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International Journal of Marketing and Human Resource Management (IJMHRM)
Volume 8, Issue 4, Oct – Dec 2017, pp. 01–13, Article ID: IJMHRM_08_04_001
Available online at http://www.iaeme.com/IJMHRM/issues.asp?JType= IJMHRM &VType=8&IType=4
ISSN Print: ISSN 0976 – 6421 and ISSN Online: 0976 – 643X
Journal Impact Factor (2016): 5.5510 (Calculated by GISI) www.jifactor.com
© IAEME Publication
EFFECTIVENESS OF EMPLOYEE’S
EDUCATION ON ORGANISATIONAL CLIMATE
- A STUDY OF PUBLIC AND PRIVATE SECTOR
BANKS IN KARNATAKA
Nagaraju B
Chairman and Professor, DOS in Commerce/University of Mysore, India
Pooja J
Research Scholar, DOS in Commerce/University of Mysore, India
ABSTRACT
Organizational Climate of any institution repeats the perception and expressive
responses of the individuals working within that system. The present study has been
carried out by analyzing the data collected from 150 employees working in different
public and private sector banks to ascertain whether the responses differ significantly
or not with regard to their perception of organizational climate. The data for the
purpose has been collected with the help of relevant scale and analyzed by applying
different statistical techniques. The study reveals significant differences in employees’
perception of organizational climate across demographic and organizational variable
particularly with regard to educational qualification
Key words: organizational climate, educational qualification, public sector, private
sector, employees.
Cite this Article: Nagaraju B and Pooja J, Effectiveness of Employee‟s Education on
Organisational Climate - A study of Public and Private Sector Banks in Karnataka.
International Journal of Marketing and Human Resource Management, 8(4), 2017,
pp. 01–13.
http://www.iaeme.com/ IJMHRM /issues.asp?JType= IJMHRM &VType=8&IType=4
1. INTRODUCTION
Organizational climate is an important aspect of organization and management. The
increasing research in this field and the concentrated deliberations on the subject contributed
to its conceptualization and meaning which helped to develop a wide-ranging outlook of
organizational climate as an important concept. Organizational climate is the shared
perception of employees who work and subsist in the organization. It is the sum of individual
perceptions regarding the organizational procedures, policies and practices .It is the set of
measurable properties of the work environment, perceived directly or indirectly by the
members, influencing their work and satisfaction. Organizational Climate is about the
Nagaraju B and Pooja J
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perceptions of the climate and about complete measures. The „Climate‟ may be regarded in
absolute terms and measured by instruments, but is „felt‟ differently by individuals. The
absolute climate may suit one person and not another. All organizational theoreticians and
researchers collectively agree that a social Climate is extremely important for the ultimate
achievement of organizational goals. Organizational Climate is comprised of a combination of
norms, values, expectations, policies and procedures that influence work motivation,
commitment and ultimately individual or work unit performance. The aging of the workforce
and its projected economic and societal consequences have led to an increased interest among
organizational researchers and practitioners in the topic of successful aging at work, including
ways to maintain and enhance older employees‟ motivation, performance, attitudes, and well-
being.
2. CONCEPT OF ORGANIZATIONAL CLIMATE
According to Campbellet, (1970) organizational climate is defined as a set of attributes
specific to a particular organization that may be induced from the way that organization deals
with its members and its environment. Hellreigel and Slocum (1974), organizational climate
is a set of perceived attributes of the organization (or its sub systems), induced from the way
the organization and its members deal with each other and with their environment. Schneider
and Hall (1972) have defined organizational climate as a set of global perceptions held by
organizational members about their organizational environment. Reichers & schneider, (1990)
Organizational climate is defined as shared perceptions or prevailing organizational norms for
conducting workplace activities Cooper (2003) describes organizational climate as “people‟s
perception of their working environment with regard to caring and friendliness.”
Gerber (2003) and Moran and Volkwein (1992) were integrated. Organizational climate is
defined as the shared perceptions, feelings and attitudes that organizational members have
about the fundamental elements of the organization, which reflect the established norms,
values and attitudes of the organization‟s culture and influences individual‟s behavior
positively or negatively.
3. LITERATURE REVIEW
Agarwal et.al. (2004) in his work “Organizational Climate for perceptions of procedural
fairness in human resource practices and role efficacy” found that demographic characteristics
of members are differently influenced by the HR policies of the organization and there by
procedural justice perceptions.
Pooja et.al. (2006) in his research article entitled “climate profile and organizational
citizenship behaviors: A comparative analysis of teachers working in public and private
schools”. Revealed influences of age and gender on organizational citizenship behaviors in
public and private schools. The cadre- wise, age- wise and experience-wise analysis has also
validated the findings.
Riggle (2007) in their article entitled „The Impact of Organizational Climate Variables of
Perceived Organizational Support, Workplace Isolation, and Ethical Climate on Salesperson
Psychological and Behavioral Bork Outcomes,‟ investigated that organizational climate
variables such as perceived organizational support, ethical climate, and trust do positively
impact salesperson psychological and behavioral outcomes
Fritzsch (2009) conducted a study on topic entitled „The Impact of Organizational
Climate and Organizational Strategy on Strategic Behavior‟ explored that various
configurations of organizational climate and organizational strategy lead to strategic
Effectiveness of Employee‟s Education on Organisational Climate - A study of Public and Private
Sector Banks in Karnataka
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employee behavior which is crucial for organizations to reach their goals and also found that
strategic employee behavior is related to the fit between the organizational strategy as
perceived by all employees and the organizational climate within an organization. The results
reveal that fit is negatively related to innovative work behavior and the customer oriented
behavior; knowledge sharing and affective commitment are not significantly related to fit.
Lather, et al, (2010) topic entitled „Organizational Culture: A Study of Selected Organizations
in the Manufacturing Sector in NCR‟, compared the organizational structure of the selected
companies in the manufacturing and to identify and measure the perceived organizational
culture and its various dimensions. The result revealed that the executives and non-executives
perceive the culture differently and the study helped in identifying the weaker aspects of
culture in terms of values and beliefs that prevail in the organization.
Shah and Irani (2010) in their article entitled “Examining Employee Attitudes and
Behaviors towards Organizational Change Using Supervisor and Peer Relations” conducted a
study on employee workplace and demographic predictors to know the employee attitudes
and behaviors regarding organizational change. The findings indicated a significant
relationship between the read lines for the change and workplace and demographics factors.
First time supervisor and peer relations predictor has been examined to read lines for change.
Results further indicated positive and significant relationships between read lines for change
and supervisor and the peer relations. However, from demographic characteristics only two
i.e. number of dependents and younger employees have positive and significant
Adenike (2011) in his research article „Organizational Climate as a Predictor of Employee
Job Satisfaction: Evidence from Covenant University‟, explored the organizational climate as
an indicator of employee job satisfaction of academic staff to examine its role in job
satisfaction of worker which in turn affects organizational productivity. The hypotheses were
tested and the results of the study showed a significant positive relationship between these
two variables
Konda (2013) in his research article entitled” influence of demographic factors on
organizational climate”, revealed that employees have positively perceived the organizational
climate also highlighted that among variables age, education, income and experience, only
education has some influence on the perception.
4. NEED FOR THE STUDY
The present study has undertaken to evaluate the influence of age on organizational climate
with respect to the employees of public and private sector banks. And to make a comparative
analysis of organizational climate between public and private sector banks. As earlier studies
reveal that climate varies from organization to organization.so every organization has to be
attentive towards their organizational climate. The present study has made an attempt to find
is there any significant perceptional differences of age on organizational climate and between
the sectors of the employees.
5. OBJECTIVES OF THE STUDY
The main objective of the study has been to explore the employees‟ perception of the
organizational climate prevailing in public and private sector banks. The incidental objectives
of the study were as under:
1. To Study the effectiveness of employees‟ education on organizational climate prevailing in
public and private sector banks.
Nagaraju B and Pooja J
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2. To study the employees‟ perceptional differences on organizational climate in public and
private sector banks with respect to education.
6. HYPOTHESIS OF THE STUDY
Based upon the following objectives the following hypotheses have been drawn for further
testing:
H0: There is no significant difference in employee‟s education on organizational climate
prevailing in public and private sector banks.
H1: There is a significant difference in employee‟s education on organizational climate
prevailing in public and private sector banks
H0: There is no significant perceptional differences of employees on organizational climate in
public and private sector banks with respect to education.
H1: There is a significant perceptional differences of employees on organizational climate in
public and private sector banks with respect to education.
7. METHODOLOGY
In the present study data has been collected from 150 employees working in public and
private sector banks. Simple random sampling method was used for the selection of the
employees from each bank for data collection. 92 respondents were from public sector bank
and 58 were from private sector bank.
To collect data standardized questionnaire developed same has been used for the data
collection for the same study. Data was collected through structured questionnaire on a five
point Likert Scale as “Strongly disagree “to “strongly agree” and rating given as 1 to 5
respectively. The questionnaire used consist of two categories i.e. the demographic
description of the employees working in different organizations (which includes gender,
experience, qualification, salary, managerial cadre etc.) and the second category includes
Organizational Climate factors. The collected data has been analyzed by applying relevant
statistical techniques i.e. mean score, standard deviations, and F-test (ANOVA). The F-test
i.e. has been used to ascertain whether the employees‟ perception on different aspects of the
study as mentioned in the objectives of the study differ significantly or not.
8. DATA ANALYSIS AND INTERPRETATION
8.1. Impact of education qualification on organizational climate
N Mean
Std.
Deviation
Work area has a safe working environment
Diploma 1 5.0000 .
Graduate 58 3.8966 .74197
Post-graduation 90 4.2778 .86151
others 1 4.0000 .
Total 150 4.1333 .83277
Sum of
Squares df Mean Square F Sig.
Work area has
a safe working
environment
Between Groups 5.898 3 1.966 2.946 .035
Within Groups 97.435 146 .667
Total 103.333 149
Effectiveness of Employee‟s Education on Organisational Climate - A study of Public and Private
Sector Banks in Karnataka
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For the statement work area has a safe working environment has a significant difference
between educational qualification and working environment with a p- value of .035 < 0.05
8.2. Educational qualification between sectors
Sector N Mean Std.
Deviation
Std. Error
Mean
Work area has a safe working
environment
Public sector 92 4.2500 .76496 .07975
Private sector 58 3.9483 .90655 .11904
F Sig. t df
Sig.
(2-
tailed)
Work area has a safe working
environment
.801 .372 2.188 148 .030
2.106 106.248 .038
The work area has a safe working environment shows a significant difference between the
sector seeking a higher mean in case of public sector which is 4.2500 with a standard
deviation of .76496 whereas for private sector the mean was 3.9483 and SD was .90655 with
a p value = 0.38<0.05.
8.3. Impact of educational qualification on Participative management
N Mean Std.
Deviation
Employees are consulted before taking important
decision
Diploma 1 4.0000 .
Graduate 58 3.3448 .73870
Post-graduation 90 4.0444 .81985
others 1 4.0000 .
Total 150 3.7733 .85253
The management gives respect and power to the
worker‟s representatives in meetings
Diploma 1 3.0000 .
Graduate 58 3.5345 .88289
Post-graduation 90 3.9556 .76307
others 1 4.0000 .
Total 150 3.7867 .83213
Sum of
Squares
df Mean
Square
F Sig.
Employees are consulted
before taking important
decision
Between
Groups 17.368 3 5.789 9.296 .000
Within
Groups 90.926 146 .623
Total 108.293 149
The management gives
respect and power to the
worker‟s representatives in
meetings
Between
Groups 6.920 3 2.307 3.499 .017
Within
Groups 96.253 146 .659
Total 103.173 149
Employees are consulted before taking important decision has a significant difference in
educational qualification and participative management with a p- value of .000.
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P-value of .017 shows that there is a significant difference on educational qualification
and participative management for the statement the management gives respect and power to
the worker‟s representatives in meetings.
8.4. Educational qualification and participative management between sectors
Sector N Mean Std.
Deviation
Std. Error
Mean
Employees are consulted
before taking important
decision
Public sector 92 3.6522 .83119 .08666
Private sector 58 3.9655 .85769 .11262
The management gives respect
and power to the worker‟s
representatives in meetings
Public sector 92 3.6413 .90883 .09475
Private sector 58 4.0172 .63499 .08338
F Sig. t df Sig. (2-tailed)
Employees are consulted
before taking important
decision
1.586 .210 -2.221 148 .028
-2.205 118.466 .029
The management gives
respect and power to the
worker‟s representatives in
meetings
12.765 .000 -2.753 148 .007
-2.979 146.375 .003
With reference to Employees are consulted before taking important decision found to have
a significant difference between the sectors indicating p value of 0.029<0.05. The mean and
SD for Public and Private sector were 3.6522, SD =.83119 and 3.9655 with SD = .85769
respectively.
P-value of .007 and mean value of 4.0172 in private sector banks shows that there is a
significant difference on education qualification and participative management between
public and private sector banks.
8.5. Influence of educational qualification on involvement and commitment
N Mean Std.
Deviation
Employees feels it is the best place to work
and a sense of belongingness.
Diploma 1 5.0000 .
Graduate 58 3.6724 1.12994
Post-
graduation 90 4.1111 .78532
others 1 4.0000 .
Total 150 3.9467 .95388
Sum of
Squares
df Mean
Square
F Sig.
Employees feels it is the
best place to work and a
sense of belongingness
Between Groups 7.909 3 2.636 3.015 .032
Within Groups 127.665 146 .874
Total 135.573 149
Effectiveness of Employee‟s Education on Organisational Climate - A study of Public and Private
Sector Banks in Karnataka
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Employees feels it is the best place to work and a sense of belongingness shows a
significant difference of educational qualification on involvement and commitment with a p-
value of .032.
8.6. Involvement and commitment between sectors
Sector N Mean Std.
Deviation
Std. Error
Mean
Employees feels it is the best
place to work and a sense of
belongingness.
Public sector 92 3.7935 1.02215 .10657
Private sector 58 4.1897 .78264 .10277
F Sig. t df Sig. (2-tailed)
Employees feels it is the best
place to work and a sense of
belongingness.
1.400 .239 -2.521 148 .013
-2.676 142.376 .008
For the statement Employees feels it is the best place to work and a sense of
belongingness' it too found a significant difference between the sectors stating the p value
as.008<0.05. The mean value for Private sector was 4.1897, SD= .78264 and for Public sector
it stood at 3.7935 and SD of 1.02215 indicating that Private sector had best place to work.
Mean value of 4.1897 and p- value of .013 shows that there is a significant difference of
involvement and commitment between public and private sector banks for the statement
employees feels it is the best place to work and a sense of belongingness.
8.7. Impact of educational qualification on Welfare concern
N Mean Std. Deviation
Group insurance and other facility
(benevolent, leave fare concession) provided
by the banks are beneficial.
Diploma 1 4.0000 .
Graduate 58 3.6552 .92815
Post-graduation 90 4.1556 .88573
others 1 4.0000 .
Total 150 3.9600 .92599
Sum of
Squares
df Mean
Square
F Sig.
Group insurance and other
facility (benevolent, leave fare
concession) provided by the
banks are beneficial.
Between
Groups 8.834 3 2.945 3.615 .015
Within Groups 118.926 146 .815
Total 127.760 149
Group insurance and other facility (benevolent, leave fare concession) provided by the
banks are beneficial shows a significant difference on impact of educational qualification and
welfare concern with a p- value of .015.
8.8. Welfare concern between sectors
Sector N Mean Std.
Deviation
Std. Error
Mean
Group insurance and other facility
(benevolent, leave fare concession)
provided by the banks are beneficial
Public sector 92 3.7717 .93882 .09788
Private sector 58 4.2586 .82845 .10878
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F Sig. t df Sig. (2-tailed)
Group insurance and other
facility (benevolent, leave
fare concession) provided
by the banks are beneficial
Equal variances
assumed .030 .863 -3.234 148 .002
Equal variances
not assumed
-3.327 132.328 .001
Mean value of 4.2586 shows more with respect to private sector bank with a p-value of
.002 indicating there is a significant difference between education qualification and welfare
concern between public and private sector for the statement Group insurance and other facility
(benevolent, leave fare concession) provided by the banks are beneficial.
8.9. Influence of educational qualification on motivation
N Mean Std. Deviation
The centralized authority in the
organization motivates employee‟s
efficiency.
Diploma 1 4.0000 .
Graduate 58 3.5345 1.04656
Post-
graduati
on
90 4.1111 .79950
others 1 4.0000 .
Total 150 3.8867 .93792
Sum of
Squares
df Mean
Square
F Sig.
The centralized authority in the
organization motivates employee‟s
efficiency.
Between
Groups 11.753 3 3.918 4.794 .003
Within Groups 119.320 146 .817
Total 131.073 149
The centralized authority in the organization motivates employee‟s efficiency with a p-
value of .003 shows that there is a significant difference between impacts of educational
qualification on motivation.
8.10. Motivation between sectors
Sector N Mean Std.
Deviation
Std.
Error
Mean
The centralized authority in the
organization motivates employee‟s
efficiency.
Public sector 92 3.7717 .97331 .10147
Private sector 58 4.0690 .85557 .11234
F Sig. t df Sig. (2-
tailed)
The centralized
authority in the
organization
motivates
employee‟s
efficiency.
Equal
variances
assumed
.212 .646 -1.907 148 .048
Equal
variances not
assumed
-1.963 132.646 .042
Effectiveness of Employee‟s Education on Organisational Climate - A study of Public and Private
Sector Banks in Karnataka
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Mean value of 4.0690 and p-value of .048 shows that there is a significant difference
between public and private sector on motivation for the statement the centralized authority in
the organization motivates employee‟s efficiency.
8.11. Influence of educational qualification on training and development
N Mean Std.
Deviation
Training and development enhance
the efficiency and effectiveness of
the work being performed by the
employees.
Diploma 1 5.0000 .
Graduate 58 3.7241 1.16669
Post-graduation 90 4.3000 .64390
others 1 4.0000 .
Total 150 4.0800 .92337
Training needs identified are
realistic, useful and based on the
business strategy of the bank.
Diploma 1 4.0000 .
Graduate 58 3.6897 1.14259
Post-graduation 90 4.2000 .69022
others 1 4.0000 .
Total 150 4.0000 .91959
Sum of
Squares
df Mean
Square
F Sig.
Training and development
enhance the efficiency and
effectiveness of the work being
performed by the employees
Between Groups 12.554 3 4.185 5.336 .002
Within Groups 114.486 146 .784
Total 127.040 149
Training needs identified are
realistic, useful and based on the
business strategy of the bank.
Between Groups 9.186 3 3.062 3.827 .011
Within Groups 116.814 146 .800
Total 126.000 149
Training and development enhance the efficiency and effectiveness of the work being
performed by the employees with a p-value of .002 shows that there is a significant difference
on the impact of educational qualification on training and development.
P-value of .011 shows that there is a significant difference influencing training and
development by educational qualification for the statement Training needs identified are
realistic, useful and based on the business strategy of the bank.
8.12. Training and development between sectors
Sector N Mean Std.
Deviation
Std. Error
Mean
Training and development
enhance the efficiency and
effectiveness of the work being
performed by the employees
Public sector 92 3.9239 1.01887 .10622
Private sector 58 4.3276 .68538 .09000
Training needs identified are
realistic, useful and based on
the business strategy of the
bank.
Public sector 92 3.8696 .97459 .10161
Private sector 58 4.2069 .78937 .10365
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F Sig. t df Sig.
(2-
tailed)
Training and
development enhance
the efficiency and
effectiveness of the work
being performed by the
employees
Equal variances assumed .333 .565 -2.660 148 .009
Equal variances not
assumed
-2.899 147.334 .004
Training needs identified
are realistic, useful and
based on the business
strategy of the bank.
Equal variances assumed .052 .820 -2.216 148 .028
Equal variances not
assumed
-2.324 138.865 .022
Training and development enhance the efficiency and effectiveness of the work being
performed by the employees has a mean value of 4.3276 more in private sector bank and also
with a p-value of .009 indicating there is a significant difference between public and private
sector banks on training and development,
Mean value of 4.2069 and p- value of .022 this too shows a significant difference between
public and private sector banks on training and development for the statement „Training needs
identified are realistic, useful and based on the business strategy of the bank‟.
8.13. Impact of educational qualification on empowerment
N Mean Std.
Deviation
Empowerment makes employees feel that they are
vital to the success of the organization.
Diploma 1 4.0000 .
Graduate 58 3.7931 .93205
Post-graduation 90 4.1667 .64040
others 1 4.0000 .
Total 150 4.0200 .78124
Empowered employees facilitate the process of
positive change in the organization.
Diploma 1 4.0000 .
Graduate 58 3.7931 .91304
Post-graduation 90 4.1778 .57236
others 1 4.0000 .
Sum of
Squares
df Mean
Square
F Sig.
Empowerment makes employees
feel that they are vital to the
success of the organization.
Between Groups 4.923 3 1.641 2.785 .043
Within Groups 86.017 146 .589
Total 90.940 149
Empowered employees facilitate
the process of positive change in
the organization.
Between Groups 5.221 3 1.740 3.314 .022
Within Groups 76.673 146 .525
Total 81.893 149
Empowerment makes employees feel that they are vital to the success of the organization
with a p-value of .043 shows that there is a significant difference of educational qualification
on empowerment.
P-value of .022 shows that there is a significant difference on empowerment by
educational qualification for the statement Empowered employees facilitate the process of
positive change in the organization.
Effectiveness of Employee‟s Education on Organisational Climate - A study of Public and Private
Sector Banks in Karnataka
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8.14. Empowerment between sector
Sector N Mean Std.
Deviation
Std. Error
Mean
Empowerment makes employees
feel that they are vital to the
success of the organization.
Public sector 92 3.9022 .79917 .08332
Private sector 58 4.2069 .71962 .09449
Empowered employees facilitate
the process of positive change in
the organization.
Public sector 92 3.9348 .78172 .08150
Private sector 58 4.1724 .65260 .08569
F Sig. t df Sig. (2-
tailed)
Empowerment makes
employees feel that
they are vital to the
success of the
organization.
Equal variances
assumed 2.505 .116 -2.362 148 .019
Equal variances not
assumed
-2.419
130.63
1 .017
Empowered employees
facilitate the process of
positive change in the
organization.
Equal variances
assumed .001 .974 -1.929 148 .048
Equal variances not
assumed
-2.009
136.69
9 .046
Empowerment makes employees feel that they are vital to the success of the organization
has a mean value of 4.2069 I private sector bank showing a significant difference between
public and private sector banks on empowerment with a p-value of .019.
Mean value of 4.1724 is also more in private sector banks with a p-value of .048
highlights that there is a significant difference between public and private sector banks for the
statement‟ Empowered employees facilitate the process of positive change in the
organization‟.
8.15. Impact of educational qualification on career
N Mean Std. Deviation
Career opportunities are pointed out to
juniors by the senior officers in the
organization.
Diploma 1 4.0000 .
Graduate 58 3.4828 1.06361
Post-graduation 90 3.9889 .71098
others 1 4.0000 .
Total 150 3.7933 .89215
Sum of
Squares
df Mean
Square
F Sig.
Career opportunities
are pointed out to
juniors by the senior
officers in the
organization.
Between
Groups 9.122 3 3.041 4.055 .008
Within Groups 109.472 146 .750
Total 118.593 149
Nagaraju B and Pooja J
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Career opportunities are pointed out to juniors by the senior officers in the organization
with a p- value of .008 shows a significant difference on career due to educational
qualification.
8.16. Career between sectors
Sector N Mean Std. Deviation Std. Error
Mean
Career opportunities are pointed
out to juniors by the senior
officers in the organization
Public sector 92 3.6522 .97704 .10186
Private sector 58 4.0172 .68803 .09034
F Sig. t df Sig. (2-
tailed)
Career
opportunities are
pointed out to
juniors by the
senior officers in
the organization
Equal
variances
assumed
10.257 .002 -2.483 148 .014
Equal
variances not
assumed
-2.681 146.124 .008
It was found that there was a significant difference between the sector as per the p value =
.008<0.05 with response to Career opportunities are pointed out to juniors by the senior
officers in the organization. It seemed to be significantly higher in private sector when
compared to Public sector.
9. FINDINGS
According to the academic qualifications the respondents have been categorized in four layers
i.e. diploma. Graduate, post-graduation and others. The F-value and p-value between sectors
and educational qualification with respect to organizational climate leads to the rejection of
the null hypothesis .The main purpose of the study was to investigate that there is significant
difference between the perception of the employees of public and private sector banks with
respect to educational qualification on organizational climate.
The obtained data were analyzed in the light of the objectives and hypothesis proposed in
the study. For this purpose ANOVA was carried out so that a comparison can be done. The
summary of the ANOVA of work with respect to educational qualification on organizational
climate in public and private sector banks have a significant difference. Hence the null
hypotheses stating there is no significant difference in the perception of employees regarding
organizational climate with respect to their educational qualifications is rejected and also
there is no significant difference in the perception of employees regarding organizational
climate in different public and private sector banks with respect to education is also rejected.
10. CONCLUSIONS
It goes beyond saying that organizational climate describes the assurance and perceptions of
the organization and is quite particular in its description. Yet the employees‟ perception of the
same leads to the variety in image building of the organization. Organizational climate leads
to the smooth working of any organization, it is very essential to study the organizational
climate and various factors which directly or indirectly influence the climate of any
organization. The results of the present study bring out many interesting facts which may help
the future organization in reshaping their climate. From the results obtained significant
Effectiveness of Employee‟s Education on Organisational Climate - A study of Public and Private
Sector Banks in Karnataka
http://www.iaeme.com/IJMHRM/index.asp 13 editor@iaeme.com
variations have emerged in the perception of overall organizational climate on the basis of
serving sector i.e. public/private sector, the academic qualifications of the respondents.
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