employees’ attitude towards new private sector …key words:bank employees,new private sector...

International Journal of World Research, Vol: I Issue II, February 2013, Print ISSN: 2347-937X

www.apjor.com Page 36

EMPLOYEES’ ATTITUDE TOWARDS NEW PRIVATE SECTOR BANKS

IN NAGAPATTINAM DISTRICT OF TAMILNADU

N.MANJULA

Ph.D., Research Scholar,

Department of Commerce, A.V.C. College (Autonomous),

Mannampandal-609 305, Mayiladuthurai, Tamilnadu

Dr. K.KALIDOSS

Assistant Professor and Research Advisor,

Department of Commerce, A.V.C. College (Autonomous),

Mannampandal- 609 305, Mayiladuthurai, Tamilnadu

ABSTRACT

The major factors of dissatisfaction for public banks are enquiry counter; while parking space for and

satisfaction of private banks. However, both the banks are not lagging far behind to match the customer’s

expectations. The service organization creates an awareness of the importance of the minds of employees. They

developed and implemented support system to teach employees’ behaviours, which are regarded by the customers as

exemplifying excellent service. This article highlights the employees’ attitude towards new private sector banks in

Nagapattinam district of Tamilnadu.

KEY WORDS:Bank Employees,New Private Sector Banks (AXIS, HDFC, ICICI, Kotak Mahindra and Indus Ind

), Customers Expectations, Employees Behaviours, Banker Customer Relationship, Customers Complaints

INTRODUCTION

There is a strong link between the employees and customers towards satisfaction of the banks quality of

service and internal climate for service. A positive climate for service is essential for banks to pursue CRM strategies



less bureaucratic more customers oriented, more supportive to personal initiatives. When employees have a positive

view of the banks policies and practices, then customers will have a positive view of the service quality they have

received. Employee satisfaction drives customer satisfaction and in a competitive market place where customers can

switch suppliers, customer satisfaction is the sine qua of customer retention.

The service organizations recognize the employees‟ relation mirrors customers‟ relations and that they are to

be superior in service and the customer to be superior in their relationships with employees as well. The service

organization creates an awareness of the importance of the minds of employees. They developed and implemented

support system to teach employees behaviours, which are regarded by the customers as exemplifying excellent

service. They set standards, which are precise and measurable and train managers, superiors and employees to

perform to those standards.

CUSTOMER RELATIONSHIP MANAGEMENT

Customer relationship management (CRM) is a term that refers to practices, strategies and technologies

that companies use to manage and analyze customer interactions and data throughout the customer lifecycle, with

the goal of improving business relationships with customers, assisting in customer retention and driving sales

growth. CRM systems are designed to compile information on customers across different channels -or points of

contact between the customer and the company - which could include the company's website, telephone, live

chat, direct mail, marketing materials and social media. CRM systems can also give customer-facing staff

detailed information on customers‟ personal information, purchase history, buying preferences and concerns.

IMPORTANCE OF THE STUDY

Implementation of CRM in Indian banking is still in initial and has to go a long way to develop and rise

to the global standards. CRM in banks can be defined as the ability to understand, anticipate and mange the needs

of the customer interaction and relationship building resulting in increased profitability through revenue and

managerial growth and operational efficiency. To serve more and retain customers, banks in India have changed

their old concept of accepting deposits and lending money into any time any branch and any bank through any

where banking. India is fast becoming an important development base for financial activities and banking in

particular. This trend is likely to increase in the future. Call centers creating primarily to the American, European

markets are coming up in and around the Metros. With the easing of infrastructure, India is likely to emerge as a

significant player in this segment. But the Indian Private Banks is coming in a big way to address this issue to

remain competitive with their counterparts-the foreign and private sector banks.

PROBLEMS OF THE STUDY

The banks which came into existence after March 1995and are called New Private Sector Banks (NPSBs)

or popularly known as New Generation Banks (NGBs). It is that the productivity and profitability of the New

Generation Private Banks are better compared to the traditional public sector banks. The question is how far this

can be attributed to the customer relationship management of the two stake holders of banks namely the

customers and employees. Customers were illiterate, security conscious, and were very small deposit holders.

Today banking has become an extremely competitive business. The banks are needed to it‟s from

essential strength of good customer relationship management. However, banks in the operation for achieving

efficiency and gaining technology are facing the danger of forgetting this fundamental premise of CRM. For

years, banks have been guilty of five interpersonal sins, that have caused tremendous irritation to customers,

which are inability to cross sell, long ques, poor service attitude, lack of information and lack of humidity that

prevent them from maintaining good customer relationship.

The banking industry was chosen, because its daily routine involves interactions between customers and

employees, creating various service experiences, both negative and positive. These interactions occur frequently

due to the importance of banking services in daily life which relate to the financial situation of each one of the

potential respondent customers. In the light of this development, it seems pertinent to focus on the study of the

quality of banking service, and the banker customer relationship.

OBJECTIVES OF THE STUDY


www.apjor.com 8

1. To analyse customers relationship management in the new private sector banks in Nagapattinam district.

2. To analyse employees‟ perception towards new private sector banks in Nagapattinam district.

3. To suggest suitable measures for improving the new private sector banks based on the findings of the

study.

HYPOTHESIS

H01: There is a significant relationship between the new private banks and Bank Benefited through Customer

Services

H02: “There is no significant difference between the demographic profile of the employees and attracting the

customers”

H03: “There is no significant difference between different employees in the marketing, administration and human

resource with respect the customer relationship management”

METHODOLOGY

The study is based on only primary data. Primary data have been collected through Questionnaire to the

employees of new private banks. Above mentioned objectives are taken in to account to study the employees

perception towards CRM practices in new private banks.

SAMPLING DESIGN

A total number of 80 respondents were drawn from selected new private banks in Nagapattinam District.

This study is applied for quota sampling. The following table shows the sampling distribution.

Sampling Distribution of the Employees in New Private Sector Banks

S.

No.

Name

of the Bank

Branches in

Nagapattinam

district.

Sample

Branches

(100%)

II Employees (Sample Size)

Administration HR Marketing Total Samples

1. AXIS 2 2 4 2 4 10

2. HDFC 3 3 6 3 6 15

3. ICICI 8 8 16 8 16 40

4. KOTAK

MAHINDRA 2 2 4 2 4 10

5. INDUSIND 1 1 2 1 2 5

Total 16 16 32 16 32 80

Source: Primary Data

STATISTICAL TOOLS USED

The data collected from various sources were analyzed by applying appropriate statistical techniques. The

statistical tests used were percentage analysis, descriptive analysis, rank correlation, chi- square, reliability

testing, student‟s t test, analysis of variance (ANOVA) and Cronbatch Alpha Coefficient and factor analysis. The

data have been analyzed with the help of SPSS Package.

ANALYSIS AND INTERPRETATION

The data gathered regarding demographic characteristics of respondents constituted age, sex, marital

status, education, income and department wise.

Age wise Respondents

Age is employed in the study with an understanding that different age groups among the new generation

private bank employees could exhibit different levels of perceptions towards customer relationship management.

Age wise percentage distribution of the respondents is shown in Table 1.



Table 1: Age wise Respondents

S. No. Age Frequency Percentage

1 Less than 25 18 22

2 26-35 age 48 60

3 36-45 age 10 12

4 More than 46 4 6

Total 80 100.00


The age of the respondents of the employee categorized into groups with an interval of less than 25 years,

10 years intervals and more than 46 years. In the distribution of respondents according to Table 1, age group of

26-35 year was more (60 per cent) compared to other age categories. The second highest category was found to

be in the age group of less than 25 years with 22 per cent. Fewer respondents were from the age group of more

than 46 years and above (6 per cent).

Gender wise Respondents

It has been established in the study that the perception of employee has dependence on the respondents‟

gender. Table 2 shows male and female representations of the respondents.

Table 2: Gender wise Respondents

S. No. Sex Frequency Percentage

1 Male 62 77

2 Female 18 23

Total 80 100.00


The gender wise analysis of CRM in the employee perception is 77 per cent male and followed by female

23 per cent.

Marital Status wise Respondents

In this study the employees are categorized as married and unmarried as given in the Table 3.

Table 3: Marital Status wise Respondents

S. No. Marital Status Frequency Percentage

1 Married 32 40

2 Unmarried 48 60

Total 80 100.00


The analysis of marital status reflects 60 per cent are unmarried as against 40 per cent of married

employees.

Education wise Respondents

The educational background of the respondents was recorded initially and later the same was categorized

into three groups as diploma, graduates and post graduates.

Table 4: Education wise Respondents



S. No. Education Frequency Percentage

1 Diploma Level 23 29

2 Graduate Level 49 61

3 Post Graduate Level 8 10

Total 80 100.00


From the Table 4 show the educational status of the respondents under the study shows that a higher per

cent (61 per cent) of respondents were graduate level. The next highest category was that of the diploma level

with 29 per cent. And the least category of education was postgraduate level shows (10 per cent).

Income wise Respondents

The income of the respondents was collected and grouped into intervals of income as given Table 5.

Table 5: Income wise Respondents

S. No. Income (Per Annum) Frequency Percentage

1 Less than 1 Lakh 3 4

2 1-2 Lakhs 11 14

3 2-3 Lakhs 28 35

4 More than 3 Lakhs 38 47

Total 80 100.00


It is noted from the Table 5 depicts that the respondents who had income brackets of more than Rs. 3 lakh

were higher (47 per cent) and income between Rs. 2 and 3 lakh were 35 per cent. Respondents with income

between Rs.1 and 2 lakh are 14 per cent and less than 1 lakh per year are just 4 per cent.

Department wise Respondents

The Department wise of the respondents were recorded initially and later the same was categorized into

three groups as marketing, administration and human resources.

Table 6: Department wise Respondents

S. No. Departments Frequency Percentage

1 Marketing 30 38

2 Administration 46 57

3 Human Resources 4 5

Total 80 100.00


From the Table 6 analysis on departments wise respondents reveals, respondents in administration with

57 per cent, marketing is 38 per cent and human resources is 5 per cent.

FREQUENCY OF CUSTOMERS COMPLAINTS

Customers complaint is an essence in every agreement, transaction and a contract, its, but natural, that

services associated with these activities have to be time abound and effective. Ineffective discharge of services

will result only in complaint, customer turnover and a cause for poor customer relationship management. The

following Table 5.21 records the tabulated views of the bankers with respect to the frequency of customers‟

complaints.

Table 6: Frequency of Customers Complaints



Customer Complaints Frequency Percentage

Daily 25 31.25

Once in two or three days 18 18.75

Once a Week 15 20.00

Once a Month 19 23.75

Rarely 5 6.25

Total 80 100.00


From the Table 5.21 it is inferred that most of the customers complaints their grievances to the concerned

department of new generation bank “daily”. While the bank employees sort out the customer problem by

concerned department immediately. Moreover the overall percentage about the customer complaint highest

percentage goes to “daily” 31.25 per cent, next goes to “once in a month” 23.75 per cent, “once in a week” 20

per cent, once in two or three days 18.75 per cent and rarely is too low of 6.25 per cent. Some of the customers

never complain their grievances.

Table 7: Bank wise Customer Complaints

Frequency Axis Kotak

Mahindra HDFC ICICI Indusind Total

Chi-

Square

Asymp.

Sig.

(2-sided)

Daily 3 4 12 5 1 25

11.613 0.770

Once in two or

three days 2 3 8 1 1 15

Once a Week 2 4 6 2 2 16

Once a Month 3 4 11 0 1 19

Rarely 0 0 3 2 0 5

Total 10 10 15 40 5 80

Source: Computed from Primary Data

The calculated chi-square value of 11.613 is not significant. The value indicates that there is no

significant difference between frequency of complaints and bank wise customers. It concludes that the all the

new generation private banks Nagapattinam district have no difference in the frequency customer complaints.

TESTING OF HYPOTHESIS (Customer Relationship of the Bank)

Today, more than ever before, the ability to maximize customer loyalty through close and durable

relationships is critical to banks‟ ability to grow their businesses. As banks strive to create and manage customer

relationships, several emerging trends affect the approach and tools banks employ to achieve sustainable growth.

These trends reflect a fundamental change in the way banks interact with the customers they have and those they

want to acquire. In this study the following variables are used to study the perception of employees.

H01: There is a significant relationship between the new private banks and Bank Benefited through Customer

Services

Table 8: Bank Benefited Through Customer Services

Parameters Mean Score Correlation t-

value Perception Expectation Gap



(P-

E)

Term Loan 4.12 4.36 -0.24 0.433 -1.930

Cash Credit 3.98 4.19 -0.21 0.370** -3.041

Overdraft 4.07 4.27 -0.20 0.308* -5.272

Discounting of Bills 3.88 4.08 -0.20 - 0.254 -2.017

Letter of Credit 3.98 4.17 -0.19 0.293* 0.576

Loans to Farmers 4.23 4.44 -0.21 0.236 -1.144

Loans to Small Scale Industry and self employed

persons

3.86 4.12 -0.26 0.476** -5.137

Housing Loans / Car Loans 4.60 4.73 -0.13 0.359** -2.579

Educational Loan 4.12 4.34 -0.34 0.329* -3.041

Personal Loan 4.16 4.39 -0.23 0.522** 0.799

*1% Level of significance, **5% Level of Significance


The behaviors of customers for private banks are presented in above table. The range of mean values for

perception and expectation of Private bank customers are 3.86 to 4.75 and 4.05 to 4.73 respectively indicating

higher perception and lower expectations. High scores in both the parameters indicate that all the factors are

quite important for the respondents. In table -7 out of the fifteen gaps only no one factor is positive all are

negative, it indicate lower satisfaction for customers. This trend is also conferred by t - values hence, the stated

hypothesis is accepted.

Table 9: Customer Benefited Through Bank Services

Parameters Mean Score Correlation t-

value Perception Expectation Gap (P-

E)

Deposit Schemes 4.63 4.07 0.56 0.444 1.465

Collection of Negotiable instrument 4.07 4.05 0.02 0.559** 2.542

Safe Deposit Values 4.39 4.25 0.14 0.282 0.888

Carrying outstanding instructions of

Depositors

4.14 4.30 -0.16 0.165**

3.654

Portfolio Management to Customers 4.42 4.60 -0.18 0.143 4.543

Electronic Fund Transfer 4.56 4.22 0.34 0.178 1.234

Credit Card 4.35 4.02 0.33 0.180* 0.576

Demand Draft 4.32 4.53 -0.21 0.027* 3.423

Automatic Teller Machine (ATM) 4.75 4.07 0.68 0.381* 3.454

Providing Services as Merchant Bankers 4.54 4.20 0.34 0.081 3.452

Acting as Executors, trustees and

administrators

4.30 4.28 0.02 0.315

0.875

*1% Level of significance **5% Level of Significance


The quality gap is measured and the significance of results is tested through t- tests. In Table 8 out of

eleven gapes only eight factors is positive the rest is negative, positive indicate higher satisfaction for customers

negative indicate lower satisfaction for customer. This trend is also conferred by t-values hence, the stated

hypothesis is accepted.



H02: “There is no significant difference between the demographic profile of the employees and attracting the

customers”

Table 10: ANOVA and T test for Demographic Profile of the Employees and Attracting the Customers

Demographic profile N Mean SD Std. Error of

Mean

F – Value/

T - value

P Value/

Sig.

Age

21 to 30 24 18.67 3.447 0.704

0.703 0.553

31 – 40 26 18.23 2.861 0.561

41 – 50 19 17.21 4.158 0.954

Above 50 11 17.45 4.344 1.310

Total 80 18.01 3.567 0.399

Gender

Male 57 18.23 3.526 0.467

0.833 0.410 Female 23 17.48 3.691 0.770

Total 80 18.01 3.57 0.399

Marital status

Married 34 18.15 3.653 0.626

0.287 0.775 Unmarried 46 17.91 3.539 0.522

Total 80 18.01 3.567 0.399

Educational

qualification

Graduate 32 16.78 3.434 0.607

3.379 0.039* Postgraduate 41 18.80 3.586 0.560

Professionals 7 19.00 2.708 1.024

Total 80 18.01 3.567 0.399

Income

Less than Rs.20,000 41 18.22 3.174 0.496

1.475 0.228

Rs.20,001 to Rs.40,000 24 17.33 4.125 0.842

Rs.40,001 to Rs.60,000 12 19.33 3.601 1.040

Above Rs. 60,000 3 15.33 2.517 1.453

Total 80 18.01 3.567 0.399

Source: Computed from primary data * significant ant five per cent level

The calculated F value of age (0.703), and income (1.475) are not significant at five per cent level. The

value indicates that there is no significant difference between demographic profile of the employee (age and

income) and attracting the customers. Hence, the stated hypothesis of “there is no significant difference between

demographic profile of the employees and attracting the customers” is accepted.

However, the calculated F value of educational qualification (3.379) is significant at five per cent level.

The value indicates that there is a significant difference between demographic profile of the employees and

attracting the customers. Hence, the stated hypothesis of “there is no significant difference between demographic

profile of the employees and attracting the customers” is rejected.

Further, the mean value indicates that the professional are more attracting the customers than the other

category of educational qualification.

The calculated „t‟ value of gender (0833) and marital status (0.287) are not significant at five per cent

level. The value indicates that there is no significant difference between demographic profile of the employees

(gender and marital status) and attracting the customers. Hence, the stated hypothesis of “there is no significant

difference between demographic profile of the employees and attracting the customers” is accepted.

REGRESSION ANALYSIS OF EMPLOYEE CATEGORY AND CUSTOMER RELATIONSHIP

MANAGEMENT



Regression analysis is used to analyze the variables of attracting, acquiring, retaining, CRM maintenance,

strategies for CRM, CRM and technology, and impact of CRM. The following null hypothesis has been

formulated

H03: “There is no significant difference between different employees in the marketing, administration and human

resource with respect the customer relationship management”

Table 5.29

Model Summary

Model R R Square Adjusted R Square Std. Error of the

Estimate

1 0.290a 0.084 0.009 0.896

a. Predictors: (Constant), Impact of CRM, CRM maintenance, Attracting the Customers, Acquiring of

Customers, CRM In Technology, Strategies For CRM

ANOVAa

Model Sum of

Squares Df Mean Square F Sig.

1

Regression 5.380 6 0.897 1.117 0.361b

Residual 58.620 73 0.803

Total 64.000 79

a. Dependent Variable: Q8.Department

b. Predictors: (Constant), Impact of CRM, CRM maintenance, Attracting the Customers, Acquiring of

Customers, CRM in Technology, Strategies for CRM

Coefficientsa

Model

Unstandardized

Coefficients

Standardized

Coefficients T Sig.

B Std. Error Beta

1

(Constant) -1.283 1.742 - 0.736 0.464

Attracting the Customers 0.063 0.029 0.250 2.143 0.035

Acquiring of Customers 0.030 0.029 0.119 1.037 0.303

CRM maintenance 0.006 0.017 0.044 0.336 0.738

Strategies for CRM 0.008 0.034 0.033 0.246 0.806

CRM in Technology -0.010 0.039 -0.031 -0.247 0.805

Impact of CRM 0.020 0.021 0.116 0.966 0.337

a. Dependent Variable: Department

Source: Computed from primary data * significant ant five per cent level

The calculated „t‟ value of attracting the customers (t = 2.143) is significant at five per cent level. Hence,

the stated hypothesis of “there is no significant difference between different employees in the marketing,

administration and human resource with respect the customer relationship management” is rejected.

However, the Acquiring the customers (t = 1.037), CRM maintenance (t =0.336), Strategies for CRM (t =

0.246), CRM in technology (t = -0.0247) and Impact of CRM (t = 0.966) is not significant at five per cent level.

Hence, the stated hypothesis of “there is no significant difference between different employees in the marketing,

administration and human resource with respect the customer relationship management” is accepted.

RELIABILITY TEST

Cranach‟s alpha is the most common measure of internal consistency ("reliability"). It is most commonly

used when the research has multiple Likerts‟ questions in a survey/questionnaire that forms a scale and useful to

determine if the scale is reliable. In order to understand whether the questions in this questionnaire are reliably



measure the same latent variable. In order to run a Cronbach's alpha test, the important table is the Reliability

Statistics table that provides the actual value for Cronbach‟s alpha, as shown below Table 11.

Table 11: Reliability Analysis for Customer Relationship Management

Variables No. of

Items

Cronbach's

Alpha Covariance Correlations

Attracting the Customers 5 0.464 0.162 0.077

Acquiring of Customers 9 0.084 0.033 0.020

CRM Maintenance 18 0.599 0.076 0.047

Strategies for CRM 8 0.396 0.037 0.028

CRM in Technology 6 0.117 0.028 0.017

Impact of CRM 9 0.655 0.026 0.019

Source: Output Generated from SPSS 20

From the Table 4.30 shows that the Cronbach's alpha value, which indicates the maximum level of

internal consistency for the scale with this specific sample towards customer relationship management

(customers and employees) namely Attracting the Customers, Acquiring of Customers CRM Maintenance,

Strategies for CRM, CRM in Technology and Impact of CRM.

SUMMARY OF FINDINGS

The majority of employees‟, who strongly agree that they trust the bank, commit themselves to the

acquisition of customer. Hence, majority of employees maintain good relationship with other banks

which deliver service to the expectations of the customers.

The respondents who had income brackets of more than Rs. 3 lakh were higher (47 per cent) and income

between Rs. 2 and 3 lakh were 35 per cent. Respondents with income between Rs.1 and 2 lakh are 14 per

cent and less than 1 lakh per year are just 4 per cent.

Employees are trained to act with respect to the customers” which got 70.20 per cent and the least goes to

“bank ready to spend the money for customer satisfaction with the percentage of 29.80”.

High technology with minimum cost is introduced” has highest percentage score of 50.90 percent and

modern technology is used to identify the different customers immediately which have least percentage

score of 36.80 percent relatively between “strongly agree and agree”.

The study shows that a higher per cent (61 per cent) of respondents were graduate level. The next highest

category was that of the diploma level with 29 per cent. And the least category of education was

postgraduate level shows (10 per cent).

The behaviors of customers for private banks are presented in above table. The range of mean values for

perception and expectation of Private bank customers are 3.86 to 4.75 and 4.05 to 4.73 respectively

indicating higher perception and lower expectations. The eleven factors, only eight factors are positive

and the rest is negative. The positive factors are indicates to supporting of New Private Banks.

It is inferred that most of the customers complaint their grievances to the concerned department of new

generation bank “daily”. While the bank employees sort out the customer problem by concerned

department immediately.

Most of the employees are strongly agree (46.25 per cent) with that the banks identify the potential

customer in their dealings and disagree (33.75 per cent) with segregation of inactive customers and

stimulate them to became active customers.

The banks identify the potential customers in their dealings and it has scored highest average acceptance

score of 3.84 and lowest average acceptance score of 3.16 for the segregation of inactive customers and

stimulates them to become active customers.



A high majority of employees who strongly agree (36.25 per cent) and agree (60 per cent) with regular

interaction with all type of customers is to helps recapture them. However, 22.50 per cent of employees

are strongly disagreeing with the statement of inactive customers and reasons are analysed to regain.

SUGGESTIONS AND RECOMMENDATIONS

Processing time of opening an account should be reduced.

The bank should come up with more branches in other major cities of Tamilnadu.

The bank should open more ATM networks in various places of Nagapattinam District.

It is essential that the bank staff is oriented in customer relationship so as to treat the customers with

dignity. In this regard, staff could be subjected to training in customer relationship management skills.

In order to maintain cordial relationship between the bank and the public especially, the customer, the

bank can establish a separate public relations section headed by a public relations officer.

Bank should avoid malpractices such us unfair competition and concentration of credit.

The most challenging and crucial task of bankers is to design and implement CRM in a truly customer

friendly manner to gain maximum positive results out of it.

CONCLUSION

The present article concludes that, it is evident from the data, private sector banks are better off than the

public sector banks regarding premises and administrations. The major factors of dissatisfaction for public banks

are enquiry counter; while parking space for private banks. However, both the banks are not lagging far behind to

match the customer‟s expectations. The roles of the front office people are quite important in attracting and

retaining the customers as reported by the bankers of private banks and large-sized than public sector banks.

Face-to-face interaction is another strategy adopted by few bankers, more particularly by rural branches and

middle-sized banks.

In the present days customers first look at Convenience, Confidentiality and Customer Relationship. Also

they know that what kind of relationship should be maintained by the bankers with them which mainly revolve

around activities relating to efficient and timely service, minimizing cost, energy and efforts, and above all

ensuring safety and confidentiality. If the bank fails in meeting these requirements, they will not mind to shift to

other bank.

REFERENCES

1. Arun kumar, Deepali Singh, and Acharya, P. “CRM in Banking: Perspectives and Insights from Indian

Rural Customers”, International Journal of Research in Commerce, Eco. & Management, Vol. NO: 1

(2011), Issue No.2 (June), pp. 69-77.

2. Dharmendra Singh, “Service Failure in India and Banking Industry: A Customer‟s Perspective”,

Vininmaya, Vol. XXXII, No.2, 2011-12, pp.41-48.

3. Maksud Madraswale, P.Palanivelu, and N.M.Makandar, “Importance of CRM in Banking Industry

Implementation of CRM among RRBs in India: A Case Study of Karnataka Vikas Grameen Bank”,

Southern Economist, Vol. 50, No. 3, June-1, 2011-pp. 17-18.

4. Maksud Madraswale, P.Palanivelu, and N.M.Makandar, “Importance of CRM in Banking Industry

Implementation of CRM among RRBs in India: A Case Study of Karnataka Vikas Grameen Bank”,

Southern Economist, Vol. 50, No. 3, June-1, 2011-pp. 17-18.

5. Mehdi Rouholamini, and Venkatesh, S. “The Role of it on CRM in Banking Industry”, IJBEMR-

International Journal of Business Economics and Management Research, Vol. 2, Issue-12,(Dec.2011)

pp.173-184.



6. Mehdi Rouholamini, and Venkatesh, S. “The Role of it on CRM in Banking Industry”, IJBEMR-

International Journal of Business Economics and Management Research, Vol. 2, Issue-12,(Dec.2011)

pp.173-184.

7. Subodh Kumar and Raj pal Sigh Rawat, Customer Relations in Banks: a Study, Southern Economist, Vol.

50, No. 9, September-1, 2011, pp. 17-18.

8. Subodh Kumar, and Raj pal Sigh Rawat, Customer Relations in Banks: a Study, Southern Economist,

Vol. 50, No. 9, September-1, 2011, pp. 17-18.

9. Uma Sankar Mishra, and Bibhuti Bhusan Mishra, “CRM in Banks: A Comparative Study of Public and

Private Sectors in India”, European Journal of Social Sciences, Volume 24, Number 2 (2011) pp.265-277.

10. Vutla Padmaja Rani, Mohammed Abbas Ali and Vijaya Kumar Gudep, “Impact of Customer

Demographics on the CRM Awareness and Efficiency: an exploratory Study of the Five Select Public

Sector Banks in India”, International Journal of Research in Commerce, Eco. & Management, Vol. NO: 1

(2011), Issue No.3 (July), pp.69-77.

employees’ attitude towards new private sector …key words:bank employees,new private sector...

Documents