Operational and policy efficiency: a comparison between public and private Indian banks

Kundu, Sayantan; Banerjee, Aditya

doi:10.1108/ijppm-06-2020-0322

Cited by 6 publications

(11 citation statements)

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“…This was inconsistent in comparison to previous studies. The reason for this might be that public as well as private sector banks now have visually appealing materials and quality interiors, and customers do not find a remarkable difference between the physical settings nowadays (Kundu and Banerjee, 2021). Moreover, if the bank stresses on innovation, reputation and assurance dimensions then attires and visual appearances take a back seat (Kaura, 2013; Kaura et al , 2015).…”

Section: Discussionmentioning

confidence: 99%

“…This sector is marked by its top-notch services and high customer involvement (Chauhan et al , 2019; Kaura, 2013). Globalization had a considerable influence on the Indian retail banking sector and paved way for the private sector and foreign banks in India (Bhuyan et al , 2021; Goswami and Gulati, 2021; Kaura et al , 2015; Kundu and Banerjee, 2021; Manohar et al , 2019; Roy et al , 2016; Sharma and Anand, 2020). It further triggered intense competitiveness in the banking sector; thus, customer satisfaction has become the epicenter of all activities (Bhatt, 2020; Chauhan et al , 2019; Manohar et al , 2019).…”

Section: Introductionmentioning

confidence: 99%

“…Penetration of new entrants in the Indian retail banking sector has enkindled fierce battle; therefore, customer satisfaction has been the talk of the town over the last few years (Bhatt, 2020; Chauhan et al , 2019; Goswami and Gulati, 2021; Kundu and Banerjee, 2021). Hence, the main aim of this empirical study is to explicate the antecedents and reverberation of customer satisfaction in the banking sector by augmenting perceived service quality model and reconnoitering the role of dual moderators in the form of perceived trust and perceived risk.…”

Section: Introductionmentioning

confidence: 99%

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Augmenting bank service quality dimensions: moderation of perceived trust and perceived risk

Biswas

Jaiswal

Kant

2021

IJPPM

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PurposePermeation of private sector banks has triggered intense competitiveness in the Indian banking sector; therefore, customer satisfaction has become the epicenter of all activities. The study seeks to explicate the antecedents and reverberation of customer satisfaction in the Indian retail banking sector.Design/methodology/approachTop six Indian private sector banks were selected based on market capitalization. Cross-sectional data from 460 retail bank customers were collected by employing a structured questionnaire and evaluated wielding structural equation modeling.FindingsThe study discerns seven antecedents of customer satisfaction, namely tangibility, reliability, empathy, responsiveness, assurance, perceived service innovation and bank reputation. The results unveil that assurance, bank reputation and perceived service innovation significantly escalate customer satisfaction, which further markedly accentuates customer loyalty. However, tangibility was the only dimension bearing an insignificant relationship. In addition, both perceived trust and perceived risk significantly moderate the association between customer satisfaction and customer loyalty in the model.Research limitations/implicationsIncorporation of merely private sector banks and considering cosmopolitans restraints generalization of findings to some extent. The study bespeaks essential determinants of customer satisfaction that might succor bank professionals to retain customers and ameliorate profitability.Originality/valueThere is a paucity of literature on “perceived service innovation” and “bank reputation” in the Indian banking scenario. Therefore, the study augments the literature by integrating aforesaid important constituents along with other antecedents and reverberation. Moreover, the study uses theoretical lens to anchor its hypotheses through a comprehensive conceptual model in the backdrop of Indian retail banking.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Augmenting bank service quality dimensions: moderation of perceived trust and perceived risk

Biswas

Jaiswal

Kant

2021

IJPPM

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“…There is ample evidence that the effectiveness criteria vary across organizations, especially when compared in terms of public and private sector organizations (Darling & Cunningham, 2016;Kundu & Banerjee, 2022). These organizations' inputs, processes, outcomes, objectives and change management approaches differ (Muterera, Hemsworth, Baregheh, & Garcia-Rivera, 2018).…”

Section: Introductionmentioning

confidence: 99%

What type of leadership is more effective for managing change during force majeure? Achieving organizational effectiveness during the pandemic

Habib,

Naveed,

Mumtaz

et al. 2023

RAUSP

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Purpose Leaders have been facing serious challenges in managing organizations during COVID-19, which has brought the need for implementing sudden technological change across the globe. Hence, it was important to identify effective leadership styles to successfully manage the transformational process during the period. Therefore, the current study aims to explore and compare the effectiveness of transformational and ethical leadership (EL) in terms of achieving organizational goals during COVID-19 in public and private sector organizations in Pakistan. Design/methodology/approach Comparative research was carried out to find out the effectiveness of transformational and EL during and pre-COVID-19 in public and private sector organizations using the lens of social exchange theory. Data was collected from 214 respondents representing 67.6% of public and 32.4% of private sector organizations of Pakistan at two different points in time. Detailed comparative analyses were conducted in AMOS version 24 to assess the effectiveness of leadership styles before and during COVID-19 times. Findings On the whole, transformational leadership (TL) was found to have a greater impact on organizational effectiveness (OE) in comparison with EL in both pre-and during COVID-19 situations. Moreover, the effectiveness of TL significantly increased and the same decreased for EL during COVID-19. Additional analyses indicated that TL was effective for the private sector and EL for public sector organizations during COVID-19. Research limitations/implications The study has not considered the mediating mechanisms of employee motivation, engagement and performance in the relationship between transformational and EL styles and OE, which can be explored in the future. Practical implications These results have important implications for private and public sector organizations and suggest that the adoption of a TL style will generate better results in the private sector and an EL style in public sector organizations to achieve OE in uncertain situations such as COVID-19. Social implications The study shows that leadership with more care and concern for humanity tends to perform better in terms of generating results for OE. Therefore, both transformational and EL are based on individualized consideration for employees and are effective during COVID-19 in private and public sector organizations in Pakistan. Originality/value The study has carried out the comparative analyses in three different ways, including leadership styles (transformational and ethical), type of organization (private and public) and time frames (pre and during COVID-19), which is a true contribution of the research in the Pakistani context.

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“…However, increasing nonperforming loans will reduce bank profitability [3,7]. Banks continuously strive to reduce operational costs to increase efficiency and profitability [8][9][10]. The most significant component of operational costs in banks is in the form of interest expenses because the main business of banks is to collect funds from customers and then distribute them in the form of providing credit to debtors.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Liquidity, Efficiency, and Overhead on Bank Profitability

Linawati¹,

Moeljadi²,

Djumahir³

et al. 2023

Advances in Economics, Business and Management Research

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The bank's top management's efforts to manage the bank operations increase sustainable profitability. This study examines the effect of liquidity, efficiency, and bank overhead on the profitability of banks in Indonesia that implement digital banking. Bank profitability has an essential role as a measure of the success of bank operations in balancing Asset Liability Management efficiently. This paper examines the determinants of the bank's profitability in Indonesia. The research sample is the six banks in Indonesia that implemented digital banking from 2007 to 2019. The data analysis used multiple regression analysis. The results showed that liquidity, efficiency, and bank overhead significantly influenced banks' profitability in Indonesia simultaneously. The effect obtained partially is that liquidity has a significant impact on increasing research profitability. In addition, bank efficiency carried out by management can have a positive impact on profitability. Finally, bank overhead can increase the profitability of bank in Indonesia. This research contributes to the theory of corporate financial management and provides insight for bank managers in increasing profitability on an ongoing basis.

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Operational and policy efficiency: a comparison between public and private Indian banks

Cited by 6 publications

References 58 publications

Augmenting bank service quality dimensions: moderation of perceived trust and perceived risk

Augmenting bank service quality dimensions: moderation of perceived trust and perceived risk

What type of leadership is more effective for managing change during force majeure? Achieving organizational effectiveness during the pandemic

The Effect of Liquidity, Efficiency, and Overhead on Bank Profitability

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