Strategic question in Indian banking sector: are Indian bank managers achievement oriented?

Abstract

PurposeDavid C. McClelland attributed India's slow economic development to the lack of people with the need for achievement (n‐ach). His argument is simple: if a nation develops a large number of people – especially managers, leaders and entrepreneurs – who are driven by motives to achieve, to build and develop things, then that resource (achievement‐oriented people) will generate economic development. India today is on a growth trajectory. It has a vast repertory of engineering, technical and managerial talents. But does the country have the so‐called achievement‐oriented managers to lead its enterprises to excel and compete in the emerging world order? This study is an inquiry into this phenomenon.Design/methodology/approachThe study draws a national sample of managers working in the banking sector and attempts to measure the distribution of achievement among them. The linkage between the achievement orientation of managers and their performance effectiveness is also explored.FindingsThough limited by the size of the sample, the study findings reveal that Indian managers possess achievement orientation in considerable degrees and that the highest performers among them are the ones possessing the highest levels of achievement orientation. Furthermore, the study provides insights into how the attribute of achievement orientation operates in the Indian managerial work environment.Originality/valueThe findings make it possible to prognosticate that a transformation has occurred in the social fabric of India, equipping the country to be psychologically and entrepreneurially resourceful with achievement‐oriented managers. Evidence on the distribution of an achievement orientation among Indian managers could be a vital input for strategic managers and top management planning for business expansion and diversification in India.

Managerial effectiveness and its correlates in Indian banking industry

“…The researcher have drawn out the various patterns of managerial effectiveness like, executive insight, the need of executive skill, organisational criteria, inspiration, the degree of “difficulties” and “restrictions”, occurrence of “choices” and “opportunities”, nature of inter-organisational relationship, and dominant executive attitude. On contrary to this, the argument of Kunnanatt (2006 ) was simply related with growth of nation and its individuals. The author exposes that nation growth develops managers, leaders and businessmen.…”

Mapping India’s regional subcultures: Implications for international management

“…While Indian society may be influenced by the doctrines of Moksha or salvation (Gopalan, 1991;Gopalan & Rivera, 1997), values, such as autonomy, success, competitiveness and living up to the expectations of family and friends are also espoused (Kunnanatt, 2008;Sinha & Tripathi, 1994). Mines (1988) and Mines (1992) indicated that in contrast to the predominant hierarchical-collectivist view of the Indian society, people show a strong inclination to formulate goals in an autonomous and independent manner.…”

Role Satisfaction and Leadership: An Approach to Analyze the Dynamics of Relationships

“…In the early times, the sluggish growth of India was accredited to the absence of achievement motive amongst the people as hypothesized by David McClelland, but this assumption brought remarkable changes in India as well as in the world (Kunnanatt, 2008). Usually employees feel a sense of accomplishment from the tasks they do.…”

“…At the present time, it is quite important for leaders to take up and finish difficult tasks and jobs in order to reach the top management (Malos, 2011). Kunnanatt (2008) revealed that the achievement motive is quite high amongst the Indian managers in banking sector. It also highlighted that being high on this motive contributes towards leadership.…”