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Chapter No. 05

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E-banking operations: Analysis of Bank Managers

Views

5.1 Introduction:

Nowadays, we all knew that banks are increasingly adopting and

implementing IT based services for providing better services to their customers. It is

impossible to think banks without E-banking facilities as it is now the part of our life.

Analysis of problems and prospects relating to E-banking operations should have to

concentrate on particular geographical area. This will result into perfect analysis of

the said subject. So, Marathwada region of Maharashtra state is considered for the

analysis. But, while studying about Marathwada region, we could not ignore

Maharashtra state. That’s why we will first discuss about Maharashtra state and then

after Marathwada region.

This chapter focuses on the technological developments in selected

public sector banks of Marathwada region. It also focuses on bank managers reactions

about bank computerisation. The primary data in this context is analyzed and

presented.

This chapter is divided into two parts:

PART I: deals with the geographical overview and computerisation of selected public

sector banks in Maharashtra state and Marathwada region.

PART II: highlights the views of the bank managers of selected public sector banks

of Marathwada region regarding the E-banking services.

205

5.2 Part-I: Geographical & Computerization overview

Maharashtra State:

Maharashtra occupies the western and central part of the country and

has a long coastline stretching nearly 720 kilometers along the Arabian Sea. The

Sahyadri mountain range provides a physical backbone to the state on the west, while

the Satpuda hills along the north and Bhamragad- Chiroli-Gaikhuri ranges on the east

serve as its natural borders. Maharashtra is the second largest state in India both in

terms of population and geographical area spread over 3.08 lakh sq. km. The State has

a population of around 10 crore (2001 Census) which is 9.4 per cent of the total

population of India. The State is highly urbanized with 42 per cent people residing in

urban areas whereas at national level it was around 28 per cent.

The sex ratio of the State is 922 as against 933 for India. The State has

35 districts which are divided into six revenue divisions viz. Konkan, Pune, Nashik,

Aurangabad, Amravati and Nagpur for administrative purposes. The State has a long

tradition of having very powerful bodies for planning at the district / local level. For

local self governance in rural areas, there are 33 Zilla Parishads, 351 panchayat

samitis and 27,935 Gram Panchayats. The urban areas are governed through 22

Municipal Corporations, 222 Municipal Councils, 3 Nagar Panchayats and 7

Cantonment Boards. Mumbai, the capital of Maharashtra and the financial capital of

India, houses the headquarters of almost all major financial institutions, insurance

companies and mutual funds.

India's main stock exchanges & capital market and commodity

exchanges are located in Mumbai. The gross state domestic product (GSDP) at

current prices contributes about 13 per cent of the GDP. The GSDP has been growing

at a rapid pace over the last few years. The State boasts of a very vibrant industrial

sector and a rapidly growing services sector. Both these sectors presently contribute

about 89 per cent of the State’s domestic product. The agriculture & allied activities

sector contributes just 11 per cent to the State’s income though about 55 per cent of

the population is dependent on agriculture & allied activities sector .The State has

226.6 lakh hectares of land under cultivation where cereals, pulses and other major

food grains are grown. Forests cover another 52.1 lakh hectares. The extreme weather

206

conditions, coupled with low quality soils and rainfed cropping result in lower

agriculture productivity. Numbers of irrigation projects are being implemented to

improve irrigation. A watershed mission has been launched to ensure that soil and

water conservation measures are implemented speedily in the unirrigated area.

The State has made rapid strides in the production of cash crops like

sugarcane, soyabean, cotton, oilseeds and onions. The last few years have seen a

healthy shift towards horticulture crops. The State is well known for its Alphonso

mangoes, grapes, bananas, pomegranates and oranges. Animal husbandry is an

important agriculture related activity and has 24 per cent share in agriculture & allied

activities sector. The State’s share of livestock and poultry population in India is 7.6

and 7.0 per cent respectively The State has been recognised as the country's industrial

powerhouse and maintains the position of being the most industrialized state. The

State is pioneer in SSI. The State continues to attract industrial investments from both,

domestic as well as foreign institutions. It has become a leading automobile

production hub and a major IT growth centre. It boasts of the largest number of

special export promotion zones being set up in the country.

The State is becoming one of the leading wine producing areas in the

country. At present, out of 62 wineries in the country, 58 wineries are functioning in

the State with an investment of Rs. 329 crore. The wine production in India is 2.25

crore litre of which 2.11 crore litre (97 per cent) is produced in Maharashtra. The

State has given importance to primary education, which has resulted in consistent

improvement in literacy rate. The literacy rate of the State is 76.9 per cent as against

65 per cent at national level as per Census 2001. The State has excellent higher

educational institutions in the fields of engineering, medical and management.

The State has well spread road network of 2,37,668 km. road length.

All weather roads connect about 97 per cent villages. It has best surface transport

facilities and connectivity with sea ports and airports has resulted into good transport

system. It has highest installed capacity and generation of electricity in the country.

All this has made this state a favoured destination for investment. The State is well

known for its administrative acumen and innovative ideas. The State is first to

implement woman’s policy and engendering the budget by establishing separate

207

Woman & Child Development Department. It is pioneer in implementing its

‘Employment Guarantee Scheme’ which is replicated by the Government of India.

Maharashtra is not just a geographical expression but an entity built on

collective efforts of its people. Natural as well as cultural diversities have helped in

the development of a unique Marathi culture. It has its own spiritual dimensions and

known as Land of Saints. Saints of that time helped the cultural awakening of the

region along with their spiritual contribution. Monuments such as Ajanta, Ellora and

Elephanta caves, Gateway of India and architectural structures like Viharas and

Chaityas have attracted people from all over the world. Besides the wonderful

monuments, segment mix of population and its cultural aspects makes it intra-

national. It has produced many important personalities covering almost every aspect

of human development. The State has sizable contribution in sports, arts, literature

and social services. The world famous film industry, popularly called “Bollywood” is

located in the State. All the above make Maharashtra a great place to live in.

Apart from this information about Maharashtra state, Banking industry

is well developed and serving its role efficiently. Maharashtra has the best financial

infrastructure in the country. Almost all major banks and financial institutions, both

national and foreign, have a business presence in the state. Mumbai is the hub of the

country's financial services sector. The Reserve Bank of India, India's central bank,

and the State Bank of India, the country's largest commercial bank, are head-

quartered in Mumbai. In the financial services sector, virtually all the foreign

entrants have selected Mumbai as their centre of Indian operations. These include

Merrill Lynch, Goldman Sachs, Morgan Stanley, UBS Securities, SBC Warburg,

BZW and the Jardine Fleming Group.

The banking network spans all of Maharashtra and reaches even remote

rural areas. The key international banks operating in cities like Mumbai include

Citibank, American Express Bank, Deutsche Bank, Standard Chartered Bank,

Hongkong & Shanghai Bank, ING Bank, ABN Amro Bank, Bank of America, Chase

Manhattan Bank, Credit Lyonnais and Japanese banking majors such as Fuji Bank

and Sakura Bank.

208

Public sector banks also have good network in Maharashtra state. Each

and every district, taluka and villages are covered by the public sector banks. These

are the financial nerves of the people of Maharashtra. So, the study of public sector

banks has prime importance. Following table shows the branches of selected public

sector banks in Maharashtra state.

Table 5.01: List of public sector banks in Maharashtra state

Sr.No. Public Sector Banks No. of branches

1 Bank of Baroda 488

2 Bank of India 671

3 Bank of Maharashtra 1010

4 Canara Bank 263

5 Central Bank of India 547

6 Dena Bank 253

7 State Bank of India 1188

8 Syndicate Bank 246

9 Union Bank of India 336

10 Vijaya Bank 108

(Source: Above Bank Websites)

Graph 5.01: Public sector banks in Maharashtra state

(Source:Table no. 5.01)

The above table 5.01 and related graph 5.01 shows t

public sector banks in Maharashtra state. It is cle

public sector banks in Maharashtra state.

and after that Bank of Maharashtra has the largest no. of bank bran

Maharashtra state. Analysing this by numbers, branches of these banks i

Maharashtra are as follows, Bank of Baroda

Maharashtra (1010), Canara Bank

(253), State bank of India

and Vijaya Bank (108).

providing E-banking services

transfers (RTGS,NEFT) etc.

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sector banks in Maharashtra state

The above table 5.01 and related graph 5.01 shows the data relating to

public sector banks in Maharashtra state. It is clear that there is a vast network of

public sector banks in Maharashtra state. State bank of India has most no. of branches

ank of Maharashtra has the largest no. of bank bran

nalysing this by numbers, branches of these banks i

follows, Bank of Baroda (488), Bank of India (671),

Canara Bank (263), Central Bank of India (547),

State bank of India (1188), Syndicate Bank (246), Union Bank of India

(108). All of these bank branches are fully computerized

banking services like Internet banking, Mobile banking, ATM, money

transfers (RTGS,NEFT) etc. to their customers with the help of their branches.

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he data relating to

ast network of

State bank of India has most no. of branches

ank of Maharashtra has the largest no. of bank branches in

nalysing this by numbers, branches of these banks in

(671), Bank of

(547), Dena Bank

Union Bank of India (336)

All of these bank branches are fully computerized and

like Internet banking, Mobile banking, ATM, money

to their customers with the help of their branches.

00B

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210

Marathwada Region:

The scope of this study is limited to public sector banks located in

Marathwada region of Maharashtra state. So, it is necessary to study Marathwada

region, its history and geographical dimensions.

Historical highlights

The term “Marathwada” has its origin in the word “Mara-hatti-vada

(Mar-hat-vada)”, meaning a region of Maratha community. Mughal king Muhammad

Shah appointed a Turani noble Asaf Jah I as the wazir of Mughal Empire in 1722, but

in 1724 he left for the Deccan to start his own kingdom and took the title Nizam-ul-

Mulk.. Marathwada become a part of Nizam’s domain, which later came to be known

as the princely state of Hyderabad outside but under the suzerainty of British India.

(“Nizam” became the title of the ruling descendants of Nizam-ul-Mulk.)

On August 15, 1947, British India was partitioned into two

independent states, the Union of India and Pakistan, and the Nizam ruling Hyderabad

State at that time chose not to merge Hyderabad state into either country.

Subsequently, through Operation Polo, a “police action” on September 17, 1948, the

Indian army annexed Hyderabad to India. On November 1, 1956, Marathwada was

transferred from Hyderabad state to Bombay state. On May 1, 1960, Bombay state

was divided into Maharashtra and Gujarat states, Marathwada becoming a part of the

former. Aurangabad is the headquarter of Marathwada. It derived its name from

Aurangzeb who ruled it for a brief period

Cultural heritage

Marathwada is home to important Hindu, Muslim, Sikh, Buddhist and

Jain monuments. They include Ajanta, Ellora, Shaktipeeth like Mahur, Tuljapur and

and Jyotirlinga like Grishneshwar (Verul), Nagnath (Aundha), Vaijanath (Parali) and

Ambejogai. Dnyaneshwar and his siblings Niwruttinath, Sopandev, and Muktabai

211

hailed from Apegaon in Aurangabad District. Eknath hailed from Paithan in the same

district. Samarth Ramdas hailed from Jamb in Jalna District, while Namdev hailed

from Narsi in Hingoli District. Siraj Aurangabadi, a great poet of early Urdu literature

and Wali Dakhni who is often called as the Father of modern Urdu poetry, lived in the

city of Aurangabad. Azad Bilgrami, one of the most significant scholar

of Arabic, Persian, and Urdu languages in eighteenth century India was a resident

of Aurangabad city. The town of Khuldabad contains the shrines of the most famous

and earliest sufi saints of the Dakhan. The “samadhi” of the tenth guru of

Sikhs, Gobind Singh, is located at Sachkhand in Nanded.

Districts

There are eight districts in this region. These are Aurangabad, Nanded, Latur, Jalna,

Beed, Parbhani, Osmanabad and Hingoli.

Major cities

Aurangabad, Nanded, Latur, Parbhani, Jalna.

Other cities

Beed, Osmanabad, Hingoli, Udgir, Parli, Ambejogai, Vasmat, Degloor , Dharmabad.

Economic situation

Historically, Marathwada lagged the rest of Maharashtra in economic

prosperity. Human Development Index (HDI) using the United Nations Development

Programme (UNDP) methodology highlighted that situation in 2000. There has,

however, been accelerated industrial growth in Marathwada in the past few years.

Skoda and Audi have manufacturing plants at Aurangabad. Hindalco, Parle, Siemens,

and Radico have started their major projects in Marathwada. Videocon manufactures

212

TVs, air conditioning units, refrigerators, and washing machines, while Sterlite

manufactures fibre optic cables in this region.

The public sector banks has significant present in Marathwada region.

They are serving the people in cities and also the villages. They are offering E-

banking services to their customers. Cities and even the villages had ATM machines

installed. People are using the facilities for their benefits. Following is district wise

list of selected public sector banks and their branches in Marathwada region. It will

give us an idea about these banks presence in this region.

Table 5.02: District wise list of public sector banks in Marathwada region

S.N. Public

Sector

Banks

A’bad Nanded Latur Jalna Beed Parbhani O’bad Hingoli Total

1 Bank of

Baroda 08 02 01 02 01 01 01 01 17

2 Bank of India 03 02 03 01 01 01 02 01 14

3 Bank of

Maharashtra

40 09 15 19 02 06 14 03 108

4 Canara bank 05 01 02 01 01 01 01 ---- 12

5 Central bank

of India 15 02 03 03 03 01 ---- 01 28

6 Dena bank 05 08 03 01 01 01 ---- ---- 19

7 State bank of

India 38 19 19 07 18 11 14 04 130

8 Syndicate

bank 01 01 ---- 02 ---- ---- ---- ---- 04

9 Union bank

of India 06 03 02 04 01 01 02 01 20

10 Vijaya bank 01 01 ---- 01 01 01 ---- ---- 05

(Source: Above Bank Websites)

213

Graph 5.02(A): District wise public sector banks in Marathwada region

(Source:Table no.5.02)

Graph 5.02(B): District wise Public sector banks in Marathwada region

(Source:Table no.5.02)

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The above table 5.02 and related graphs 5.02(A) and 5.02(B) shows the

data relating to public sector banks in Marathwada region. Analysing the above table,

it is almost clear that there is a good network of public sector banks in Marathwada

region. State bank of India has most no. of branches and after that Bank of

Maharashtra has the largest no. of bank branches in Marathwada region. Analysing

this by numbers, branches of these banks in Marathwada region are as follows, Bank

of Baroda (17), Bank of India (14), Bank of Maharashtra (108), Canara Bank (12),

Central Bank of India (28), Dena Bank (19), State bank of India (130), Syndicate

Bank (04), Union Bank of India (20) and Vijaya Bank (05). All of these bank

branches are fully computerized and providing E-banking services like Internet

banking, Mobile banking, ATM, money transfers (RTGS,NEFT) etc. to their

customers with the help of their branches.

Survey and Interview Results:

5.3 Part-II: Views of the Bank Managers �

For the collection of primary data, 10 public sector banks situated in

Marathwada region (Maharashtra state) are selected for the detailed study because

these banks represents the same analysis as the rest of banks from all over India

because E- banking operations are same in entire country and regulated by Reserve

Bank of India. While taking samples, only those banks are considered for study which

provides electronic banking facilities to its customers. The primary data is collected

with the help of a well structured questionnaire and personal interviews with the bank

managers for their own views on electronic banking services.

Following is the analysis of questions which are asked to the 20 bank

managers of the selected 10 public sector banks. This data is tabulated, analysed and

also displayed through graphs which resulted into conclusions.

215

Interpretation of Survey Results:

Demographic Profile of Bank Manager Respondents

Table 5.03: Demographic profile of bank manager respondents

Profile Sub Profile No. of Manager

Respondents

Percent (%)

Age Less than 25 yrs Nil Nil

26 yrs to 35 yrs 05 25%

36 yrs to 45 yrs 08 40%

46 yrs and above 07 35%

Total 20 100%

Gender Male 16 80%

Female 04 20%

Total� 20 100%

Education Bachelor Degree 15 75%

Master Degree 05 25%

Doctorate Degree Nil Nil

Total� 20 100%

Experience Less than 03 yrs Nil Nil

03 yrs to 04 yrs 04 20%

05 yrs to 06 yrs 10 50%

Above 07 yrs 06 30%

Total� 20 100%

(Source: Primary data)

Graph 5.03(A): Age details of the bank manager r

(Source: Table no.5.03)

The above

the bank managers. It has been observed that no man

yrs age group. 26 yrs to 35 yrs age group has 05(25

yrs age group has 08(40%) bank managers and finally

07(35%) bank managers.

Graph 5.03(B): Gender details of the bank manager r


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ph 5.03(A): Age details of the bank manager respondents

The above table 5.03 and related graph 5.03(A) shows the age details of

the bank managers. It has been observed that no manager (0%) belong to less than 25

yrs age group. 26 yrs to 35 yrs age group has 05(25%) bank managers, 36 yrs to 45

yrs age group has 08(40%) bank managers and finally 46 yrs and above age group has

5.03(B): Gender details of the bank manager respondents

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5.03(A) shows the age details of

ager (0%) belong to less than 25

%) bank managers, 36 yrs to 45

rs and above age group has

The above table 5.03 and related

details of the bank managers. It has been observed

and 04 bank managers are female. It is 80% m

study. So each section has enough representation in

Graph 5.03(C): Education details of the bank manager r




bachelor degree, 05 bank managers have masters degr

who has doctorate degree. It is 75% bachelor degree

doctorate degree pattern in this study.

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The above table 5.03 and related graph 5.03(B) shows the gender

details of the bank managers. It has been observed that 16 bank managers are male

managers are female. It is 80% male and 20% female pattern in this

study. So each section has enough representation in this study.

3(C): Education details of the bank manager respondents

The above table 5.03 and related graph 5.03(C) shows the education

details of the bank managers. It has been observed that 15 bank managers

bachelor degree, 05 bank managers have masters degree but there is no any manager

who has doctorate degree. It is 75% bachelor degree, 25% master degree and 0%

doctorate degree pattern in this study.

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graph 5.03(B) shows the gender

that 16 bank managers are male

ale and 20% female pattern in this

graph 5.03(C) shows the education

that 15 bank managers have

ee but there is no any manager

, 25% master degree and 0%

Graph 5.03(D): Experience details of




than 03 yrs experience, 04 bank managers (20%) have

bank managers (50%) have 05 yrs to 06 yrs experienc

(30%) have above 07 yrs experience. It is quite nat

responsible post. More experienced managers express

services directly strengthen this study in more con

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Graph 5.03(D): Experience details of the bank manager respondents

The above table 5.03 and related graph 5.03(D) shows the experience

details of the bank managers. It has been observed that no bank manager (0%) has less

than 03 yrs experience, 04 bank managers (20%) have 03 yrs to 04 yrs experience, 10

bank managers (50%) have 05 yrs to 06 yrs experience and finally 06 bank managers

(30%) have above 07 yrs experience. It is quite natural that bank manger is a very

responsible post. More experienced managers expressing their views about E

services directly strengthen this study in more concrete manner.

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espondents

graph 5.03(D) shows the experience

that no bank manager (0%) has less

03 yrs to 04 yrs experience, 10

e and finally 06 bank managers

ural that bank manger is a very

ing their views about E-banking

219

Bank Managers Preferences about E-banking Services

Table 5.04: Bank managers preferences about E-banking services

Reasons

Views

Strongly

Agree

Agree No

Opinion

Disagree Strongly

Disagree

Total

%

Cost

effective

and

affordable

12 60% 08 40% Nil Nil Nil

20

100%

Easily

available 05 25% 14 70% 01 05% Nil Nil

20

100%

More

knowledge

to the

customers

02 10% 06 30% 05 25% 07 35% Nil

20

100%

More

flexible 01 05% 17 85% 01 05% 01 05% Nil

20

100%

Provide

competitive

advantage

than others

07 35% 12 60% 01 05% Nil Nil

20

100%

Suitable to

bank

environment

07 35% 11 55% 02 10% Nil Nil

20

100%


The above table shows the data about preferences of bank managers

about E-banking. It has been observed from the table 5.04 that 12 managers (60%) are

strongly agree and 08 managers (40%) are agree about Cost effectiveness and

affordability of E-banking services. For the next aspect which is easily availability,

responses are 05(25%) strongly agree, 14(70%) agree, 01(05%) has no opinion and

others are nil. Moving to next aspect which is more knowledge to the customers,

responses are 02(10%) strongly agree, 06(30%) agree, 05(25%) no opinion and

220

interestingly 07(35%) disagree about this aspect. So, it clears that banks should take

efforts about E-banking services for providing knowledge to the customers.

Moving forward and discussing about next aspect i.e. more flexibility,

responses are 01(05%) strongly agree, 17(85%) agree, 01(05%) has no opinion and

01(05%) is disagree. The next aspect is about providing competitive advantage the

responses are as follows. 07(35%) bank managers are strongly agree, 12(60%) are

agree, 01(05%) has no opinion, no one is disagree and strongly disagree about this

aspect. The next aspect is suitable to bank environment, the responses are as follows.

07(35%) bank managers are strongly agree, 11(55%) are agree, 02(10%) have no

opinion, no one is disagree and strongly disagree about this aspect. So, after studying

these findings it is quite clear that bank managers are strongly agree and also agree

about these all aspects relating to E-banking.

Role of Government policies in implementation of E-banking

Table 5.05: Bank managers opinion about role of government policies in

implementation of E-banking

Role of Government policies in implementation of E-

banking

Responses

Total %

Strongly Agree 09 45%

Agree 10 50%

No Opinion 01 05%

Disagree Nil Nil

Strongly Disagree Nil Nil

Total 20 100%


Graph 5.04: Role of government policies in implementation of E


The above table 5.05 and graph 5.04 revealed that h

policies are helpful in implementation of E

are strongly agree about this asp

this aspect. No one is disagree and strongly disagr

The steps which bank

about E-banking services of the bank

Table 5.06: Steps of the

The steps bank should take for the awareness of ban

customers regarding E

Conduct more training programmes for bank customers

Demo classes regarding e

Information at the bank counter

More advertisements

Personal contact programmes

All are necessary

Total


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overnment policies in implementation of E-banking

The above table 5.05 and graph 5.04 revealed that how government

policies are helpful in implementation of E-banking services. 09(45%) bank managers

are strongly agree about this aspect. 10(50%) are agree, 01(05%) has no opinion abou

this aspect. No one is disagree and strongly disagree about this aspect.

The steps which bank should take to make the bank customers aware

banking services of the bank

Steps of the banks for awareness of bank customers for E

The steps bank should take for the awareness of bank

customers regarding E-banking

Responses

Total

Conduct more training programmes for bank customers 08

Demo classes regarding e-banking services 02

Information at the bank counter 05

03

Personal contact programmes 02

Nil

20

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banking

ow government

banking services. 09(45%) bank managers

ect. 10(50%) are agree, 01(05%) has no opinion about

should take to make the bank customers aware

banks for awareness of bank customers for E-banking

Responses

%

40%

10%

25%

15%

10%

Nil

100%

222

The above table 5.06 shows that the steps which bank should take for

the awareness of bank customers regarding E-banking. 08(40%) says that more

training programmes should be conducted for bank customers, 02(10%) are saying

that demo classes should be arranged, 05(25%) want information at the bank counter,

about 03(15%) managers want more advertisements and 02(10%) want more personal

contact programmes.

Fully computerised or partly computerized transactions

Table 5.07: Details about transactions which are fully or partly computerized

Sr.No.

Transactions Transactions

Fully

Computerized

Partly

Computerized

Total

1 Bank Overdraft 20 100% Nil 20 100%

2 Bills Collection 20 100% Nil 20 100%

3 Locker Facility 11 55% 09 45% 20 100%

4 DD/MT/MICR/CHEQUE

transactions

20 100% Nil 20 100%

5 Deposits (Term/FD/RD) 20 100% Nil 20 100%

6 Investment transactions 20 100% Nil 20 100%

7 General Account

Transactions

20 100% Nil 20 100%

8 Government Business /

Transactions

20 100% Nil 20 100%

(Source: Primary Data)

It has been observed from the table 5.07 that bank overdraft facility is

100% computerized. Likewise bills collection, DD/cheque transaction, deposits,

investment, general account and government business/transactions are 100%

computerized. But only locker facility is partly computerized which is 11(55%)

computerized and 09(45%) is partly computerized.

Reactions of customers regarding service efficiency

computerization

Table 5.08: Reactions of the customers about service efficiency


after the bank computerization

Positive

Negative

Can’t Say

Total


Graph 5.05: Reactions of customers regarding service efficiency

computerization


The table 5.08 and graph 5.05 is about reactions of

regarding service efficie

follows. 13(65%) bank managers are positive about increase in servic

computerization. 01(05%)

not say anything. So, it is

increased after the bank computerization.

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Reactions of customers regarding service efficiency after the bank

Reactions of the customers about service efficiency after computerization


after the bank computerization

Responses

Total

13

01

06

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Reactions of customers regarding service efficiency after the bank

The table 5.08 and graph 5.05 is about reactions of

regarding service efficiency after the bank computerization. The reactions a

bank managers are positive about increase in service efficiency after

01(05%) has negative opinion about it and 06(30%) managers could

So, it is clear after this study that service efficiency cert

increased after the bank computerization.

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after the bank

after computerization

Responses

%

65%

05%

30%

100%

after the bank

The table 5.08 and graph 5.05 is about reactions of customers

ncy after the bank computerization. The reactions are as

e efficiency after

managers could

clear after this study that service efficiency certainly

224

Problems faced by the bank while implementing Core banking/E-banking

solution

Table 5.09: Details about problems faced by the banks while E-banking

implementation

Problems faced by the Banks Responses

Total %

Huge investment in infrastructure and facilities to

customers

13 65%

More dependability on outside service providers

i.e.(MTNL/BSNL) lease line, Cisco, CMS etc.

15 75%

Very complex and costly software and Hardware are used

in this system

04 20%

Highly qualified professionals are to be employed due to

this salary burden increases.

15 75%

Difficult to detect the problem because number of stages

are involved

08 40%

Customers were not ready to use core banking services 14 70%

Any other Nil Nil


The table 5.09 shows the problems that are faced by the banks while E-

banking implementation. Huge investment in infrastructure and facilities to customers

is a problem as said by 13(65%) managers. 15(75%) managers think that more

dependability on outside service providers i.e. (MTNL/BSNL) lease line, Cisco, CMS

etc. is also a problem. Very complex and costly software and Hardware are used in

this system is also a problem as said by 04(20%) managers. 15(75%) managers think

that salary burden is also one problem as highly qualified professionals are to be

employed. 08(40%) say that there is a problem of difficulty to detect the problem

because number of stages are involved. Customers were not ready to use core banking

services, this problem has 14(70%) selection.

225

Opinion of the Bank Managers about the employee problems due to the

Bank computerization

Table 5.10: Details about the problems faced by the employees due to E-banking

services

Problems faced by the employee Responses

Total %

Lack of thorough knowledge and awareness of technology 17 85%

Lack of confidence in handling automated transactions 05 25%

No direct interaction with the customer because of

computerization

15 75%

Fear about the job security 16 80%

Any other Nil Nil


The table 5.10 shows the problems that are faced by the employee

while implementing E-banking. Lack of thorough knowledge and awareness of

technology is a problem as said by 17(85%) managers. 05(25%) managers think that

Lack of confidence in handling automated transactions is also a problem. No direct

interaction with the customer because of computerization as said by 15(75%)

managers. 16(80%) managers think Fear about the job security is also the problem

employees are facing.

Resulting factors regarding the E

Table 5.11: Resulting factors regarding the E

Factors regarding the E

Helped in reducing work stress

Helped in reducing confusions

Helped to do routine work more efficiently and effectively

Increased interest in work

Increased level of motivation of the employees

Increased level of job satisfaction

Total


Graph 5.06: Factors regarding the


It is observed from table 5.11 and graph 5.06 that,

resulted from E-bank atmosphere have following support from bank ma

(55%) managers think that it helped in reducing work stress. 04(20

helped in reducing confusions. 04(20%) think that i

efficiently and effectively

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regarding the E-bank atmosphere

Resulting factors regarding the E-bank atmosphere

Factors regarding the E-bank atmosphere Responses

Total

Helped in reducing work stress 11

Helped in reducing confusions 04

work more efficiently and effectively 04

Increased interest in work 01

Increased level of motivation of the employees Nil

Increased level of job satisfaction Nil

20


Factors regarding the E-bank atmosphere

It is observed from table 5.11 and graph 5.06 that, factors which are

bank atmosphere have following support from bank ma

think that it helped in reducing work stress. 04(20%) think that it

helped in reducing confusions. 04(20%) think that it helped to do routine work more

efficiently and effectively. 01(05%) think that their interest has been increa

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Responses

%

55%

20%

20%

05%

Nil

Nil

100%

factors which are

bank atmosphere have following support from bank managers. 11

%) think that it

elped to do routine work more

. 01(05%) think that their interest has been increased due to

227

E-banking atmosphere. Other aspects like motivation and job satisfaction interestingly

have not any support.

The extent to which the performance of banks using E-channels improved

Table 5.12: Opinions of bank managers about improvement of performance of

the banks due to E-channels

Performance Improved Responses

Total %

To large extent 11 55%

To some extent 05 25%

A little 04 20%

Very Little Nil Nil

Not at all Nil Nil

Total 20 100%


The table 5.12 is related with opinions of bank managers about

improvement of performance of the banks due to E-channels. 11(55%) managers

think that performance is improved to large extent. 05(25%) managers think that

performance is improved to some extent. 04(20%) managers think that performance is

improved to a little extent. So, around 16(80%) bank managers think that performance

of banks has been improved due to E-banking.

Satisfaction/dissatisfaction of bank man

through E-banking atmosphere

Table 5.13: Results about satisfaction/dissatisfaction of bank

way of working through E

Satisfaction/ dissatisfaction of bank managers

Highly Satisfied

Satisfied

No opinion

Dissatisfied

Highly Dissatisfied

Total


Graph 5.07: Satisfaction/ dissatisfaction of bank managers


The table 5.13 and graph 5.07 revealed that 05(25%)

highly satisfied with the way of working through E

satisfied. 02(10%) managers have not any opinion ab

dissatisfied or highly dissatisfied with working in E

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Satisfaction/dissatisfaction of bank managers with the way of workin

banking atmosphere

Results about satisfaction/dissatisfaction of bank managers with the

way of working through E-banking atmosphere

Satisfaction/ dissatisfaction of bank managers Responses

Total

05

13

02

Nil

Nil

20

Satisfaction/ dissatisfaction of bank managers

The table 5.13 and graph 5.07 revealed that 05(25%) managers are

highly satisfied with the way of working through E-banking atmosphere. 13(65%) are

satisfied. 02(10%) managers have not any opinion about this situation. No one is

satisfied or highly dissatisfied with working in E-banking atmosphere. So, almost

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gers with the way of working

managers with the

Responses

%

25%

65%

10%

Nil

Nil

100%

The table 5.13 and graph 5.07 revealed that 05(25%) managers are

banking atmosphere. 13(65%) are

out this situation. No one is

banking atmosphere. So, almost

229

18(90%) bank managers are satisfied with the way of working through E-banking

atmosphere.

Problems which bank managers generally face while dealing with

customers to use various E-banking services

Table 5.14: Problems which bank managers generally face in E-banking

implementation while dealing with bank customers

Problems faced by the bank managers Responses

Total %

Illiteracy 16 80%

Increasing expectations of customers 05 25%

Lack of trust 07 35%

Lack of knowledge regarding how to use/operate the e-

banking services

13 65%

Problem of security 13 65%

Resist to change and adopt new trends 16 80%

Unawareness among the customers 09 45%


The table 5.14 has findings about problems which bank managers

generally face in E-banking implementation while dealing with bank customers.16

(80%) customers are illiterate about banking system. They don’t know anything and

how to do it. 05(25%) customers have increasing expectations. Lack of trust is also a

problem for bank managers which has around 07(35%) proportion. Lack of

knowledge regarding how to use/operate the e-banking services has 13(65%)

proportion. Problem of security has 13(65%) proportion. 16(80%) customers

generally resist to change and adopt new trends and 09(45%) customers are unaware

about what happening around themselves. So, Illiteracy, lack of knowledge, security,

resist to change and unawareness are the major problems which managers are facing

nowadays.

Proportion of customer

services

Table 5.15: Proportion of customers using E

Proportion of customers using E

To large extent

To some extent

A little

Very Little

Not at all

Total


Graph 5.08: Proportion of customers using E

(Source: Table no.5.15) The table 5.15 and graph 5.08 shows the proportion

E-banking services. 06(30%) customers use E

06(30%) customers use E

banking services in little manner. 02(10%) customers u

little manner. So, almost 18(90%) customers are usi

less capacity.

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Proportion of customers using E-banking services for availing bank

Proportion of customers using E-banking services

Proportion of customers using E-banking services Responses

Total

06

06

06

02

Nil

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Proportion of customers using E-banking services

The table 5.15 and graph 5.08 shows the proportion of customers using

banking services. 06(30%) customers use E-banking services to large extent.

06(30%) customers use E-banking services to some extent. 06(30%) customers

king services in little manner. 02(10%) customers use E-banking services in very

little manner. So, almost 18(90%) customers are using E-banking services in more or

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banking services for availing bank

Responses

%

30%

30%

30%

10%

Nil

100%

of customers using

banking services to large extent.

banking services to some extent. 06(30%) customers use E-

banking services in very

banking services in more or

Extent to which the numbers of customers accessing

are increasing

Table 5.16: Increase in the proportion of customers accessing E

The numbers of customers accessing E

services are increasing

To large extent

To some extent

A little

Very Little

Not at all

Total


Graph 5.09: The numbers of customers accessing E


The table 5.16 and graph 5.09 shows the

customers accessing E-

increase in customers use of E

think that there is increase in customers use of E

04(20%) managers think that there is increase in cu

in little manner. So, almost 16(80%) managers think

customers use of E-banking services in more or less capacity.

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Extent to which the numbers of customers accessing E-banking services

Increase in the proportion of customers accessing E-banking services

The numbers of customers accessing E-banking

Responses

Total

10

06

04

Nil

Nil

20

The numbers of customers accessing E-banking services

The table 5.16 and graph 5.09 shows the increase in proportion of

banking services. 10(50%) managers think that there

increase in customers use of E-banking services to large extent. 06(30%) managers

think that there is increase in customers use of E-banking services to

04(20%) managers think that there is increase in customers use of E-banking services

in little manner. So, almost 16(80%) managers think that there is increase in

banking services in more or less capacity.

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banking services

banking services

Responses

%

50%

30%

20%

Nil

Nil

100%

banking services

increase in proportion of

banking services. 10(50%) managers think that there is

banking services to large extent. 06(30%) managers

some extent.

banking services

that there is increase in

Age groups preferring more E

Table 5.17: Details about age groups preferring more E

Age groups preferring more E

15 yrs to 25 yrs

26 yrs to 35 yrs

36 yrs to 45 yrs

Above 45 yrs


Graph 5.10: Age groups preferring more E


The table 5.17 and graph 5.10 shows the age groups

banking services. 07(35%) customers are fro

customers are from 26 yrs to 35 yrs

45 yrs age group and only 03(15%) are from above 45

that young generation is f

more than 45 yrs of age.

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ring more E-banking services

Details about age groups preferring more E-banking services

Age groups preferring more E-banking services Responses

Total

07

14

15

03

Age groups preferring more E-banking services

The table 5.17 and graph 5.10 shows the age groups preferring more E

07(35%) customers are from 15 yrs to 25 yrs age group.

customers are from 26 yrs to 35 yrs age group. 15(75%) customers are from 36 yrs to

45 yrs age group and only 03(15%) are from above 45 yrs age group. This indicates

fond of using E-banking services than elder generation that is

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banking services

Responses

%

35%

70%

75%

15%

preferring more E-

m 15 yrs to 25 yrs age group. 14(70%)

customers are from 36 yrs to

yrs age group. This indicates

banking services than elder generation that is

233

Fast shifting of bank customers from traditional banks to E-banks

Table 5.18: Details about shifting of bank customers from traditional banks to E-

banks

Fast shifting of bank customers from traditional banks

to E-banks

Responses

Total %

Strongly Agree 10 50%

Agree 08 40%

No Opinion 02 10%

Disagree Nil Nil

Strongly Disagree Nil Nil

Total 20 100%


The table 5.18 shows the data about opinion of bank managers about

fast shifting of bank customers from traditional banks to E-banks. 10(50%) bank

managers are strongly agree about this shifting. 08(40%) are agree about this

situation. 02(10%) have no opinion about this shifting. No one is disagreeing or

strongly disagree about this shifting.

Percentage of transactions performed by customers through E-banking

services normally a day (Approximately)

Table 5.19: Percentage of E-banking transactions normally a day

Percentage of E-banking transactions normally a day

(Approximately)

Responses

Total %

Less than 20% Nil Nil

21% to 40% Nil Nil

41% to 60% 03 15%

61% to 80% 08 40%

Above 81% 09 45%

Total 20 100%


234

The table 5.19 shows the approximate percentage of E-banking

transactions normally a day in the banks. Less than 20%, 21% to 40% E-banking

transactions have not any responses. 41% to 60 % E-banking transactions has

03(15%) responses. 08(40%) think that there are 61% to 80% E-banking transactions

normally a day. 09(45%) managers think that there are above 81% transactions

normally a day.

Nature of complaints from E-banking customers as compared to

customers of traditional banks

Table 5.20: Details about nature of complaints from E-banking customers

Nature of complaints from E-banking customers Responses

Total %

Delay in banking transactions from customer’s view point 03 15%

High cost of service charges 15 75%

Higher amount of minimum balance maintained in their

accounts

Nil Nil

Problems regarding use of ATMs or other banking 20 100%

Regarding lack of attention or improper behavior of bank

employees to customers

08 40%

Wrong postings in their account 05 25%


The table 5.20 is about nature of complaints from E-banking

customers. 03(15%) customers think that there is Delay in banking transactions from

customer’s view point. 15(75%) customers think that it has high cost of service

charges. No response is for higher amount of minimum balance maintained in their

accounts. Interestingly, 20(100%) customers have problem about use of ATM.

08(40%) customers have problem about lack of attention or improper behavior of

bank employees to customers. 05(25%) customers think that there are wrong postings

in their account. Analyzing this data, it is cleared that ATMs have most problems

while operating. So, it is need of the hour that banks should improve this service.

Whether training provided by the bank to bank manag

handle computerized transactions

Table 5.21: Opinion of bank managers, whether training is enoug

handle E-banking transactions

Whether training provided by the bank to bank

managers is enough to handle computerized

transactions

Positive

Negative

Can’t Say

Total

(Source: primary data)

Graph 5.11: Opinion about training provided by bank


The table 5.21 and graph 5.11 has the opinions abou

by bank is enough or not. 12(60%) bank managers

training. 02(10%) have

cannot say anything. So, it is 60

enough or not.

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Whether training provided by the bank to bank managers is enough to

handle computerized transactions

Opinion of bank managers, whether training is enough for them to

banking transactions

provided by the bank to bank

managers is enough to handle computerized

Responses

Total

12

02

06

20

Graph 5.11: Opinion about training provided by bank is enough or not

The table 5.21 and graph 5.11 has the opinions about training provided

nk is enough or not. 12(60%) bank managers have positive opinion about

negative opinion about training. 06(30%) bank

cannot say anything. So, it is 60-40 proportion regarding the training whether it is

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ers is enough to

Opinion of bank managers, whether training is enough for them to

Responses

%

60%

10%

30%

100%

enough or not

t training provided

opinion about

bank managers

40 proportion regarding the training whether it is

The overall performance of banks using E

open economy

Table 5.22: Opinion of bank managers about overall performance

E-banking implementation

The overall performance of banks using E

services improved

To large extent

To some extent

A little

Very Little

Not at all

Total


Graph 5.12: The overall performance of banks using E

improved


The table 5.22 and graph 5.12 is

performance of banks using E

to large extent. 04(20%) are agreed to some extent.

agreed a little. 01(05%) is

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The overall performance of banks using E-banking services improved in

Opinion of bank managers about overall performance of banks after

banking implementation

The overall performance of banks using E-banking Responses

Total

10

04

04

01

01

20

The overall performance of banks using E-banking services

The table 5.22 and graph 5.12 is about the improvement in overall

performance of banks using E-banking services. 10(50%) bank managers are agreed

04(20%) are agreed to some extent. 04(20%) bank managers are

agreed a little. 01(05%) is agreed very little and 01(05%) is not at all agreed. So, it is

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banking services improved in

Opinion of bank managers about overall performance of banks after

Responses

%

50%

20%

20%

05%

05%

100%

banking services

about the improvement in overall

10(50%) bank managers are agreed

bank managers are

at all agreed. So, it is

237

quite clear that almost 18(90%) are agreed that E-banking is responsible for

improvement in overall performance of banks.

Suggestions which can be helpful to provide efficient E-banking services

Table 5.23: Suggestions by bank managers about providing efficient E-banking

services

Suggestions which can be helpful to provide efficient

E-banking services

Responses

Total %

By creating awareness among the bank employees 06 30%

By providing variety of services according to customer

requirements

05 25%

By making convenient accessibility of e-banking services 02 10%

By using effective ways to deliver e-banking services 04 20%

By making employees behavior more polite and friendly

towards customers

01 05%

By assisting and helping to the bank customers to choose

best e-banking services

02 10%

Total 20 100%


The table 5.23 reveals the data about suggestions which can be helpful

to provide efficient E-banking services. 06(30%) suggested creation of awareness

among the bank employees. 05(25%) suggested to provide variety of services

according to customer requirements. 02(10%) suggested to make convenient

accessibility of E-banking services. 04(20%) suggested to use effective ways to

deliver E-banking services. 01(05%) suggested to make employees behavior more

polite and friendly towards customers and 02(10%) suggested to assist and help bank

customers to choose best E-banking services.

238

5.4 Problems of the Banks:

The above analysis resulted in the findings of the problems of the banks regarding E-

banking. These problems are as follows:

1. Naturally, human nature or tendency of staff resists changes in their routine work.

So, it is initially problematic for the banks to implement E-banking. Management

including top executives of the bank and employees are initially resistant against the

implementation of E-banking.

2. Like bank employees, bank customers also resist changes in their style of doing

transactions. They do not adopt changes in technologies and keep doing transactions

in traditional way.

3. Due to technical requirement and insufficiency, frequent problems arise like data

backup problems, antivirus updation problems etc.

4. E-banking services require huge investment in infrastructure. Software, hardware

costs and maintenance costs are very high.

5. Banks should have to be more dependable on outside service providers like BSNL,

MTNL and CISCO. This also creates problems in service efficiency as banks have to

constantly depend on these providers.

6. Banks have to employ highly qualified professionals and hence salary burden

increases. This affects financial condition of these banks.

7. Various stages are involved in E-banking so it very difficult to detect problem from

number of stages.

8. Security threats from hackers are now frequently happened. Hackers always try to

enter into servers of the banks and try to steal important and private information about

the bank like customer private information, account information, passwords etc.

239

9. Technology updation is regular process. Banks should have to remain alert about

these frequent changes in software and hardware. Also changes in technology means

staff should have to be trained in this changing atmosphere. That’s why all this

process increases the expenses of the banks in huge manner.

10. Nowadays call centers are established to solve the problems of the customers.

Majority of the problems are of online transactions. So, all these mechanism of call

centers requires huge investment and working expenses. All these expenses have to

shoulder by the respective banks.

5.5 Problems of the Bank employees:

The above analysis resulted in the findings of the problems of the bank employees

regarding E-banking. These problems are as follows:

1. Bank employees lack thorough knowledge of technology which they are using as

there are constant upgrades in software and hardware. They have to keep pace with

this fast changing environment.

2. Lack of confidence in handling automated transactions. This is also important

factor which is to be considered while implementing E-banking services. Confidence

level would be increased with the help of arranging more training programmes for the

bank employees.

3. Bank employees have no direct interactions with the customers. So if customer or

bank employee has certain problem then it happens to be hectic job, that’s why

interaction build positive environment and it is very important for banking in India.

4. Bank employees think that computerisation will cut down their job and they

become unemployed. They have fear about their job security. This problem can be

solved by boosting their confidence.

240

5. Increasing expectations of the customers sometime creates the problems for the

bank employees. They have to face the anger of the customers regarding their high

expectation about quality of service.

6. Mishandling of the username and password by the bank employees can create

serious security problems for both bank and employees.

7. E-banking cut down no. of jobs from banking industry. This slash down of jobs

burdens the remaining employees. They have to give extra hours of the day to the

bank. This can increase the physical stress of the employees.

8. In recent years banking activities are increased. The burden of work of bank

employees is also increased. They have to keep pace with changing banking activities

and policies. Every month there are new announcements from RBI. All this should

have to be implemented right from the next day. So they have to remain alert every

time. This can increase the mental stress of the employees.

9. Nowadays customers are very aggressive about their rights. They don’t accept

anything wrong regarding their transactions. Bank employees should be always

careful regarding the services they are offering to their customers. If customer is not

satisfied he can shift to other bank for his transaction.

10. Security threat, hacking are the major challenges for the banks and so for the bank

employees. Generally these types of threats are happened due to negligence. If

hacking is done by using employee username and password then it is serious threat to

that banking system and employee trustworthiness.

5.6 Conclusion:

The conclusions are out and are favorable to E-banking atmosphere in

Indian public sector banks. After studying the survey results, it is revealed that E-

banking is more beneficial to banks than traditional banking. Statistics provided by

RBI clearly shows that profit of banks is increased after E-banking implementation.

241

That’s why banks are attracted towards E-banking due to its control, speed,

accessibility, quality service and effective cost.

While discussing with bank managers, very important facts are revealed

by them, almost all of them think that E-banking services are cost effective and

affordable. They think that role of government is most important in this situation may

be directly or indirectly. Government has to take such decisions which are helpful to

the banking industry and same way to the customers. Likewise government, banks

should also take certain steps to make bank customers aware about E-banking

services. These steps are to conduct more training programmes for bank customers,

demo classes regarding E-banking services, personal contact programmes etc. Almost

all the transactions done by the banks are now computerized. In some cases locker

facility is partly computerized. But in coming days these banks are planning to do it

fully computerized. Bank managers think that customers are positive about E-

channels. They are enjoying benefits of E-banking.

Discussing about the problems of the banks while implementing E-

banking, managers pointed out certain problems like huge investment in infrastructure

and facilities to customers, more dependability on outside service providers i.e.

(MTNL/BSNL) lease line, Cisco, CMS etc., highly qualified professionals are to be

employed due to this salary burden increases, very complex, costly software and

Hardware are used in this system etc. Managers and other employees have to face

problems from customer side like fear of insecurity, lack of confidence in handling

automated transactions, unawareness among the customers, illiteracy, lack of

knowledge regarding how to use/operate the E-banking services, resist changing and

adopting new trends etc. Bank managers pointed out that E-bank atmosphere is surely

helpful to the bank staff. Their work stress level is decreased, efficiency is increased

and they are feeling more relieved than earlier style of working.

Almost all the bank managers think that the overall performance of

banks using E-channels improved in the open economy. Banks are earning more and

more profits and giving stiff competition to private and foreign banks. Job satisfaction

level of bank staff is also increased and they are giving their best to improve this

situation more and more. But at the same time bank managers are facing bigger

242

problems like resistance, unawareness, account security etc. while implementing E-

channels.

Discussing about complaints, more complaints are from the use of

ATMs. Some customers complaint about high cost of service charges and some of

them complaints about lack of attention or improper behavior of bank employees to

customers. But interestingly among these problems proportion of customers using E-

channels is increasing day by day. New customers are availing these services.

Increase in customers availing these services is satisfactory as per view of bank

managers. Except the customers having age more than 45 yrs, all the customers are

friendlier with E-channels. They are more techno savvy and using internet frequently.

Bank managers are agree that customers are fastly shifting to E-

banking from traditional banking. They are taking information from bank officials

about the use of E-channels. That is why normal daily transactions done with the help

of E-channels now touch to 90 -100% level. Bank managers pointed out that training

provided by the bank is very important and sufficient but it should be periodical as

they will get updated constantly.

Survey results conclude that employees are satisfied and comfortable

working through E-channels. They should provided proper and routine training to feel

them more comfortable and updated. Bank managers gave important suggestions

regarding E-banking services. Like to create awareness among the bank employees, to

provide variety of services according to customer requirements, by assisting and

helping to the bank customers to choose best E-banking services, by making

convenient accessibility of E-banking services, by using effective ways to deliver E-

banking services etc. Finally, the empirical study projects similar results as many

national and international studies have been discussed in the review part.

11 chapter no. 05 - shodhgangashodhganga.inflibnet.ac.in/bitstream/10603/76649/11/11_chapter no....

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