Linking Organizational Learning Disabilities, Service Climate and Individual's Organizational Identification: Empirical Evidence from Public Sector Banks in India

Abstract

A conceptual framework was developed in which we proposed: The Stronger the Organizational Learning Disabilities weaker the Service Climate; Stronger the Service Climate stronger the Individual’s Organizational Identification; Stronger the Organizational Learning Disabilities AND weaker the Service Climate weaker the Individual's Organizational Identification. A survey was conducted amongst promoted officers and clerks belonging to six of India’s Public Sector (State-owned) Banks in Bangalore, Pune and Nasik. Results show that Organizational Learning Disabilities has strong significant relationship with Service Climate. Service Climate has significant relationship with Disidentification. Organizational Learning Disabilities and Service Climate together have significant relationship with Disidentification and to a lesser degree with Ambivalent Identification. Group wise analysis of employees demonstrates noticeable differences between perceptions of clerks and promoted officers. Differences are strong on Simple Mindedness, Paralysis and Superstitious Learning. Whereas Simple Mindedness is not significant predictor of Service Climate for promoted officers, it is strong significant predictor for clerks. Diffusion Deficiency impacts Customer Orientation and Customer Feedback for promoted officers, it does not impact Customer Feedback for clerks. The managerial implications from our research include urgency for revision of outdated human resources development policies, including performance appraisal and training; to motivate people and harness their potential to realise organizational goals; orienting entire activity of all employees towards the customer; empowering officers to take decisions without fear; and, enhancing participation of clerks in decision making to bridge the gap in perception.