INTRODUCTION:

Effective employee is a combination of a good skill set and productive work environment. Employees are the backbone of any organization. There performance plays a major role for the success of any organization. Many factors affect employee performance that managers need to be aware of and should work to improve at all times. Employee performance, in general, refers to behaviors that are relevant to organizational goals and that are under the control of individual employees. (Campbell, McCloy, Oppler & Sager, 1993).

Perhaps, the most important dependent variable in industrial and organizational psychology is job performance.

For all of the main applications of this branch of psychology, such as employee training and job redesigning, the focus is almost always on improving job performance (Borman, 2004). Our research is a study of affect of various statements of job satisfaction on women employees’ performance. Job satisfaction and employees’ performance are studied from time to time everywhere but studies related to women are less.

The paradigm shifts in India Inc.’s gender composition, the importance of women in the corporate world has changed. Companies are increasingly recognizing the talent of women and placing them in a required position. Earlier, women were risk-averse but with changing times they are becoming risk-takers as men and focusing on long-term interests of the company.

With changing times, women in the society started participating in the formal Indian labour force. But few women could reach the top position of organisational structure. In the male-dominated banking and insurance sector, women executives like Chanda Kochhar, Shikha Sharma and various efficient women executives proved their mantle to be better managers/leaders as compared to men.

Women highly successful in Indian Banking:

Gender imbalances continue to prevail in corporate boardrooms across the world, but the situation is much better in India if the number of women CEOs that India Inc has is any indication–nearly four times more than that of the US–a survey says. According to a survey by international executive research firm, EMA Partners International, around 11% of Indian companies have women CEOs, while in the case of Fortune 500 list from the US, the women CEOs just account for 3% of the total consideration set. ”In the backdrop of the Fortune 500 numbers, the Indian results certainly look a lot better, though on a standalone basis, it is clear that except for financial services, other industries have a long way to catch up,” EMA Partners chairman James Douglas said in the survey.

The Times of India:

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, UshaThorat and ShyamalaGopinath.

ICICI Bank, India’s second largest bank after State Bank of India, is headed by a woman, Chandra Kochhar. So is the third largest in the private sector, Axis Bank, with Shikha Sharma at its control. HDFC Ltd, India’s largest housing finance group has Renu SudKarnad as its managing director; Kalpana Morparia heads the Indian arm of global financial leviathan JPMorgan Chase & Co; Meera Sanyal is the country executive for Royal Bank of Scotland and; Manisha Girotra is the managing director of Union Bank of Switzerland‘s India operations.

The purpose of this research was to evaluate the factors that affect women employee performance in banking industry. The exploratory study was conducted. The study was confined to the working women of Public and Private Banks of Kanpur.

Due to increasing demand of gender equality and need to rise the standard of women internationally, various researches are being conducted and are still going on to find out factors which are effecting women employee performance significantly. This study is a review on the statements related to job satisfaction and their effect on women employee performance.

LITERATURE REVIEW:

Understanding Job Satisfaction:

Job satisfaction has been an important focal point for organizations and in defining job satisfaction the reference is often made to Locke’s (1976) description of job satisfaction as a “pleasurable or positive emotional state resulting from the appraisal of one’s job or job experiences”. Employee job satisfaction is supremely important in an organization because it is what productivity depends on. If your employees are satisfied they would produce superior quality performance in optimal time and lead to growing profits.

In a study conducted by (Gronroos, 1981) and the study further been elaborated and correlated by (Ali, 2016; Kanyurhi and Akonkwa, 2016) suggested the role of job satisfaction in internal marketing to undermine those positive and negative stimuli affecting job satisfaction and performance of female employees which have a direct impact on organization performance and profitability. Ali, 2016 for instance, defined job satisfaction as the pleasurable emotional state resulting from the appraisal of one’s job as achieving or facilitating the achievement of one’s job value.

According to (Azzam, 2016; Kukreja, 2017; Yildiz, 2016) job satisfaction is complex phenomenon with multi facets. It is influenced by the factors like salary, working environment, autonomy, communication, and organizational commitment. Job satisfaction is the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a feeling of fulfillment. However, employee satisfaction leads to customer satisfaction. One of the main goals of service sectors is to achieve higher level of customer satisfaction and often employees act as a precursor to customer satisfaction. Satisfied customer can be achieved if the employees are satisfied.

(Ko, 2012; Yavas, Karatep, & Babukus, 2013) defined job satisfaction as an internal evaluation of employees about their work conditions and degree of their success alongside of the personal value by Numerous studies evaluated the effects of job satisfaction on different factors or evaluate the mediating role of job satisfaction, regardless of gender of the individuals in different industries such as hospitality, airline and health center were done but few studies determined the mediating role of female job satisfaction in banking sector. (Yavas et al. 2013) suggested that due to importance of job satisfaction in today global market with high competition rate, more and more attention are required to investigate different factors affecting degree of satisfaction specially based on gender. So the goal of this research is to evaluate the effects of job satisfaction particularly female job satisfaction in banking industry to undermine their role in profitability performance of the banking system.

Female Job Satisfaction:

Different studies tried to undermine the effects of job satisfaction in their studies but few of them evaluated the effects of gender in job satisfaction. (Ozatac, 2012; Rast&Tourani, 2012; Rahman & Das Gupta, 2012). Based on previous information job satisfaction is the emotional evaluation of individuals from their working condition.

Different studies tried to evaluate the role of female in their related industries but contrast result concluded finally, for example Study by McNeely (1984) found that men are less satisfied than women intrinsically; and in the same line with this study Purohit and Belal (1996) found that in professional levels women are more satisfied than men due to different factors such as pay, relationship with supervisors and colleagues, but study by Baron found that men's satisfaction rate is more than that of women.

So in order to fill this void, this research aims to evaluate the exact satisfaction of women in high pressure and stressful working condition such as banking sector to undermine the clear outcome of afore mentioned relationship in Kanpur banking environment. Factors affecting ‘Women employees’ performance can be estimated with the help of job satisfaction statement.

Understanding Employee Performance:

Much has been written on employee performance within the fields of Psychology, Human Resource Management, Performance Management, Stress Management or Social Behavioural Studies.

Mathis & Jackson 2009 suggested “employee performance is associated with quantity of output, quality of output, timeliness of output, presence / attendance on the job, efficiency of the work completed [and] effectiveness of work completed”. In 2010 Business Dictionary published the definition of performance as “Performance is the accomplishment of a given task measured against pre-set standards of accuracy, completeness, cost and speed”.

Baldwin (2008) defines employee performance as a means of carrying out actions efficiently and effectively by the employees in order to achieve the predetermined objectives of an organization. According to Armstrong and Baron (2004) employee performance is the development of capabilities of both individuals and teams in order to harness their potential contributions towards the achievement of the organizational and personal goals. An important feature of these definitions is the fact that the interaction between the employee and the organization is emphasized, hence employee performance can be considered as the articulator relationship between the corporate strategy and employee input towards achieving an organization’s objectives.

Borman and Motowidlo (1993) identified two broad classes of employee behavior: task performance and contextual performance. Both types of behavior are presumed to contribute to organizational effectiveness, but in different ways (Kiker and Motowidlo, 1999). Task performance involves patterns of behaviors that are directly involved in producing goods or service or activities that provide indirect support for the organization’s core technical processes. Such criteria including quantity, and quality of output were widely used task performance criteria to measure employee job performance in the ergonomic studies. Contextual performance is defined as individual efforts that are not directly related to their main task function but are important because they shape the organizational, social, and psychological context that serves as the critical catalyst for task activities and processes (Werner, 2000). When employees help others complete a task, cooperative with their supervisors, or suggest ways to improve organizational processes, they are engaging in contextual performance (Van Scotter et al., 2000).

The factors that influence work performance vary, and sometimes more than one factor is causing trouble. There are a variety of factors, personal, company-based and external that affects their performance. Identifying these factors can help improve recruitment, retention and organizational results. In performance evaluation literature, many systematic studies have been devoted to the potential effects of some variables such as age, gender (Lee and Alvares. 1977), experience (Schmidt et al., 1986), interpersonal affect (Antonioni and Park, 2001), workplace deviant behaviors (Dunlop and Lee, 2004) on job performance. The major result from these studies was that job experience and education level had direct or indirect effects on job performance. Several authors (e.g., Schmidt et al., 1986; Moser et al., 1999; Posthuma, 2000) have reported a mean correlation of 0.09-0.18 between experience and job performance. Schmidt et al. (1986) concluded that job experience leads to the acquisition of skills, techniques, method, psychomotor habits, etc., that directly produce improvements in performance capabilities.

There is a substantial body of research from both sociology and economics that has revealed the relationship between education, productivity, job satisfaction, and salary (e.g., Groeneveld and Hartog, 2004; Voon and Miller, 2005). Education level required for a job in the workforce is a persistent problem in all industrialized countries. It is expected that the higher the level of education the more productive the employee, wherever he or she is employed. Posthuma’s (2000) finding, that educational level is positively associated with supervisor evaluations of job performance (r=0.25), supported this hypothesis.

Job Satisfaction along with Employee Performance leads to Job Performance:

Job performance is one of the important factors in managing human resource activities and organizational construct (Segal, 1992). Job performance is the outcome of employees based on organizational resources in normal framework and constrains (Jamal, 2007). (Campbell, 1990) gave a view that Job performance include different factors such as oral or written communication between employees and supervisors, and customers mostly, leadership and/or supervision, personal discipline, individual or team performance, job proficiency and non-job proficiency which can be demonstrated as outcome of organizational works. Although these factors cannot be fitted for every job but they can evaluate performance of each occupation deeply, but they vary across the jobs in different industries as motivational factors.

Hochwarter, Kiewitz, Gundlach, & Stoner, 2004 in their Empirical studies proposed job performance as multidimensional concept which can be task oriented with embracing contextual performing factors consist of social skills related to desired job performance. Numerous variables can affect reliability and direction of performance outcome of organizations such as gender, age, education and so on.

Hochwarter et al., 2004 in another Empirical studies evaluated the impacts of job satisfaction and job motivation on work performance but this study tries to undermine the effects of personal attitude of employees and motivation on this relationship to clarify the exact link between each of these variables and job satisfaction based on female emotional feeling and out demeanor reaction. Relationship between job satisfaction and performance has been investigated via various researchers such as Karatepe (2011) which confirmed the positive effects of job satisfaction in delivering prompt job performance among frontline employees in hospitality industry. Another study by VanKnippenberg (2000) investigated the positive effects and links between job performance and job satisfaction. Another study by Moorman (1993) and Fisher (2003) also found similar relationship between these two variables in banking industry among frontline employees.

OBJECTIVES:

1. To find the specific statements related to job satisfaction which effect women employee performance in banking sector.

2. To check out correlation between job satisfaction and women employee performance.

3. To know the cause and effect relationship between job satisfaction and women employee performance.

FORMULATION OF HYPOTHESIS:

H0: The statements of job satisfaction contribute positively to women employee performance.

RESEARCH METHODOLOGY:

The total population used for the study was 135 and the target sample was 101. The study used primary data. Primary data was obtained through a questionnaire. The questionnaire was administered to the selected employees and it consisted two parts. Part one was related to demographic factors and part two covered the statements related to job satisfaction and employee performance.

DATA COLLECTION METHOD:

For the study respondents were selected from different levels of the bank which have some authority and responsibility related to their work. 101 female employees were selected from both private and public sector banks. The age interval was between 21-57 years old and total working experience considered was more than 6months. The study area was Kanpur city. The study is mostly based on primary data collected from women employees of banking sector.

For the study purpose the tool used is questionnaire. The study used primary data. Primary data was obtained through a semi-structured questionnaire. The questionnaires were administered to the selected employee and are filled by respondents under the supervision of researcher.

DATA ANALYSIS:

After the collection of data, firstly it was checked for reliability of responses. SPSS statistics 20.0 was used for processing and analyzing the data. Cronback alpha test was done.

RESULTS AND DISCUSSION:

Table 1: Descriptive and demographic analysis.

Items	Labels		Total N=101	Percentages 100%
Age	a.	21-30years	42	41.6
	b.	31-40years	30	29.7
	c.	41-50years	19	18.8
	d.	51-60years	10	9.9
Educational Qualification	a	Graduate	12	11.88
	b	Post Graduate	39	38.6
	c	Professionals	50	49.5
Types of Bank	a	Public Bank	47	46.5
Types of Bank	b	Private Bank	54	53.5
Years of Experience	a	0-3years	12	11.88
	b	4-7years	33	32.67
	c	8-11years	42	41.58
	d	11years & above	14	13.86
Income	a	Below 20000	13	13.13
	b	20000-30000	34	34.34
	c	30000-50000	42	42.42
	d	Above 50000	12	12.12

Table 2 shows the mean and standard deviation of the variables

Descriptive Statistics
		Mean	Std. Deviation	N
Job Satisfaction		3.7856	0.53002	101
a	I am satisfied from my overall job	30.82	0.904	101
b	I am satisfied from my fellow workers	30.79	0.725	101
c	My supervisor is satisfied with me	30.80	0.761	101
d	Satisfaction with bank’s policies	30.84	0.674	101
e	I am satisfied from the support that is provided by bank	40.00	0.600	101
f	I am satisfied from my salary	30.57	0.934	101
g	The opportunities for advancement with the bank made me satisfied	30.20	0.909	101

The mean of all statement lie between 3-4 of the likert scale. Statement No. g “The opportunities for advancement with the bank made me satisfied” has the lowest mean value 3.20 which mean that the lowest percentage of respondents agree with the statement and most of them are neutral about it. Statement No. e “ I am satisfied from the support that is provided by bank” has the highest mean value of 4 which states that most of the respondents are satisfied from the support provided by the bank thus it shows that all the respondents agree with the statement. So all mean value lies between 3 and 4 which explains that all the respondents agree with all the statements.

HYPOTHESIS TESTING:

H0: The statements of job satisfaction contributes positively to women employee performance.

Table 3 Correlation

Women Employee Performance Statements	I am satisfied from my overall job	I am satisfied from my fellow workers	My supervisor is satisfied with me	Satisfaction with bank’s policies
Job Satisfaction	.462	.391	.392	.410
Sig-1tailed	0.00	0.02	0.00	0.00
N	101	101	101	101

Women Employee Performance Statements	I am satisfied from the support that is provided by bank	I am satisfied from my salary	The opportunities for advancement with the bank made me satisfied
Job Satisfaction	.534	.482	.502
Sig-1tailed	0.01	0.02	0.02
N	101	101	101

Significance level 0.05 1-tailed.

From the above table it is clear that all the statements of job satisfaction are positively correlated with the women employee performance at 0.05% level of significance. The significance level of statements of job satisfaction are less than 0.05. So we accept the null hypothesis that the statements of job satisfaction and employee performance are positively correlated. In the table statement I am satisfied from the support that is provided by bank and the opportunities for advancement with the bank made me satisfied are highly correlated with performance. So we conclude that all statements are positively with performance some at high end and some at average end.

Table 4 Total Variance

Model Summary^b
Model	R	R Square	Adjusted R Square	Std. Error of the Estimate	Durbin-Watson
1	.727^a	.526	.486	.36754	1.873

Predictors :

(constant), I am satisfied from my overall job, I am satisfied from my fellow workers, my supervisor is satisfied with me, bank’s policy satisfaction, I am satisfied from the support that is provided by banks, I am satisfied from my salary, The opportunities for advancement with this bank made me satisfied.

(a)Dependent variable :

Women employee performance

The table above indicates a significant-Linear relationship between the statement of job satisfaction and women employee performance clear the first hypothesis (H1) which states that there is a positive relationship between statements of job satisfaction and women employees’ performance. According to the above table H1 is also accepted.

R value is 0.727 indicating a significant positive high correlation, R²is 0.526 which identifies the variance in employees’ performance is explained through statements of job satisfaction by 51%.

CONCLUSION:

Banks are service industry where the employees working within a certain conditions to solve customers’ problems and increase business performance. Result from the study show that if women employees of banking sector are satisfied with their jobs they feel satisfied and committed towards their jobs. There is a positive relationship between job satisfaction and job performance among women employees of banking industry. There are many dimensions of job satisfaction which effect the employee job performance but present study include only few dimensions. So there is a positive correlation between statement of employee performance and job satisfaction of women employees working in banking industry of Kanpur city. Statement of employee performance also regressed on job satisfaction of the women employees. Above results show that job performance of the women employees can be predicted with the statement of job satisfaction. R-value (0.727) and r-square (0.526) show that 51% variation in job performance can be explained by statement of job satisfaction. Mean of most of the statements of job satisfaction lies between 3-4 which shows that most of the respondents are neutral and agree with these statements. Mean of most of the statements are near to four indicating a positive correlation.

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Received on 26.07.2019 Modified on 23.08.2019

Asian Journal of Management. 2019; 10(4):394-399.

DOI: 10.5958/2321-5763.2019.00060.X