Indian Streams Research Journal

Volume : IV, Issue : III, April - 2014

IMP ACTOFHUMAN RESOURCES MANAGEMENT PRACTICES ON CUSTOMER SA TISF ACTION IN SELECT PUBLIC AND PRIV A TE SECTOR BANKS IN THANJA VUR DISTRICTOF T AMILNADU

G. Radha, -

By : Laxmi Book Publication

Abstract :

The primary aim of the study is to analyze the impact of human resource management practices on customer satisfaction in public and private sector banks. The result of the study reveals that both in public and private sector banks combined together , the officers have moderate perception, clerical and sub staff have low perception about overall human resource management practices of the banks. Similarly , of ficers in public and private sector banks have moderate perception and clerical and sub staff revealed low perception.

Keywords :

• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome
• Human Resources Managemen
• Satisfaction
• Private Sector Banks
• empathy
• overall custome

Article :

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References :

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14. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
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21. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
22. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
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30. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
31. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
32. Review; pp- 84-93
33. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
34. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
35. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
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47. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
48. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
49. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
50. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
51. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
52. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
53. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
54. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
55. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
56. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
57. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
58. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
59. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
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62. service industries. The Service Industries Journal, 29(6), 741-760.
63. Review; pp- 84-93
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65. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
66. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
67. service industries. The Service Industries Journal, 29(6), 741-760.
68. service industries. The Service Industries Journal, 29(6), 741-760.
69. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
70. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
71. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
72. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
73. Review; pp- 84-93
74. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
75. Review; pp- 84-93
76. service industries. The Service Industries Journal, 29(6), 741-760.
77. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
78. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
79. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
80. Review; pp- 84-93
81. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
82. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
83. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
84. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
85. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
86. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
87. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
88. Review; pp- 84-93
89. service industries. The Service Industries Journal, 29(6), 741-760.
90. service industries. The Service Industries Journal, 29(6), 741-760.
91. service industries. The Service Industries Journal, 29(6), 741-760.
92. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
93. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
94. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
95. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
96. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
97. service industries. The Service Industries Journal, 29(6), 741-760.
98. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
99. service industries. The Service Industries Journal, 29(6), 741-760.
100. Review; pp- 84-93
101. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
102. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
103. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
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105. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
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110. service industries. The Service Industries Journal, 29(6), 741-760.
111. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
112. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
113. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
114. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
115. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
116. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
117. service industries. The Service Industries Journal, 29(6), 741-760.
118. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
119. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
120. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
121. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
122. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
123. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
124. service industries. The Service Industries Journal, 29(6), 741-760.
125. service industries. The Service Industries Journal, 29(6), 741-760.
126. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
127. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
128. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
129. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
130. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
131. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
132. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
133. service industries. The Service Industries Journal, 29(6), 741-760.
134. service industries. The Service Industries Journal, 29(6), 741-760.
135. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
136. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
137. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
138. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
139. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
140. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
141. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
142. service industries. The Service Industries Journal, 29(6), 741-760.
143. Review; pp- 84-93
144. Review; pp- 84-93
145. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
146. Review; pp- 84-93
147. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
148. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
149. Review; pp- 84-93
150. Review; pp- 84-93
151. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
152. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
153. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
154. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
155. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
156. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
157. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
158. Review; pp- 84-93
159. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
160. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
161. Review; pp- 84-93
162. Review; pp- 84-93
163. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
164. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
165. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
166. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
167. service industries. The Service Industries Journal, 29(6), 741-760.
168. Review; pp- 84-93
169. service industries. The Service Industries Journal, 29(6), 741-760.
170. Review; pp- 84-93
171. service industries. The Service Industries Journal, 29(6), 741-760.
172. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
173. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
174. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
175. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
176. Review; pp- 84-93
177. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
178. service industries. The Service Industries Journal, 29(6), 741-760.
179. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
180. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
181. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
182. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
183. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
184. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
185. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
186. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
187. Review; pp- 84-93
188. Review; pp- 84-93
189. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
190. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
191. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
192. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
193. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
194. Review; pp- 84-93
195. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
196. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
197. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
198. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
199. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
200. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
201. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
202. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
203. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
204. service industries. The Service Industries Journal, 29(6), 741-760.
205. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
206. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
207. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
208. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
209. Review; pp- 84-93
210. service industries. The Service Industries Journal, 29(6), 741-760.
211. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
212. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
213. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
214. Review; pp- 84-93
215. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
216. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
217. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
218. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
219. service industries. The Service Industries Journal, 29(6), 741-760.
220. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
221. service industries. The Service Industries Journal, 29(6), 741-760.
222. Review; pp- 84-93
223. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
224. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
225. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
226. service industries. The Service Industries Journal, 29(6), 741-760.
227. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
228. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
229. Review; pp- 84-93
230. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
231. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
232. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
233. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
234. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
235. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
236. Ahmad, O., & Schroeder, R.G. 2003. The impact of human resource management practices on operational performance:
237. Browning, V ., Edgar, F ., Gray, B. & Garrett, T . (2009). Realising competitive advantage through HRM in New Zealand
238. Dutta K and Dutta A(2009); “Customers expectation and Perception across the Indian Banking Industry and the resultant
239. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
240. service industries. The Service Industries Journal, 29(6), 741-760.
241. service industries. The Service Industries Journal, 29(6), 741-760.
242. Review; pp- 84-93
243. service industries. The Service Industries Journal, 29(6), 741-760.
244. financial implications”; Journal of Services Research; V ol 9; No. 1; pp. 31-49
245. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
246. Investigation”, International Journal of Human Resource Management, 14:2, March, pp. 175-197
247. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
248. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
249. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
250. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
251. Jham Vimi and Khan K M (2008), “Customer Satisfaction in the Indian banking sector- A Study”; IIMB Management
252. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
253. service industries. The Service Industries Journal, 29(6), 741-760.
254. Agrawal T anuja, (2003) “Innovative Human Resource Practices and Organizational Commitment: An Empirical
255. Recognizing country and industry differences. Journal of Operations Management, 21(1): 19-43
256. service industries. The Service Industries Journal, 29(6), 741-760.

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