PurposeThe purpose of this paper is to identify the factors impacting customer satisfaction in Indian banks and analyze their effects the level of customer satisfaction through a regression analysis. The primary contribution of this study is the analysis and resulting insights on the critical factors impacting client satisfaction within the Indian retail banking sector.Design/methodology/approachA 28 item questionnaire was prepared based on literature review and discussions with current customers of Indian banks. The questionnaire was then sent out to current customers of 13 retail banks in India. In total, 420 completed questionnaires were received, out of which 400 were found to have been accurately and completely answered. The 28‐item instrument has been empirically tested for unidimensionality, reliability and validity using Cronbach alpha and exploratory factor analysis.FindingsA factor analysis suggests that there are five factors driving customer satisfaction: “service quality”, “ambience/hygiene”, “client participation/involvement”, “accessibility” and “financial”. Subsequent multiple regression analysis revealed that “service quality”, “ambience and hygiene”, and “client participation and involvement” in that order are the most important factors impacting client satisfaction.Practical implicationsThe identified dimensions are expected to bring clarity to the issue of customer satisfaction in retail banking, to aid retail bankers in improving specific parameters of service in order to increase overall customer satisfaction. This would help the management of the banks to create strategies and action plans to retain their current customers and to attract new customers.Originality/valueThe results from the current study are crucial because previous studies have produced scales that bear a resemblance to SERVQUAL, a generic measure of service quality, which may not be solely adequate to assess the perceived quality of service in the Indian banking sector. In contrast, the present study captured customers' satisfaction levels in a 28‐item questionnaire exclusively designed, keeping in mind the unique nature of the Indian banking sector.
Recent misuses of power in politics, corporate and religious arena have invigorated interest in dark side of leadership. This chapter sheds light on a menacing type of dark leadership-toxic leadership. Owing to the dearth of a comprehensive delineation of "toxic" leadership from its related phenomena, this chapter addresses the paucities and clarifies the nature, process, reasons and consequences of "toxic" leadership. It reviews, summarizes and integrates the existing literature on toxic leadership to draw nomological distinctions amongst different constructs of dark leadership and eventually presents stimulators and behavioral symptoms of toxic leadership. Few contemporary myths and detoxification measures are discussed to combat toxicity in a leader for a sustainable organization. The goal of the chapter is to reach our readers' curiosity, enhance their frame of reference and bring new insights to educate them by providing guidelines and awareness about toxic leadership.
Purpose – Business process outsourcing (BPO) industry in India is progressing with an unparalleled velocity. Although, much research has taken place time and again elaborating on attrition, which is a menace to this industry, not much of work has been done on retention. The present study aims to explore the dimensions of retention in a comprehensive manner. The paper identifies the main factors that lead to retention, compares these dimensions across various demographic characteristics and develops a regression model to find out the contribution of the factors to the long term sustenance of employees in a BPO. Design/methodology/approach – A questionnaire was completed by 500 BPO employees located in the National Capital region of India. It measured their perception towards the importance of factors that are responsible for their sustenance in the organization. Data was analyzed using tests like factor analysis, descriptive stats, correlation and regression. Findings – Four major dimensions of retention were extracted. Of the four job-related dimensions and five personal characteristics, intrinsic motivation factor, employee involvement factor, age and education are the primary determinants of employee retention. It was also found that there is a difference in perception of BPO employees towards the importance of these job-related retention dimensions. Research limitations/implications – Due to selection of only a few facets of job characteristics, and limited geographical area of data collection, generalization of the study findings is limited. Future replication studies with more job characteristics and wider geographical selection in other related subject areas are also recommended. Practical implications – Research findings will contribute to the body of knowledge in the BPO literature on employee retention programs and educate BPO employers on the organizational benefits associated with loyal, committed workers. Study implications will contribute towards industry's continual pursuit for growth, prosperity and profitability. Originality/value – The present study explores novel dimensions of employee retention and makes a major contribution to the relative influence of job and personal characteristics in the BPO industry.
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