CHAPTER-1

➢ INTRODUCTION
➢ OBJECTIVE OF STUDY
➢ METHODOLOGY OF STUDY

1
 INTRODUCTION

The Indian banking scenario has been changing drastically due to high

degree of competitiveness and paradigms shift in customer expectation after

economic reforms. The rate of women higher education and Governments

reservation policy create more employment opportunities for women. The life

style of the Indian women is still in traditional and they have to attend both

inside and outside the family. The work life balance for women employees in

banking industries is the order of the day. The work life balance of women

employees in banking sector is to determine the level work life balance which is

having high importance on their total well being and enhance their productivity

and entire banking growth.

From the ancient times, the women were considered with respect and

dignity. During this period, there were women and they were held in high

esteem. In households, women were given respect and they even rendered a

significant contribution in the making of decisions and administrative functions.

They were made aware in terms of all areas and played an important part in

politics as well. In the last two decades, women-owned businesses have picked

up a high pace in India. The emergence and growth of women-owned

2
enterprises have greatly contributed towards the economic growth and

development of India. In our country most of the women enterprises are

related to service sectors. Women entrepreneurs have contributed not only for

economic development but also provided opportunity for employment

especially for women job-seekers. However, it is to be taken into consideration

that woman entrepreneurs have to face a lot of hurdles and problems

especially in fund generation. A women entrepreneur should have a good

source of knowledge with regard to finance. Finance is the backbone of any

firm, and lack of adequate financial support makes it very difficult to carry

forward the business activities. The researcher has focused on the role of banks

and their contributions in encouraging women entrepreneurs.

Women entrepreneurship is the process in which women initiate a

business, gathering all resources, undertake risks, face challenges. Provides

employment to others and manages the business independently.

Approximately 1/3 of the entrepreneurs in the world are women

entrepreneurs.

According to definition given by Government of India – “A women

Entrepreneur is defined as an enterprise owned and controlled by women

3
having a minimum financial interest of 51% employment generated to

women”.

Women Entrepreneurship refers to business or organisations started by a

change role of women due to growth in education, urbanisation,

industrialisation and awareness of democratic values.

Women entrepreneurs can broadly Classified into five categories:

1) Affluent Entrepreneurs:-These are daughters and wives of wealthy

4
businessmen. These women have the financial aid and the necessary resources

to start a new enterprise and take business risks.

2) Pull Factors:-These are educated women living in urban areas with or

without work experience who take the risk of a new enterprise with the help of

financial institutions and commercial banks. These women take up a new

business as a challenge in order to be financially independent.

3) Push Factors:-These women take up some business activity in order to some

business activity in order to overcome financial difficulties. Generally windows

and single women manage an existing family business or develop a new

business due to difficult family situations.

4) Rural Entrepreneurs:-These women belong to rural areas and choose a

business suiting their resources and knowledge. Business carried out involves

low investment, minimum risk and does not require any special skills.

5) Self-employed Entrepreneurs:-They are uneducated women who fall below

the poverty line. They choose tiny and small enterprise which is convenient to

mange and adequate for the sustenance of her family.

The number of women on company boards has increased from 5% in

2012 to 13% in 2018, according to the study, which evaluated 60 companies,

including global capability centres (GCCs), technology service providers and

5
start-ups, and analysed various organisational policies and practices. This, it

said, was primarily because of the mandate of having at least one woman on

every company’s board of directors.

Large firms, the study said, have the highest gender representation at

33%, while medium-sized ones have 27%, and small companies only 21%.

About 25% of the employees of global multinational corporations, or MNCs

(organizations of international origin that have a presence in India), are women,

while women make up only 30% of the workforce in domestic MNCs and 31% in

non-MNC firms

OBJECTIVES OF THE STUDY

1) To identify the problems of women in the Indian banking sector.
2) To suggest the measures to overcome the problems.

METHODOLOGY
The present study is based on secondary data and the data were collected
from journals, books, news papers, RBI annual reports and other websites.

6
CHAPTER-2
➢ PROFILE AND QUALITIES OF WOMEN
EXECUTIVES IN BANKING SECTOR

7
 PROFILE AND QUALITIES OF WOMEN
EXECUTIVES IN BANKING SECTOR

Women are gradually making their leadership presence felt in

entrepreneurship, administration, education, engineering, health, etc. at

regional, national, and global levels. Women are now resolved to break the

traditional glass ceiling that barred them from entering leadership positions

even if they possessed requisite skills and talent to occupy them. Women are

constantly evolving and reaching new milestones across a wide spectrum of

human activities in modern times.

Every organization needs a leader, irrespective of its size and functions.

A leaderless organization is a "muddle of men and machine"; a country

without leadership is anarchy; a society without leadership is a violent and

dangerous place to live. A leader is a person who influences and encourages a

group of people to work towards the realization of goals. The hallmark of

leadership is the capacity to influence others towards accomplishing goals and

towards betterment. It is a set of leadership qualities inherent or cultivated in

person or persons who develop themselves into great leaders with mass

following. Leaders can be either men or women. Although leadership skills are

8
acquired and shown by both men and women, there exists certain differences

in the basic traits and qualities possessed by men and women leaders. Men

and women mostly show distinctly different styles of leadership.

Women leaders are more transformational than men leaders. They

function as a role model for their subordinates. They inspire their team and

spend a lot of time coaching their team. They care a lot about their personal

development. Women leaders emphasize teamwork and authentic

communication as a key to success. For most women leaders, leadership is not

meant only for accomplishing organizational goals but for transforming their

followers into better people. Women leaders are invariably focused on

completion of tasks assigned within deadlines. From an operational point,

completing day-to-day tasks are necessary to ensure smooth functioning of

the company. Women leaders generally prefer leading and creating flat

organizational structures that enables all to work in a collegial atmosphere

interpedently. Flat organizational structure overlooks the experience and

knowledge of seasoned employees and the manager. Women leaders usually

are critical of hierarchical structure of organization.

9
1) ANJALI BANSAL, is the non-executive Chairperson of Dena Bank. She

is also the founder of Avaana Capital. She was previously global Partner and

Managing Director with TPG Growth PE, Spencer Stuart India CEO, and strategy

consultant with McKinsey and Company in New York and India.

She serves as an independent non-executive director on the public

boards of GlaxoSmithKline (GSK) Pharmaceuticals India, Bata India

Limited, Tata Power, Voltas, and is on the Advisory Board of the Columbia

University Global Centre’s, South Asia. She heads NITI Aayog Women

Entrepreneurship Platform Investment Council, serves on the managing

committee of the Indian Venture Capital Association,. She has a Bachelor

in Computer Engineering from Gujarat University and a Masters in

International Finance and Business from Columbia University.

10
2) BINDU, is the co-founder and chair of Dvara Group of

Companies that includes Dvara KGFS, Dvara Solutions and Dvara

Research. Priorto this Bindu worked at ICICI bank for 7 years as a

Founding member of the microfinance practice.

She was a member of RBI Committee on comprehensive Financial

Services for Low-Income Households and Small Businesses. Bindu is a member

of the Taskforce of the Insolvency & Bankruptcy Board of India. She also

currently serves as a Nominee Director for National Stock Exchange on the

Board of CAMS. She is a member of the Advisory Boards of Columbia

University’s India Initiative and Equal Community Foundation. She holds a

Masters Degrees from the Institute of Rural Management (IRMA) and Harvard

University’s John F.Kennedy School of Government.

11
3) BRINDA JAGIRDAR, is an independent consulting economist and an

Independent Director on corporate boards. She is a member of the Research

Advisory Committee of the Indian Institute of Banking and Finance, Mumbai

and Visiting Faculty, National Institute of Bank Management, Pune. She is on

the Advisory Board of Bodhi Tree Corporate Advisors, a boutique investment

bank specializing in credit rating evaluation and advisory and management

consulting. She retired as General Manager and Chief Economist, State Bank of

India, based at its Corporate Office in Mumbai. Dr Brinda Jagirdar was

associated with the Raghuram Rajan Committee on Financial Sector Reforms in

India. She has a Ph.D in Economics, Ms in Economics from the University of

California and MA in Economics from Pune University.

12
4) MADHABI PURI BUCH, is a Whole Time Member of Securities and

Exchange Board of India (SEBI) from 2017 and currently oversees the

departments of Information Technology, Economic Policy & Analysis, Integrated

Surveillance, Investment Management & Collective Investment Schemes.

Prior to joining SEBI, Madhabi was the CEO of Agora Advisory and was an

Executive Director on the boards of Innoven Capital, Zensar Technologies &

Max Healthcare. She also served as the Managing Director and Chief Executive

Officer at ICICI Securities Limited and as the Executive Director, on the Board of

ICICI Bank. She started her career as a Social Worker in 1988 with Professional

Assistance For Development Action (PRADAN).

13
5) RANJANA KUMAR, a prominent Indian Banker with over 4

decades of experience was the first woman to become the head of a

public sector bank in India as well as the first woman Vigilance

Commissioner, Central Vigilance Commission. Ranjana was the

Chairperson and Managing Director of Indian Bank, Chairperson of

National Bank for Agriculture and Rural Development (NABARD),

Executive Director holding concurrent charge as Chairman and Managing

Director of Canara Bank, and CEO of the US operations of Bank of India

based in New York. She is an Independent Director of several public

limited companies.Ranjana has authored a book- ‘A New Beginning – The

Turnaround Story of Indian Bank’. She is on the Investment Committee of

Tirumala Tirupati Devasthanam.

14
6) SHIKHA SHARMA, was the managing director and CEO of Axis Bank,

the third largest private sector bank in India, from 2009 to 2018. Sharma joined

Axis Bank in 2009 and focused on strengthening its retail lending franchise,

enlarging its investment banking and advisory capabilities and developing a

comprehensive portfolio of products. She has more than three decades of

experience in the financial sector having begun her career with ICICI Bank in

1980. In her 29-year tenure with the ICICI group, she was instrumental in

setting up ICICI, besides setting up various group businesses for ICICI, including

investment banking and retail finance. In her last assignment at ICICI, she was

the Managing Director & CEO of ICICI Prudential Life Insurance Company. She is

an alumnus of Lady Shri Ram College for Women & IIM Ahmedabad.

15
7) SHYAMALA GOPINATH, has over four decades of experience in

financial sector policy formulation in different capacities at Reserve Bank of

India (RBI). As Deputy Governor of the RBI for seven years and member of

RBI’s board of directors, she handled some of the critical portfolios in the

Reserve Bank, such as, financial markets, including regulation and management

of government debt and exchange rate, management of foreign exchange

reserves, and banking regulation and supervision.

Between 2001 and 2003, she was deputed to International Monetary

Fund (IMF). She served as Chairperson of the Advisory Board on Bank,

Commercial and Financial Frauds from 2012-2014. Presently, she is a director

on the board of several companies, including non-profit entities.

16
8) USHA THORAT, is the former Deputy Governor of Reserve Bank

of India RBI). She is a BA (Honours) in Economics from Delhi Univeristy’s

Lady Shri Ram College (LSR) and MA from Delhi School of Economics in

1971. She joined RBI in 1972 as a probationary officer. As Execuitve

Director she represented India on the Committee for Global Financial

Stability set up by Bank for International Settlements.

During 2008-2010 she represented RBI on the Basle Committee

for Banking Supervision and the Board of the Securities Exchange Board

of India. After stepping down from RBI, she became the first Director of

the Centre for Advanced Financial Research (CAFRAL), Post her

retirement from RBI, Usha has served on several important RBI

appointed committees.

17
9) USHA SANGWAN, was the first ever woman Managing Director of Life

Insurance of Corporation (LIC). Usha is a PG in Economics, PG Diploma holder

in Human Resource Management and Licentiate from Insurance Institute of

India. She joined LIC as Direct Recruit Officer in 1981. She at present is the

Board Member of Axis Bank, Grasim Industries Ltd., and Bombay Stock

Exchange Ltd.

She had started Direct Marketing Channel in LIC along with online

sale of policies. She also brought LIC into Social Media.

18
10) ANURADHA RAO, is the Deputy Managing Director of State

Bank of India (SBI)-country’s largest public sector bank. She has a total

experience of 36 years. In her last role she was the Managing Director &

CEO of SBI Mutual Fund. Before being promoted as Deputy Managing

Director, she assumed various positions including Chief General

Manager, Personal Banking in SBI, Mumbai, General Manager (Network

I & II), LHO, Kolkata Circle; General Manager (Marketing & Cross Selling),

National Banking Group (NBG), Mumbai (Sep 2011 to Aug 2012); Deputy

General Manager (Home Loans), Real Estate H&HD, NBG, Mumbai (June

2008 – Sep 2011); and as VP (Credit) Chicago. Anuradha Rao had joined

the bank as Probationary Officer in 1982. She holds a post-graduation in

Physics and is also a Certified Associate of Indian Institute of Bankers

(CAIIB).

19
 CHAPTER-3
➢ PROBLEMS OF WOMEN EXECUTIVES IN BANKING
SECTOR
➢ HUMAN RESOURCES ASPECTS RELATING TO
WOMEN EXECUTIVES IN BANKING SECTOR

20
 PROBLEMS OF WOMEN EXECUTIVES IN
BANKING SECTOR

Inequality based on gender is an ongoing ethical issue that many women

still face in the workplace. Gender inequality refers to unfair treatment and

perceptions on another person’s gender and tends to happen a lot in many

different companies and organizations. These types of inequality can range

from women getting paid less than men or women not chosen for high

positions in companies such as CEOs. As Hannah Gould points out in her

newspaper article, “We're good at citing examples of women in influential

posts, but in reality, women hold only 14% of board seats and 2% of CEO

positions in the financial services despite making up 60% of its global

workforce.”

Like in any other organizations, women executives face problems in

banking sector as well. These problems are explained as follows:

1) Work place Discrimination:-

There are hardly any women holding top executive positions in banks

because of job inequalities. Women in banks are facing inequalities on pay

21
and promotion. They also face so even on the training front. They are not

generally sponsored training to equip them to become senior executives. They

are not given opportunities in overseas branches as bankers assume that if

women employee is not ready to leave the hometown on a transfer how she

can go abroad. Women are less often considered for more prestigious

departments such as advances and foreign exchange. Women officers also

complain that they are trapped in staff positions and are snidest chosen for

overseas postings. There is evidence that women managers are increasingly

demanding equal treatment on the job, which can enable less confident

women, shed their inhibitions and the confident and ambitious women

officers can get suitable experience, visibility and above all an opportunity to

prove their managerial competency. However, senior officers refute the

charge of discrimination and maintain that most of the women employees

whether at officer or clerical level did not want to be away from their homes

for outside assignment.

2) Attitude of Trade Unions:-

Banks union which constitute a powerful pressure, have so far been lukewarm

to women's causes. All the key positions in the union are occupied by men

22
who lack empathy and understanding of women employees' problems and

hence cannot solve their problems. Union leaders take up problems that bring

high popularity to them rather than women problems that he low in their

agenda. Some trade union leaders say that they are not interested in taking

ladies as office bearers because they have no confidence in putting their

problems with power. Unfortunately for the women employees unions am

also indifferent to their problems.

3) Dual Responsibilities:-

Women executives shoulder the dual responsibility of household chores

and hank responsibilities. The responsibility of the hank interferes with the

household responsibilities and vice-versa. Hence it becomes increasingly difficult

to manage the domestic activities like care and nurture of family members

including children. Lack of day care centers; even in big cities poses a major

problem for married women executives. The education of the children gets

affected. Their relationship with the family gets affected and the husband wife

relation may also get affected. Such dual responsibilities may develop stress

especially among the married women executives.

23
 4) Lack of Self-confidence:-

The self-confidence of an individual in his/her capabilities needs recognition

and reassurance from others as well. This seems to be lacking in case of women

in managerial jobs in the banks. An attitudinal study attributes the slots rise of

women in managerial positions to: (a) their own attitude of putting their family

first. (b) The resistance of men to accept women as worthwhile peers and

bosses. (c) The influence of the unfavourable male attitudes on organizational

decisions concerning women's advancement. Women apprehend that their

unconventional behaviour might not get soda, approval. For example paying

courtesy calls to higher ups. Customers, moving about with male colleagues,

are misinterpreted by male as well as society. They most offered help to get

over these blocks and find ways in dealing with such issues in a less threatening

manner.

5) Glass Ceiling:-

Women executives in banks face the problem of glass ceiling wherein

male colleagues see to it that women do not perform and pass derogatory

remarks at them. The women executives are often denied foreign

assignments. However, there are certain women officers who do not want to
24
get into the rat race and do not feel the need to get involved in organizational

politics and hence accept stagnation in their career.

6) Problem of Promotions and Transfers:-

In banking sector promotion has inherent transfers. Hence, the social

and family lives of women executives get hampered. The education of the

children gets affected, their relationship with the family gets affected and the

husband-wife relation also gets affected. There are many women whose

husbands are working elsewhere, seek transfers to their husband's place of

posting. If that is not possible they are forced to quit their bank jobs in order to

join their husbands.

7) Problem of Social Networking:-

Women employees face a lot of networking problems, as they do not have

time to attend informal meetings. This is because they have to cater to the

needs of their family. Hence they often tend to avoid social network at

workplaces, which are overly dominated by men, and they often try to confine

themselves to their seats and cabins. As a consequence of social isolation

whether imposed by others of inflicted by oneself, working experience an

intense feeling of loneliness. In a study of Indian women mangers including

25
several officers in banks, the respondents expressed the desire to be included

in the social networking in their job. A study of alienation among bank

employees were found to be significantly more alienated in terms of work

alienation than their male counter parts. Besides the loss of sense of belonging

and a camaraderie which in themselves are important losses. Social isolation of

women employees also deprives them of valuable information about the

organization politics and other major facets of organizational hierarchy. The

problem of loneliness becomes more acute in case of women officers who are

fewer in number than women clerks. Women officers often find it difficult to

relate freely with their women clerks as friends for fear of disturbing the formal

hierarchical relations.

Strategies to Overcome from the Problems

The first step in addressing the unconscious biases and assumptions is to

get people recognize and understand these in their own thoughts and

behavior. Management may require some training to help them do this. Some

firms are taking measures to improve awareness of gender issues, using

workshops and reverse mentoring the second, and perhaps the most

important step in eliminating biases is ensuring that these assumptions about

26
what it takes to be an effective leader do not influence hiring decisions,

promotions, the allocation of career opportunities and performance

evaluations. To bring this about, senior management should change their

recruitment and promotion criteria and set targets for attracting and

developing a diverse set of leaders.

Employers who want to help women advance to the top must do more to

make allowances for life outside of work. They must make sure that even

ambitious and talented employees do not feel that they will have to work

hours incompatible with a family life. Women in banking who require flexible

working conditions need to feel emotionally empowered to take full

advantage of them.

The Women's Wing of the AICOBOO has been taking up these issues

systematically. One outcome of their work has been the charter of demands

they submitted to their union confederation. These included: Infrastructural

facilities such as creches and day care centres. Provision of hostels for working

women, accommodation for divorced, separated and widowed women with

children.

Special leave with a lien on service, for up to say five years, to meet certain

27
contingencies specific to women, extending this facility to men also whenever

required.

Provision for a woman with a child less than three years old to work for

fewer hours and receive proportionate pay. Family pension and voluntary

retirement for men and women after twenty years of service.

Although maternity leave (12 weeks in all) is regarded as fairly satisfactory,

additional provisions required are medical benefits, hospitalization, leave for

the purpose of child care, paternity leave for at least ten days, and further

leave for those who have to look after an infant in special circumstances. The

Ministry of Labour is expected to amend the Maternity Benefit Act, 1961,

which presently entitles women to 12 weeks of maternity benefit whereby

employers are liable to pay full wages for the period of leave.

The specific demands put forward by the Women's Wing include a uniform

transfer policy in all banks for women officers, and a cell to deal with women's

issues in every bank's personnel department. They are currently trying to

formulate demands relating to training programme and time off for women to

do union work.

Similarly the All India Bank Employees Association (AIBEA) initiated a

women's wing of the union to take up issues specially affecting women. The
28
Reserve Bank of India has a Women's Forum for the same purpose. The unions

in the LIC have begun to organize women-only meetings and workshops. The

Insurance Employees Association decided in 1991 to organize women

employees more effectively, as the number of women employees was

increasing day by day, with over 75 per cent of the new recruits being women.

The association has

demanded crèches facilities, special leave and better working conditions for

women, and the removal of hidden discrimination. Each PSB has to come out

with a HRD plans for development of women and SC /ST employees. A special

HRD effort has to be put in place for developing these groups in key skills of

banking. Training strategy to focus on staff working in rural areas and women

employees and priority to be accorded for regular in house training to rural

staff. Many of the Banks do not have transfer policy which gives consideration

to the special problems which female officers/employees face their male

counterparts. Government of India, Ministry of Finance and Department of

Financial Services has issued guidelines to all Public Sector Banks including IDBI

& SBI Associates, so that transfers of female officers and employees can be

considered with compassion and their hardship can be mitigated to the extent

29
possible. National Institute of Bank management (NIBM) is also organizing

workshops for female clerical staff, officers and managers.

One way of improving prospects for women could be to restructure the

work, for example with flexible working hours, part time job assignments, split

location positions performed partly at home and job and job sharing

(Mankidey 1988). Banks should be encouraged to have a formal mentorship

program in which new employees are assigned mentors who are responsible

for helping the new recruit to fit into the central core of the organization.

Finally, if financial firms are to make progress on increasing diversity, they

cannot treat it as a side-line activity. Increasing diversity must be a priority for

the most senior management in the firm and not merely for HR.

30
 HUMAN RESOURCES ASPECTS RELATING
TO WOMEN EXECUTIVES IN BANKING
SECTOR

For banking, the importance of human resource management has grown

manifold because the nature of banking industry, which is mainly service based.

The management of people in the organization along with handling the

financial and economic risks at the wider level is the most potent challenges in

front of the banking industry in any given time frame. Efficient and skilled

manpower in the sector can only manage the financial risks that the banks need

to take on regular basis. The Human Resource department is responsible for

finding such talented manpower and placing them in right jobs in the banks.

Apart from the risks in the banking sector, the people handling the day to

day affairs in the banks need to keep the customer satisfaction in mind. The

people working at the front office become the face of the bank and thus it is

the responsibility of the HR to make sure there are eligible people working up

front. They need to make sure that the candidates selected in the banks go

through necessary training before they begin their work, so that they are aware

of the nuances of the core banking industry and customer relationship, better.

31
 The HR management needs to think both about the quantity and quality

requirement in the banking sector and deal with the shortage in the skilled

manpower supply in the sector efficiently.

Importance of Human Resource Management in Banking Sector:

• Plan ahead for recruitment: The ever changing banking industry, with a steady

growth in the past decade, has resulted in many vacancies and overall growth

in the sector. The number of branches of Public sector has risen significantly

and accordingly the requirement for skilled manpower has grown as well. The

HR management team is responsible in any particular banks to analyze future

requirements of their organization and steadily calibrate recruitment process.

• Maintaining a balance of experience and youth in the workforce: The

changing scenario of the banking sector with emergence of online banking and

core banking services, there is a need to incorporate youth energy and

exuberance in

• work. But, there should be a fine balance between the youth energy and

experienced professional, to make it a successful and fruitful combination, just

like in any other sector. Hence, the HR management is responsible for

maintaining this balance and undergo some cultural and management

adjustments to fit in the people working.

32
• Training of the manpower: The technology along with the method of working

in banking sector is changing rapidly. Not only the machines, but approaches to

various schemes, policies and banking facilities are changing with time. The new

recruit and the older ones as well, need to undergo necessary training to grasp

the same from time to time. The human resource management makes sure that

the people working in the banking organization are not suffering from any such

discrepancy. Empowering the employees with training and measuring their

performance afterwards, is what the human resource department needs to

look after.

• Performance management and talent spotting: The HR management remains

responsible for measuring the overall performances of the employees working

in different departments. They focus more on the people who are lacking the

spirit of working in the organization and try to help them improve their

performance for the betterment of the bank. To give importance to the hard-

work and dedication of employees, the HR department provides the adequate

praise and promotion to them.

• Keeping a tab on the personal requirements of the employee: The employee

in any organization seeks for his/her value in the company. They tend to work

even harder once they feel they are an important source for the company and

33
 the company thinks for them in return. Providing pay perks for good works,

keeping some personal information and wishing them at occasions, allowing

leave and keeping a tab on the promotional and transfer requirements are

some of the things that the HR department needs to look into.

• Keeping a tab on retirements and resignations: Talent retention is also the

responsibility of HR department. The HR team is also responsible to make

arrangements to stop the resignations that the employees are giving to a

particular organization. They need to assess and analyze the reasons behind the

decision of leaving the organization by the employees and work upon it to

better the situation. The HR team also needs to have a record of the

retirements planned in few years and make sure that they have recruitment

notifications ready to fill the vacant shoes.

The banking sector is a wide financial and economical industry, which

depends majorly on the workforce. Thus managing and maintaining this

workforce becomes the priority for the HR department in the banks. It is also

important for the HR management team to have a look at the present and

possible future requirements of the banks and work accordingly with the same.

34
CHAPTER-4
➢ SPOTLIGHT ON WOMEN IN BANKING SECTOR

➢ ANALYSIS AND INTERPRETATION

35
SPOTLIGHT ON WOMEN IN BANKING SECTOR

The number of talented women with a finance background joining into

the banking sector is increasing every year. Women constitute a little over

11% of the workforce in the banking industry The Indian government

appointed a committee in the year 2009, to look at human resource issues of

public sector banks under the chairmanship of former Chairman and

Managing Director of Bank of Baroda and Anil Khandelwal. The Khandelwal

Committee made some far-reaching recommendations, some of which were

accepted by banks and the government. According to the committee's report

published in 2010, at that time women accounted for only 17 per cent of

employees in state-run banks, of which only 2.7 per cent of women were in

executive positions.

“Women started joining banks only in the late 70s and mostly at clerical

levels. With career progression reaching an apex, the industry is likely to have

more women at the top in the years to come. And when they do come, they

are not just considered women, but as leaders and role models,” says Subha

Lakshmi Panse, chairperson-cum-managing director (CMD) of Allahabad

Bank, who took over the reins in 2012. Not only in the higher levels that we
36
can see

had the involvement of women but also in the clerical levels also women are

more attracted. Secured family life, attractive salary, favorable working

conditions and the stability in work are some of the reasons that make this

sector more preferable to women.

According to a study by Standard Chartered Bank about women on

corporate boards in India, the financial sector performs best in terms of

gender diversity, nine of the eleven banks listed on BSE-100 have a woman on

their board and two of these banks have a female CEO. In fact, through the

recent recession, Reserve Bank of India had two women deputy governors on

board, Usha Thorat and Shyamala Gopinath. According to the 2013 Catalyst

Census: Fortune 500 Women Executive Officers and Top Earners, women

represented 17.6 percent of executives and 17.9 percent of the board of

directors in the finance and insurance sector. In 2012, women represented

23.1 percent of all senior officers in Financial Post 500 companies, and in 2013

11.4 percent of chief financial Officers of Fortune 500.

The banking Sector in India which was male dominated till 1980’s, in last

three decades the gender equality became fairly poised. Women executives like

Anjali Bansal(Chairperson of Dena Bank), Bindu Anand(co-founder and chair

37
of Dvara group of companies), Brinda Jagirdar(Research Advisory Committee

of the Indian Institute of Banking and Finance, Madhabi Puri (Member of

Securities and Exchange Board of India (SEBI), Buch Ranjana Kumar

(Chairperson of National Bank for Agriculture and Rural Development

(NABARD), Shikha Sharma (managing director and CEO of Axis Bank),

Shyamala Gopinath (Chair person of HDFC and Deputy of RBI), Usha Thorat

(Deputy Governor of the RBI), Usha Sangwan (Managing Director of Life

Insurance of Corporation(LIC), Anuradha Rao (Deputy Managing Director of

State Bank of India(SBI) are contributing a lot to the bank’s growth.

The below table presents the class wise distribution of all scheduled

commercial banks employees and women representation in it. From the below

table we can observe that the number of female employees in the banking

sector is increasing year after year.

38
Group-Wise Distribution of Employees Of All Scheduled Commercial

Banks According To Category Since March 2005-2013

TOTAL EMPLOYEES OF WHICH : FEMALES

Year
Officers Clerks Subordinates Total Officers Clerks Subordinates Total

2013 5,51,712 4,84,975 1,84,044 12,20,731 95,507 1,15,233 22,436 2,33,176

2012 5,02,938 4,81,421 1,90,790 11,75,149 84,375 107,826 23,113 215,314

2011 4,70,144 4,02,521 1,78,220 10,50,885 67,958 100,999 17,827 186,784

2010 4,01,060 3,49,360 1,75,608 9,26,028 50,507 86,351 16,525 1,53,383

2009 3,51,841 3,42,930 1,74,641 8,69,412 41,538 79,174 17,382 138,094

2008 3,34,884 3,33,414 1,70,471 8,38,769 36,091 72,102 15,208 1,23,401

2007 3,47,662 3,66,700 1,85,045 8,99,407 34,441 81,031 17,252 1,32,724

2006 330,093 3,84,821 1,85,210 9,00,124 30,566 84,843 17,339 1,32,78

2005 313,863 396,812 189,758 900,433 27,282 86,094 17,113 130,489

39
 ANALYSIS AND INTERPRETATION
Selected Respondents Demographic Profile

Low Age (Below 25) 12(11.5)

Middle Age (25-50) 40(38.5)

Age

High Age (Above 50) 52(50.0)

Total:- 104(100)

Graduate 56(53.8)

Post Graduate 36(34.6)

Educational Qualification
Doctorate 4(3.8)

Professionally Qualified 8(7.7)

Total:- 104(100)

Single 28(26.9)

Married 72(69.2)
Marital Status

40
 Widow 4(3.8)

Total:- 104(100)

Less than Rs.20000 12(11.54)

Rs.20000 - Rs.30000 16(15.4)

Salary Range / Month

Rs.30001 - Rs.40000 40(38.5)

Above Rs.40000 36(34.6)

Total:- 104(100)

Assistant General
Manager (AGM) 8(7.7)

Chief Manager (CM) 4(3.8)

Manager (M) 24(23.1)

Designation

Deputy Manager (DM) 20(19.2)

41
 Asst. Manager (AM) 48(46.2)

Total:- 104(100)

Less than 10 years 40(38.5)

10 to 20 years 12(11.5)
Experience

21 to 30 years 40(38.5)

Above 30 years 12(11.5)

Total:- 104(100)

42
 Assistant General Manager 8(7.7)
(AGM)

Chief Manager (CM) 4(3.8)

Manager (M) 24(23.1)

Designation

Deputy Manager (DM) 20(19.2)

Asst. Manager (AM) 48(46.2)

Total:- 104(100)

Less than 10 years 40(38.5)

10 to 20 years 12(11.5)

Experience
21 to 30 years 40(38.5)

Above 30 years 12(11.5)

Total:- 104(100)

43
CHAPTER-5
➢ Summary

➢ Findings

➢ Suggestions

➢ Conclusion

➢ Bibliography

44
 SUMMARY

This chapter is completely dedicated to summaries the entire research work

and to present the important findings obtain through this innovative research work. The

need to find new sources of revenue is a fundamental requirement for business growth.

Developing close, co-operative relationship with customers is more important in the

current era of intense competition and demanding customers than it has ever been

before. In the past, many organizations depended on personalized services to develop

and maintain the loyalty of their customers.

As the customer relationship with their supplier has become more electronic,

the traditional source as customer loyalty personal service has been impacted. The one

to one contact with an organization now occurs most often by telephone or on the

internet. In effect, it is a combination of good business practices with common sense

and courtesy. It is a well known fact that it cost a company dramatically less to retain

and grow existing customers than it does to court new ones and this proposition under

pins the argument that CRM is one of the most effective and valuable business tools

available.

45
 The real customer relationships, those that result in the customer feeling a

genuine sense of loyalty to the firm are predicated on a sense of satisfying experiences

with the company. The first chapter deals with graphics introduction about CRM in

public sector bank and private sector banks.

This chapter also consists of need for the study and the exact statement of

the problem of the research and elaborate methodology and statistical tools for the

analysis which is highlighted to give more weightge for this research. It clearly explains

the scope and limitations of the study that research has been designed and on exact

chapterization process.

46
 FINDINGS

1) Most of the women employees (37.0 %) working in banking sector

are Deputy/Assistant Managers.

2) Most of the women employees (35.7 %) have rendered their

services between 1-10years.

3) Majority of the women employees’ monthly salary (39.3%) is

between Rs.20,001 and Rs.30,000.

4) Majority of the women employees (76.3%) working in banking sector

were married.

5) Majority of women employees (47.8%) working in banking sector

are having one child.

6) Majority of the women employees (41.2%) family sizes are between 3-

5 members.

7) Most of the women employees (39.3 %) working in banking sector

are having up to one dependent.

8) Majority of the women employees (56.5 %) are working in Nationalised

banks.

9) Factor structures of life-work are confirmed and the Goodness of fit for

47
Family support, Child care/Dependent care and Self management are 0.901,
0.889 and 0.901 respectively, which shows good fit.

Factor structures of work-life are confirmed and the Goodness of fit

for Work life balance policies, Work support, Work load and financial
assistance are 0.891, 0.921, 0.909 and 0.910 respectively, which shows
good fit.

“Purchasing vegetables purchased by me or by my spouse”, “Cutting

vegetables in the evening” and “Maintaining kitchen clean” are the
important aspects of support given by the family and “Spouse equally
concentrates on children studies”, “Cup of coffee/tea at least once in a day”
and “Tasty food with family once in a day” carries least importance in
support given by the family to the women employees working in urban area
banks.

“Taking leave to give attention to dependent” and “Taking leave when the
child is ill” are the important aspects of Child care/Dependent care and
“Taking care of aged parents” and “Chat and play with kids” carries least
importance in Child care/Dependent care of women employees working in
urban area banks.

48
“Spend time for self development” and “Sufficient time to take care of
myself” are the important aspects of Self-Management and “Engage in my
leisure activities” and “Do prayer either in the morning/evening” carries
least importance in Self management of women employees working in
urban area banks.
“Purchasing vegetables purchased by me or by my spouse”, “Spouse shares
household activities” and “Cutting vegetables in the evening” are the
important aspects of support given by the family and “Spouse equally
concentrates on children studies”, “Support from paid maid for cleaning
vessels” and “Spouse pays school fees to my kids” carries least importance
in support given by the family to the women employees working in rural
area banks.

All the aspects under Child care/Dependent care plays equal role.

“Enough time to think, plan for daily activities” and “Sufficient time to relax
myself” are the important aspects of Self-Management and “Do prayer
either in the morning/evening” and “Engage in my leisure activities” carries
least importance in Self-Management of women employees working in
rural area banks.

“All the employees are aware of WLB policies” and “Specific WLB has
been stablished” are the important aspects of Work-Life balance
policies and “Organization provide family-friendly policies” and
“Various programmes offered by organization”

49
Significant influence of women employees’ service on Work load is not
observed.

Significant influence of women employees’ service on financial assistance is

not observed.

Significantinfluenceofwomenemployees’serviceonWorkexpectationsis not
observed.

Significantinfluenceofwomenemployees’serviceonWorksatisfactionis not
observed.

Significant influence of women employees’ monthly salary on Work life

balance policies is not observed.

Significant influence of women employees’ monthly salary on Work place

support is not observed.

Significant influence of women employees’ monthly salary on Work load is

not observed.

Significant influence of women employees’ monthly salary on financial

assistance is not observed.

Significant influence of women employees’ monthly salary on Work

expectations is not observed.

Significant influence of women employees’ monthly salary on Work

50
satisfaction is not observed.

Significant influence of women employees’ marital status on Work life

balance policies is not observed.

Significant influence of women employees’ marital status on Work place

support is observed. Married women employees are getting good support
from work place than the women employees living as single.

Significant influence of women employees’ marital status on Work load is

observed. Women employees living as single are feeling more work load
than the married women employees.

Significant influence of women employees’ marital status on financial

assistance is observed. Married women employees are getting good
financial assistance than the women employees living as single.

51
 SUGGESTIONS

The balance between personal and professional life vary from

person to person. The best individual work-life balance will vary over
time. The work life balance strategies differ for single, married women
and women with children.

Based on the findings of the study the following suggestions

are drawn.
❖ The banks are advised to establish a Work life balance cell at
their branches in order to analyze the level of their employees’
expectations and perception on the work life balance concept.
Then only they can ensure the well being of to their employees
and try to maximize the employees’ satisfaction.
❖ In urban area banks, married women having family size as 3 to 5
members with 11 to 20 years of experience, working in
nationalized banks are having more expectations in personal life.
But their satisfactory level is not fulfilled upto their expectations,
they can prepare a list of work activities and personal life
activities, prioritise them and perform accordingly. The incidents
which are abnormal in experience (difficult or met hindrances to
perform) could be made as a record in diary, the ideas and
suggestions (to overcome the situation) could be implemented in
future. The individual employees can schedule their time by
estimating time needed for work activities and life activities.
These activities can be scheduled for normal working day and
holidays. On normal working days, both activities should be

52
 given equal importance. On Holidays, more or full time may be
allotted for life activities and few or less hours may be spent for
work activity, if necessary. This estimation must be filled in a
monthly calendar andfollowed. Any discrepancies faced during
the actual implementation will be accumulated and at the end of
the month those discrepancies will be considered as exceptional
areas to give more time for these activities for the next time.
❖ The women employees working in urban area with one
dependent are less comfortable in their self management. The
expectations are also not fulfilled for them in both personal life
as well as in work life. They may check their work life balance
index on their Birthday day or Wedding Anniversary day or on
any other significant day every year and they can improve their
balance by checking the work life balance score every year. They
can improve their balance in this manner and get their
expectations fulfilled.
❖ The women employees of private banks in Rural areas working as
chief Managers and single with more than 50 years of age have
less satisfaction towards their work and feel less comfortable
with the work life balance policies. These banks can list out the
work life balance policies and make them to have clarity in the
policies. They can conduct training programs to understand them
properly by creating healthy and communicative work
environments so that their satisfaction towards work will get
increased.

53
❖ The women employees with more than twenty years of
experience and chief managers in urban area banks and women
employees with more than fifty years and chief managers
working in rural area can engage themselves in their learning
process and they may acquire knowledge to develop
themselves. By this continuous learning process they may
ensure Psychological well being. Regular health check-up could
be arranged by the banks to ensure the physical well being of the
employees.

54
 CONCLUSION

Increasing women literacy, growing economic pressure, and the

burning desire to gain economic and social independence are pushing

womenfolk to take up gainful career. The phenomenal growth of banks has

created massive employment opportunities for the educated women of our

nation. Feminine traits no doubt help them perform better than male

colleagues in certain aspect of delivery of banking service Researches have

shown that having women on boards provides genuine value addition to

decision-making. We have a distance to go, especially in the larger society,

whose attitudes determine how women are viewed and valued, including in

corporate life.

The present study concludes that the level of women employees’

satisfaction on work life balance in personal and work life satisfaction is

higher for the women employees of nationalized banks than in private

sector banks. They are more comfortable with the WLB policies and get

good support from the workplace. They are more pleased with the

financial assistance with less workload and thus they are more satisfied

with the work environment areas. Good family support, better child

care and dependent care, self management increases the level of

55
satisfaction both urban area and rural area women employees in their

personal environment. Family support plays major role in good child

care, dependent care and self management. However their level of

satisfaction is not fulfilled up to their expected level in personal

environment.

The WLB policies provide way for good support from workplace,

decrease the work load i.e., give pleasure of doing work and assists to

get good financial assistance from banks. The workplace support

reduces the workload and helps to get financial assistance. Ultimately,

the level of satisfaction in the work environment of both urban and

urban area is increased by good work life balance policies good support

from workplace lesser workload and better financial assistance. The

workplace support along with WLB policies plays significant role in

getting work life satisfaction for the employees of banking sector.

The predicator variables for personal life and work life

satisfaction of women employees in urban area are family support, and

workplace support, WLB policies, workload and financial assistance.

56
 The predicator variables for personal life and work life

satisfaction of women employees in rural area are family support, child

care, dependent care, self management, workplace support, workload,

and financial assistance.

Work life balance schedules are different for each and every

individual. The Work life balance programme suited for one person may

not suit for other person. In order to create a healthy environment

around an employee, it is more significant to make the employees to

attain proper Work life balance, because the ultimate intention of

human beings is well being and life satisfaction.

57
 BIBLIOGRAPHY

Bhatnagar, D. (1988). “HRD for women employees in banks”. In

A. K. Khandelwal, (ed.) Human Resources Development in Banks.
Oxford and IBH Publishing Company, NewDelhi

Goverman, J. (1992). “Women in science should look within”. Los

Angeles Times, November
Kamala Srinivasan (1991), “Women in Banking and
Professional Struggles – Women and Development”,
Discovery, Vol. 1, New Delhi.rce
http://timesofindia.indiatimes.com/business/india/

http://www.newindianexpress.com/business/Financial.

Mankidy, A. (1986), “Women Employees: A New Dimension to

Human Resource Management in Banks

58