Career Planning &
Private 0.331 .000 Sig Accepted
Development
Total 0.558 .000 Sig
Public 0.486 .000 Sig
H4 EE & Leadership Effectiveness
Private 0.408 .000 Sig Accepted
Total 0.472 .000 Sig
Public 0.573 .000 Sig
H5 EE and Communication system Private 0.330 .000 Sig Accepted
Total 0.506 .000 Sig
Public 0.572 .000 sig
H6 EE and QWL Private 0.304 .000 sig Accepted
Total 0.511 .000 sig
Public 0.599 .000 Sig
H7 EE and Organizational Culture Private 0.239 .000 Sig Accepted
and environment Total 0.507 .000 Sig
Public 0.601 .000 Sig
H8 EE and Job satisfaction Private 0.396 .000 Sig Accepted
Total 0.550 .000 Sig
Public -.458 .000 sig
H9 Job satisfaction and Turnover Private -.224 .000 Sig Accepted
Intension Total -.396 .000 sig
Source: Field survey
9. FINDINGS
The analysis and interpretation made in the study gives the following findings.
• Majority of the respondents were male (61.8%) when compared to female respondents
(38.2 %). In public banks, the male respondents were 65.1% and female respondents
were 34.9%. In private banks, the male respondents were 58% and female respondents
were 42%. Hence, the study revealed that male respondents were higher in number
compared to female counterpart.
• The study revealed that majority of the respondents were above 35 years of age
(47.9%). Public banks have greater number of employees who were in the age group of
25-30 years when compared to private banks. On the other hand, the number of
employees who are below 25 years were more in private banks when compared to
public banks. The number of employees above 35 years of age group is more or less is
in same range in both public (47.2%) and private banks (48.8%).
• Majority of the respondents were officers or Asst. Managers (49.2%) followed by clerks
or award staff (29.0%) and managers (21.8%). The respondents who were designated
as clerks or award staff were more in public banks (30.5%) when compared to private
banks (27.3%). The respondents who were working as Asst Managers or officers were
more in private banks (57.0%) when compared to public banks (42.5%). In case of
Managers, the respondents were more in public banks (27.0%) when compared with
private banks (15.7%).
• Majority of the respondents had an annual income of 5-10 lakhs (57.4%) followed by
26.7% of them drawing 2.5-5 lakhs, 12.9% of them drawing above 10 lakhs and only
3.0% drawing less than 2.5 lakhs annual income. In case of public banks, 4.1% of the
respondents had less than 2.5 lakh annual income. 25.5% of the respondents had 2.5-5
lakhs of annual income. In case of private banks, only 1.7% of the respondents had less
than 2.5 lakhs of annual income. 28.0% of the respondents had 2.5-5 lakhs and 55.3%
of the respondents had an annual income of 5-10 lakhs and 15% of the respondents
were drawing more than 10 lakhs rupees annual income.
• Chi square values of demographic variables such as gender, married status, number of
children, annual income of respondents showed no significant difference in case of
public and private sector banks. Similarly, age, educational qualification, residing
status, designation showed highly significant difference and experience of respondents
showed highly significant difference between public and private sector banks.
• 94.8% of the respondents showed high level of employee engagement (EE), 5.2% had
moderate level of EE and none of the respondents showed lower level of engagement
with overall mean value of 6.016 ± 0.572. Private sector showed higher level of
engagement (98.0%) when compared to public sector (92.1%). It means that level of
employee engagement was high at private banks (6.11 ± 0.45) when compared to public
banks (5.94 ± 0.65).
• 86.1% of the respondents felt that there was better rewards and recognition in their
banks (5.759 ± 0.781). In public sector 79.8% of the respondents (5.58 ± 0.85) and in
case of private sector, 93.5% of the respondents felt that there was better reward and
recognition (5.97 ± 0.63). It means comparatively, private sector enjoys better reward
and recognition than public sector.
• The gender (p=0.000 < 0.001), age (p=0.006 <0.001)), number of children (p=0.008 <
0.001), residing status (p=0.000 <0.001) and experience at the bank (p=0.035<0.005)
had shown significant association with reward and recognition. Whereas, educational
qualification (p=0.541>0.005), marital status (p=0.942>0.005), designation
(p=0.164>0.005), annual income (p=0.294 > 0.005) showed no significant association
with reward and recognition.
• Majority of the respondents agree that they had a clearly established career path at their
respective banks (5.80 ± 0.90). The test result shows that there was no significant
difference in this regard between public banks (5.71 ± 1.04) and private banks (5.90 ±
0.71).
• The gender (p=0.000 < 0.001), residing status (p=0.047 <0.005) and experience at the
bank (p=0.043<0.005) showed significant association with career planning and
development. Whereas, age (p=0.406>0.005), educational qualification
(p=0.617>0.005), marital status (p=0.876>0.005), number of children
(p=0.728>0.005), designation (p=0.103>0.005) and annual income (p=0.942>0.005)
showed no significant association with career planning & development.
• 92.1% of the respondents felt that there was high level of effective leadership in their
banks (5.96 ± 0.82). In public sector (5.89 ± 0.97), 87.4% of the respondents and in
case of private sector (6.04 ± 0.59), 97.6% of the respondents felt that there was high
level of leadership effectiveness. The study found no significant difference between
public and private sector banks with respect to leadership effectiveness.
• The gender (p=0.000 < 0.001), age (p=0.015 <0.005) and experience (p=0.010<0.005)
showed significant association with leadership effectiveness. Whereas, educational
qualification (p=0.270>0.005), marital status (p=0.857>0.005), number of children
(p=0.253>0.005), residing status (p=0.282 >0.005), designation (p=0.880>0.005) and
annual income (p=0.745>0.005) showed no significant association with leadership
effectiveness.
• In private sector (5.84 ± 0.93), free flow of communication was better when compared
to public sector banks (5.62 ± 1.13). It means that public banks were found little slower
as far as free flow of communication was concerned. However, majority of the
respondents from banks agreed that there was free flow of communication happening
in their respective banks (5.72 ± 1.05).
• The gender (p=0.000 < 0.001) has shown significant association with communication
system. Whereas, age (p=0.596 >0.005), educational qualification (p=0.499>0.005),
marital status (p=0.197>0.005), number of children (p=0.419>0.005), residing status
(p=0.781 >0.005), experience at bank (p=0.119<0.005), designation (p=0.133>0.005)
and annual income (p=0.711>0.005) showed no significant association with
communication system.
• 80.4% of the respondents felt that there was high level of quality of work life in their
banks. In public sector banks 73.0% of the respondents and in private sector 89.1% of
the respondents felt that there was high level of quality of work life
• The gender (p=0.000 < 0.001), age (p=0.000 <0.001), marital status (p=0.013 <0.05),
number of children (p=0.000 <0.001), residing status (p=0.000 <0.001), experience
(p=0.000<0.001) and annual income (p=0.007 <0.05) showed significant association
with QWL. Whereas, educational qualification (p=0.942 >0.005) and designation
(p=0.880>0.005) showed no significant association with quality of work life.
• 90.2% of the respondents felt that there was high level of organisational culture and
environment in their banks. In public banks, 86.5% of the respondents and in private
sector, 94.5% of the respondents felt that there was high level organisational culture
and environment.
• Gender (p=0.000<0.001), age (p=0.005<0.05), no. of children (p=0.000<0.001), and
experience (p=0.035<0.005) showed significant association with organisational culture
and environment. Whereas, educational qualification (p=0.690>0.05), marital status
(p=0.819>0.05), residing status (p=0.181>0.05) designation (p=0.091>0.05), annual
 income (p=0.359>0.05) showed no significant association with organisational culture
and environment.
• 87.1% of the respondents felt that there was high level of job satisfaction in their banks.
In public sector 83.0% of the respondents and in private sector 91.8% of the respondents
felt that there was high level of job satisfaction.
• The gender (p=0.000 < 0.001), age (p=0.004 <0.05)), residing status (p=0.002 <0.05)
and experience at the bank (p=0.001<0.05) showed significant association with job
satisfaction. Whereas, educational qualification (p=0.527>0.05), marital status
(p=0.247>0.05), number of children (p=0.055>0.05) designation (p=0.194>0.05),
annual income (p=0.278 > 0.05) showed no significant association with job satisfaction.
• In case of turnover intension, 85.3% of the respondents were of the opinion of lower
turnover intension experienced in their banks (mean value = 2.29 ± 1.27). In public
sector, 82.1% of the respondents and in private sector 89.1% of them felt there was low
level of turnover intension in their banks.
• The gender (p=0.044<0.05), age (p=0.003<0.05)), marital status (p=0.027<0.05),
residing status (p=0.000<0.001), experience (p=0.011<0.05), annual income
(p=0.002<0.05) showed significant association with turnover intension. Whereas,
educational qualification (p=0.110>0.005), number of children (0.128>0.05),
designation (p=0.668>0.05) showed no significant association with turnover intension.
• In public sector, the backward regression analysis showed that reward & recognition,
career planning & development, organizational culture & environment and
communication system were found to be significant factors having impact on employee
engagement (EE). Further, among these significant factors, career planning &
development had the most impact on EE followed by reward and recognition,
organizational culture and environment and lastly the communication system. The
overall impact of these factors was 50.4%. In private sector, reward & recognition,
leadership style and Quality of work life (QWL) were found to be the significant factors
influencing employee engagement (EE). Further, among the significant factors, reward
& recognition was the most influencing factor followed by leadership style and QWL
factor. The overall impact of these factors was 26.7%.
• The results of combined backward regression analysis performed for public and private
sector banks showed that rewards and recognition, career planning and development,
leadership style, organizational culture and environment, and QWL were found to be
 the significant factors affecting EE. Further, among significant factors, reward and
recognition was found to be the most impacting factor on EE followed by career
planning and development, organizational culture and environment, Leadership style
and the QWL. The overall impact of these factors was 43.4%.
• The regression analysis between employee engagement (EE) and job satisfaction
showed that in public sector, employee engagement had a significant impact (36%) on
job satisfaction. In private sector also, EE had a significant impact (15.4%) on job
satisfaction. The combined or the total regression analysis shows that the EE had a
significant impact on job satisfaction. It shows that higher the EE impact, higher the
job satisfaction. The total impact of EE on job satisfaction was 30.1%.
• The results of regression analysis performed to know the significant impact of job
satisfaction on turnover intension showed that the job satisfaction had negative
significant impact on turnover intension in both public (20.8%) and private sector
(4.7%) banks. The combined backward regression analysis also shows the job
satisfaction had negative significant impact on turnover intension. It shows that higher
the job satisfaction impact, lesser the turnover intension. The total impact of job
satisfaction on turnover intension was 15.6%.
• The study found significant positive relationship between EE and other organisational
factors such as reward, communication, career planning and development, Leadership,
QWL, organisational culture & environment. The study also found positive relation
between EE and job satisfaction. A significant negative relationship found between job
satisfaction and turnover intension. The relationship has been proved in hypotheses
testing using Pearson correlation analysis.

10. SUGGESTIONS:
Based on the findings of the study, it can be concluded that in both public and private sector
banks, level of employee engagement was high and majority of the bank employees were
satisfied with the factors that affect employee engagement. The banks in Dakshina Kannada
district, both private and public sector banks had shown good level of employee engagement.
But, when compared with private banks, the engagement in public sector was lesser. Hence,
there are many aspects in which the banks will have to concentrate on engaging their employees
to get better output particularly in public sector banks. The suggestions from the study will be
useful to the banking system in general and to the concerned banks in particular.
The following are some of the suggestions:
• As the female representation from both banks was less when compared with male
employees, it is suggested that both public and private sector banks must enhance the
female employee representation in the banks.
• Though the engagement level in both public and private sector banks was higher but,
when compared, it is suggested that public banks must put little more effort to better
engage their employees than private banks.
• The banks, especially in public sector, there must be proper reward and recognition
system in order to engage employees in better way. Satisfaction in reward and
recognitions must be increased especially in case of younger and fresh employees with
less experience.
• In case of public sector banks, there must be an effort to look at the career aspirations
of employees and plan accordingly the career development goals after learning about
employees’ views. Transfers, promotions and other career related decisions must be
taken carefully and transparently without affecting employees’ commitment to the
banks. The banks must see that that the engagement of employees is increased in all the
decisions they take.
• Though, majority of the employees in banks had experienced high quality of work life,
employees in public banks experience had differed with that from private sector bank
employees. Hence, it is suggested to the public banks that they should concentrate more
on below given aspects to enhance their engagement level:
a. There is healthy relationship between colleagues in bank
b. The bank must consider life of employees outside work too
c. There should be care for the health and security of employees
d. There should be an effective problem- solving committee
• Though, majority of the employees were happy with organizational culture and
environment, employees in public banks experience had differed with that from private
sector bank employees. Hence, the public banks should consider below points:
a. There is team work and cooperation in bank
b. Zero tolerance policy against any kind of discrimination if any
c. Dedication to diversity and inclusiveness
d. Having occasional get-togethers like birthdays, picnic etc.
• Though, majority of the employees were satisfied with job, employee satisfaction in
public banks (83.0%) had differed from private sector bank (91.8%) employees. Hence,
the public banks should concentrate more on below given aspects:
a. There is proper planning for career growth and development
b. The bank must see that the employees are happy with bank’s training program
c. The benefits offered must enhance employee satisfaction level
d. The conflicts must be resolved as quickly as possible
e. All employees are happy with the type of communication system followed
f. In public banks, it has to look seriously the reward system to satisfy its
employees. Any issues must be resolved with mutual talks and understanding
• Though the turnover intension in banks studied was lower, when compared between
the two types of banks, public sector showed higher level of turnover intension than
private sector banks. So, the banks must look into this aspect seriously and take
feedback and suggestions to lessen such trend and see that the turnover intension is
reduced to minimum to have better engagement of employees in banks.
• In order to handle turnover intension, the banks will have to consider the below points
seriously to see where are the loopholes and correct the same:
a. As the turnover intension is more in case of male employees compared to female
employees, it has to be reduced by proper counselling with such employees
b. The younger employees must be counselled too so that they don’t feel like
leaving the job
• Finally, the less experienced employees and those who were drawing less annual
income or the new employees were the ones who had higher turnover intension, so the
bank’s focus should be on these categories of employees when it comes to decreasing
the turnover intensions by proper feedback, communication and other proper channels.
Therefore, the engagement of employees could be enhanced to have better results
• In case of public sector banks, it was observed that few of the employees were unhappy
about their transfers and promotions. Inter-state transfers were made, especially in case
of younger employees who are not married and having single marital status. These
employees struggle due to language barriers, disconnection with family, food habits,
communication with customers of the bank who are locals and so many other issues
which finally reduce their engagement and commitment to the bank. Hence, it is
suggested that the management of the banks must see that, transfers and selection of
 employees are done carefully after looking at bank’s as well as employee’s needs.
Maximum effort must be put in to lessen the disengagement of employees at work.

11. RECOMMENDATIONS FOR FUTURE RESEARCH:

Scope for future research is immense on employee engagement (EE) and the banking
industry as both the subject and industry are constantly evolving. The following are some
of the recommendations for future research.
1. As the researcher has considered six factors influencing EE, the future research can
further focus on many other factors influencing EE exhaustively.
2. The researcher has carried out the study on the banking professionals in Dakshina
Kannada District of Karnataka. The future studies can be done on any other
geographical locations and can include other sectors like FMCG, IT, Hospitality etc.
3. The present study has considered only a few selected banks i.e., three banks each
from private sector and public sector banks for a comparative study. The future
research can include more banks for a comparative study.
4. The researcher has considered only private banks for the comparative study. The
future studies can consider other types of banks like co-operative banks, foreign
banks etc.

12. CONCLUSION:
The Employee Engagement (EE) is an evolving area of research as its relevance exists as long
as employees (human resource) working in organizations. In a competitive business
environment, engaging employees becomes a challenging task for business organization. It is
very much true in case of service sector organizations like banks. The study titled, “Employee
Engagement: A comparative study of Selected Public and Private Sector Banks in Dakshina
Kannada” was an attempt to know the influence of different organizational factors on
employee engagement in public and private sector banks in Dakshina Kannada district of
Karnataka. The main chapter deals with empirical findings, based on which few suggestions
were made to the public and private sector banks. Though the engagement level is high in
both the types of banks, some drawbacks were observed in public sector banks when
compared to private sector banks. The researcher is of the view that if the suggestions were
considered and implemented by the banks concerned, will obviously leads to fully engaged
employees in both public and private sector banks in Dakshina Kannada district, which is
known as cradle of banking in India.
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15. Papers Published:

1. Ashwini Kundar, Pakkeerappa P (2018), “Employee Engagement: A

competitive advantage for organisational success- A review of literature” in
UGC approved Journal of Emerging Technologies and Innovative Research
(JETIR), ISSN:2349-5162, volume 5, issue 10, pp. 66-75

2. Ashwini Kundar, Pakkeerappa P (2018), “The role of leadership styles in

Employee Engagement: An analysis” in “Intellectual Property Rights,
Entrepreneurship & leadership skills” ISBN No: 978-93-84734-67-1, pp. 29-36

3. Ashwini Kundar, Pakkeerappa P (2019), “A study of the factors affecting

Employee Engagement in Banking sector” in a publication titled “Indian
banking in the Era of Globalization and Information Technology” with ISBN No:
978-81-929263-9-1, pp. 49-57

4. Ashwini Kundar, Pakkeerappa P, (2019), “The determinants of Employee

Engagement in Hospitality Sector: A conceptual Analysis” in a peer reviewed
research journal “Shodhaditya”, ISSN: 2347-8403, Volume-6, Issue -1, pp. 11-17.

5. Ashwini Kundar, Pakkeerappa P (2021), “Employee engagement: A Study on

Perception of Teachers in Higher Education” in Asian Journal of Management,
ISSN 0976-495X (Print) 2321-5763 (Online), DOI: 10.52711/2321-
5763.2021.00043, Vol: 12, Issue: 3, pp. 286-290.

6. Ashwini Kundar, Pakkeerappa P (2021), “Employee engagement in Indian

Banking Industry: An Empirical Study” in International Journal of Business
Administration Research Review, ISSN -2347-856X (Online), ISSN 2348–0653
(Print), Vol: 8, Issue: 3, pp 11-18.

Papers Presented:
1. Ashwini Kundar, Pakkeerappa P (2016), “Employee Engagement: Role of HR in
Times of Rapid Change” in a National conference on “Emerging Issues in
Management & Tourism” organized by Department of Business Administration &
MBA (Tourism Administration) in association with ‘Association of British Scholars’,
Mangalore Chapter, 2nd & 3rd January.
2. Ashwini Kundar, Pakkeerappa P (2018), “Employee Engagement In Service Sector-
An Analysis” in a national conference on “Entrepreneurship in Tourism & Hospitality
Industry in India” organized by Moti Mahal College of Hotel Management on 2nd
February.
3. Ashwini Kundar, Pakkeerappa P (2018), “Employee Engagement in Banking Sector:
An Analysis” at the 4th International conference on “Changing Business Landscape:
Implications for Management Education and Research”, AIMIT, Beeri, Mangalore, 4th
April.
4. Ashwini Kundar, Pakkeerappa P (2018), “The Role of Leadership Styles in
Employee Engagement: An Analysis” in one day international conference on
 “Intellectual Property Rights, Entrepreneurship & leadership skills” organized by
Milagres College, Mangalore on July 3.
5. Ashwini Kundar, Pakkeerappa P (2018), “The Impact of Communication on
Employee Engagement: A Literature Review” at two-day national conference on
“Corporate Social Responsibility: Challenges and New initiatives”, Dept of studies in
commerce, Mangalore University, Mangalagangothri on 14th and 15th September.
6. Ashwini Kundar, Pakkeerappa P (2019), “The Role of Leadership in Employee
Engagement in Banking sector: An Analytical Study” in Two-day International
conference on “contemporary Innovations in Industry and Commerce”, Mangalore
University on 22nd & 23rd February.
7. Ashwini Kundar, Pakkeerappa P (2019), “The Determinants of Employee
Engagement in Hospitality sector: A Conceptual Analysis” in the international
conference on “Flexibility in business”: Opportunities, Issues and challenges” at Aditya
Institute of Management Studies & Research, Mumbai on 23rd February.
8. Ashwini Kundar, Pakkeerappa P (2019), “A Study of the Factors Affecting Employee
Engagement in Banking Sector” in one day National Seminar on Indian banking in
the Era of globalisation and information technology”, Milagres college, Kallianpur,
Udupi on 15th March.
9. Ashwini Kundar, Pakkeerappa P (2019), “An Impact of Reward System on
Employee Engagement in Banking Sector” at the National conference on
Management NXT, SDM PG Centre for management studies & Research Mangalore
on 22nd March.
10. Ashwini Kundar, Pakkeerappa P(2019), “The Determinants of Employee
Engagement in an Organiston: A Scoping Review”, at the 5th International
conference on A decade of global Financial crisis: Antecedents, Aftermath and the
challenges ahead”, AIMIT, Beeri, on 9th April.
11. Ashwini Kundar, Pakkeerappa P (2019), “A Study on Employee Engagement in
Banking Industry” in a national conference on “Innovative Banking in digital Era”
held at Poornaprajna College & Post graduate centre, Udupi, 10th April.
12. Ashwini Kundar, Pakkeerappa P(2019), “Employee Engagement: A Strategic Tool
for Successful Banking” in Two-day national level conference on “Role of
Institutional Financing in the Development of Agriculture and Business Dynamics”,
Department of studies in commerce, Mangalore University, 25th & 26th October.
13. Ashwini Kundar, Pakkeerappa P (2019), “Employee engagement: A study of selected
Public Sector Banks in Karnataka”, in a national conference on “Emerging trends in
Business Management” organised by the Department of Business Administration,
Mangalore university on 30th December.
14. Ashwini Kundar, Pakkeerappa P. (2022), “Factors Influencing Employee
Engagement: A Literature Review” at ‘EKTAARA’ National Research Conference
on ‘Re-strategizing Management Practices in the Post - Covid Era’ organized by Indira
Institute of Business Management (IIBM), Navi Mumbai, affiliated to University of
Mumbai on 8th January, 2022.
16. Seminars and Workshops Attended
1. A workshop on “New Directions in HRM: Tools and Techniques” organized by
Shri Dharmasthala Manjunatheshwara Institute for Management
Development (SDMIMD), Mysuru on December 3, 2015.

2. Seven-Day National workshop on “Data Analysis Using Excel and SPSS”

organised by Department of Business Administration & MBA (Tourism
Administration), Mangalore University, in association with ‘Association of
British Scholars’, Mangalore Chapter from 26th December 2015-1st January 2016.

3. A National Seminar on “Inter-disciplinary Research: Challenges and

Opportunities”, Mangalore University, Mangalagangothri, October 18, 2016.

4. One-week Faculty Development Programme on “Enhancing Research Acumen” at

St. Aloysius Institute of Management & Information Technology (AIMIT),
Mangalore from 7-13 August 2017.

5. Two-Day Workshop on “Academic Writing & Publication Skills”, organised by

XIME, at Xavier Institute of Management & Entrepreneurship, Bangalore on
13th and 14th October 2017.

6. One-week faculty development programme on “Unraveling the research domain”

held at St. Aloysius Institute of Management & Information Technology
(AIMIT), Beeri, Mangalore from 6th-11th, August 2018.

7. Two-week online FDP on “Research, Publication & Funding”, organised by

Department of Management studies & Research centre, B.M.S College of
Engineering, Bangalore from 8-19 June, 2020.

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