Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Organisational Culture:A Comparative Study of Public Sector and Private Sector Banks in East Delhi


Affiliations
1 Department of Commerce, Delhi School of Economics, University of Delhi, Delhi, India
     

   Subscribe/Renew Journal


There is a significant transformation in the banking sector in India both in the Public and the Private Sector Banks. The everyday scandals makes it imperative to understand the Organisational Culture of the Public and the Private Sector banks. The various terms that are used in association with organisational culture are: values, ethics, beliefs, ethos, climate, and culture. Ethos are the values that give a unique identity to a group. The study has been conducted using the 4 point Instrument of Udai Pareek on OCATAPACE, the Organisational ethos. OCTAPACE is the acronym for eight steps to create functional ethos. OCTAPACE stands for Openness, Confrontation, Trust, authenticity, Pro-action, Autonomy, Collaboration, and Experimenting. The research is undertaken through a primary survey in 32 branches of the Public Sector and Private Sector banks in East Delhi. The findings of the study indicate that there is an interrelationship between various factors of the OCTAPACE profile in case of the two types of banks. There seems to be no significant differences between the OCTAPACE profiles of the two types of banks.

Keywords

Organizational Culture, OCTAPACE, Public Sector Banks, Private Sector Banks.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Bajaj, H. (2009). Organisational culture in bank mergers & acquisitions. Indian Journal of Industrial Relations, 45(2), 229-242.
  • Bansal, P. C. (2007). Organisational Culture and Employee’s Morale. Indian Journal of Industrial Relations, 43(2), 291-295.
  • Bhatt, P. (2012). HRD in emerging economies- research perspectives in Indian Banking. Indian Journal of Industrial Relations, 47(4), 665-672.
  • Biswas, S. N. (1993). Perceptions of organisational climate and effectiveness: A comparative study of district co-operative banks and regional rural banks. Indian Journal of Industrial Relations, 28(3), 225-237.
  • D'Souza, E. (2002). How well have public sector banks done? A note. Economic and Political Weekly, 37(9), 867-870.
  • Gani, A., & Shah, F. A. (2001).Correlates of organisational climate in banking industry. Indian Journal of Industrial Relations, 36(3), 301-322.
  • Joshi, R. J. (2001). High performance culture. Indian Journal of Industrial Relations, 37(1), 18-30.
  • Kanagaretnam, K., Lim, C. Y., & Lobo, G. J. (2011).Effects of national culture on earnings quality of banks. Journal of International Business Studies, 42(6), 853-874.
  • Khandelwal, A. K. (2005). Criticality of HR reforms for public sector banks in the new era. Economic and Political Weekly, 40(12), 1128-1135.
  • Lather, A. S., Puskas, J., Singh, A. K., & Gupta, N. (2010). Organisational culture: A study of selected organisations in the manufacturing sector in the NCR. Agricultural Economics-Czech, 56(8), 349-358.
  • Mankidy, J. (1996). Changing employment relations in banking: the emerging role of management. Indian Journal of Industrial Relations, 31(3), 291-306.
  • Mohan, T. R. (2004). Comparing performance of public and private sector banks: A revenue maximisation efficiency approach. Economic and Political Weekly, 39(12), 1271-1276.
  • Mohan, T. R. (2008, Aug). Reforming the banking sector. Economic and Political Weekly, 43(32), 28-31.
  • Nilakant, V. (1987).A framework for understanding change in public sector enterprises. Economic and Political Weekly, 22(35), M111-M114.
  • Pareek, U. (2002). Training instruments in HRD and OD (2nd ed.). New Delhi, India: Tata McGraw-Hill Publishing Company Limited.
  • Pareek, U. (2006). Organisational culture and climate. Hyderabad: The ICFAI University Press.
  • Pillai, P. R. (2008). Influence of HRD climate on the learning orientation of bank employees. Indian Journal of Industrial Relations, 43(3), 406-418.
  • Schein, E. H. (1992). Organisational culture and leadership. San Francisco: Jossey-Bass Inc.
  • Vijayalaxmi, S. (2014). Impact of Octapaceculture: A study of selected IT organisations in Bangalore. Vidyaniketan Journal of Management and Research, 2(1), 73-88.
  • Warrick, D. D., Milliman, J. F., & Ferguson, J. M. (2016).Building high performance cultures. Organisational Dynamics, 45(1), 64-70.

Abstract Views: 17

PDF Views: 0




  • Organisational Culture:A Comparative Study of Public Sector and Private Sector Banks in East Delhi

Abstract Views: 17  |  PDF Views: 0

Authors

Saumya Aggarwal
Department of Commerce, Delhi School of Economics, University of Delhi, Delhi, India

Abstract


There is a significant transformation in the banking sector in India both in the Public and the Private Sector Banks. The everyday scandals makes it imperative to understand the Organisational Culture of the Public and the Private Sector banks. The various terms that are used in association with organisational culture are: values, ethics, beliefs, ethos, climate, and culture. Ethos are the values that give a unique identity to a group. The study has been conducted using the 4 point Instrument of Udai Pareek on OCATAPACE, the Organisational ethos. OCTAPACE is the acronym for eight steps to create functional ethos. OCTAPACE stands for Openness, Confrontation, Trust, authenticity, Pro-action, Autonomy, Collaboration, and Experimenting. The research is undertaken through a primary survey in 32 branches of the Public Sector and Private Sector banks in East Delhi. The findings of the study indicate that there is an interrelationship between various factors of the OCTAPACE profile in case of the two types of banks. There seems to be no significant differences between the OCTAPACE profiles of the two types of banks.

Keywords


Organizational Culture, OCTAPACE, Public Sector Banks, Private Sector Banks.

References





DOI: https://doi.org/10.17492/pragati.v5i2.14378