Impact of Demographic Profile of Employees on Their Performance: An Empirical Investigation with Special Reference to Chhattisgarh Rajya Gramin Bank

INTRODUCTION

In today‘s business environment, in which banks operate has become much complex. This is because of globalization, changes in technology, increased competition which represent new challenges and various opportunities for the banking industry. Demographic have a great implication for organizations and managers of the day. Diversity in demographic factors brings changes in all spheres of an organizational environment. So it is the responsibility of the management to ensure that the diversity contributes in its full to organizational benefits. Age, gender, Income, Education, designation etc, describes the demographic characteristics.

Shields (2016)1 stated that employee performance has been characterized as how much an employee executes the duties and responsibilities. There are many activities and approaches by which employee performance can be managed easily but it depends upon on the strategy that the firm employs (Arthur, 2001)2. Baldwin (2008)3 characterizes worker execution as a methods for completing activities productively and viably by the employees so as to accomplish the predetermined goals of an organization. Rath and Conchie (2009)4 Expressed that employee performance was connected to how well a worker accomplished his or her objectives and targets. Sundi (2013)5 work amount, work quality, work freedom, practicality and individual connections are the five essential criteria that can be utilized to check performance of employees. Yusuf, Mohammed & Kazeem (2014)6 Employee Performance is the capacity to accomplish the set targets inside the required courses of events and parameters Age is an important factor in describing how an individual changes after some time and along these lines may influence how execution changes over the long run. Smedley and Whitten (2006)7 described that distinctions in age could be a potential factor for work Performance. Gender is a set of characteristics distinguishing between male and female. Researchers have continued to argue that gender is a major factor that enhances performance of the individual in the organization. Knudson (1982)8 studied whether women trained in management were as assertive equally well on their jobs as their men counterparts. Umar (2012)9 stated that if wages are linked to the performance it become an important aspects of being effective. Kim and Mohtadi (1992)10 said that economic development, economic growth and individual ability (potential and work performance) are directly affected by education.

1. To determine the association of Age of employees on performance at Chhattisgarh Rajya Gramin Bank. 2. To determine the association of Gender of employees on performance at Chhattisgarh Rajya Gramin Bank. 3. To determine the association of Income of employees on performance at Chhattisgarh Rajya Gramin Bank. 4. To determine the association of Education of employees on performance at Chhattisgarh Rajya Gramin Bank. 5. To determine the association of Designation of employees on performance at Chhattisgarh Rajya Gramin Bank.

For this study, the Population is finite and employees from all the Chhattisgarh Rajya Gramin Bank form the Population.

The Sample Size for the study is 300. Respondents were from a balanced mix of various demographic factors (age, gender, Income, Education and designation).

Ha1: Employee Age is not significantly associated with Performance Hβ1: Employee Age is significantly associated with Performance; Ha2: Employee Gender is not significantly associated with Performance Ha3: Employee Income is not significantly associated with Performance Hβ3: Employee Income is significantly associated with Performance; H a4: Employee Education is not significantly associated with Performance Hβ4: Employee Education is significantly associated with Performance; and H a5: Employee Designation is not significantly associated with Performance Hβ5: Employee Designation is significantly associated with Performance.

Interpretation To test the hypothesis of age is significantly associated with Performance, one-way ANOVA test was conducted. As p value is less than 0.05 as shown in table-1, Hence hypothesis Hβ1 is accepted.

Interpretation To test the hypothesis of Gender is significantly associated with Performance, one-way ANOVA test was conducted. As p value is less than 0.05 as shown in table-2, Hence hypothesis Hβ2 is accepted.

Interpretation To test the hypothesis of Income is significantly associated with Performance, one-way ANOVA test was conducted. As p value is greater than 0.05 as shown in table-3, Hence hypothesis Ha3 is accepted.

To test the hypothesis of Education is significantly associated with Performance, one-way ANOVA test was conducted. As p value is greater than 0.05 as shown in table-4, Hence hypothesis Ha4 is accepted.

Interpretation To test the hypothesis of Designation is significantly associated with Performance, one-way ANOVA test was conducted. As p value is greater than 0.05 as shown in table-5, Hence hypothesis Ha5 is accepted.

The present study was undertaken to analyze the impact of demographic profile of employees on their performance with special reference to Chhattisgarh Rajya Gramin Bank. The hypotheses were investigated and tested for Chhattisgarh Rajya Gramin Bank with a sample size of 300 employees after scrutinizing the available literature with respect to the framework of study. The findings of the proposed research work can be summarized as under- 2. Employee Gender is significantly associated with Performance. 3. Employee Income is not significantly associated with Performance. 4. Employee Education is not significantly associated with Performance. 5. Employee Designation is not significantly associated with Performance.

Since demographic characteristics have an impact on how well an employee performs, they ought to be emphasized in the management of performance. The study concluded that Age and gender plays a critical role in employee‘s performance where as Income, Education and Designation is not significantly associated with employee‘s performance. The employee who are near to the retirement age can also be highly efficient to the organization if the nature of their work to best fit their capabilities, through which the organization can use their potential and increase the motivation towards the work also the organization make properly working environment to use the knowledge and experience. Also the performance is also directly related with the gender of employee.

1. Shields, J. (2016). Managing Employee Performance and Reward: Concepts, Practices and Strategies, Cambridge University Press, Cambridge. 2. Arthur, D. (2001). The Employee Recruitment and Retention Handbook. New York: AMACOM Div American Management Association. 3. Baldwin, K. (2008). Managing Employee Performance in Seven Steps. Sussex: Lulu. 4. Rath, T., & Conchie, B. (2009). Strengths Based Leadership: Great Leaders, Teams, and Why People Follow. San Francisco: Gallup Press. 5. Sundi, K. (2013). Effect of Transformational Leadership and Transactional Leadership on Employee Performance of Konawe Education Department at Southeast Sulawesi, 6. Yusuf, M.O., Muhammed, U.D. & Kazeem, A.O. (2014). Management of Leadership Style: An Approach to employee performance and Effectiveness in Nigeria. International Journal of Humanities Social Sciences and Education (IJHSSE), 1(2), pp. 17-29. 7. Smedley, K. & Whitten, H. (2006). Age Matters, Employing, Motivating and Managing Older Employees. United Kingdom: Gower Publisher 8. Knudson, A.D. (1982). Young Management Women: A new look. Journal of NAWDAC, 45, 2, pp. 3-9. 9. Umar, A. (2012). Effect of wages, motivation, and job satisfaction on the performance of workers in the manufacturing industry in the city of Makassar. Jurnal Aplikasi Manajemen, 10(2), pp. 406-418. 10. Kim, S. & Mohtadi, H. (1992). Education, Job Signaling, and Dual Labor Markets in Developing Countries. St Paul: Economic Development Center, University of Minnesota. Bulletin, pp. 92-1.

Professor & Head, Department of Management Studies, Kalinga University, Raipur