Id emba-160343, md. moklesur rahman(shehab)- relationship between employee involvement and productivity

EMBA Program
Relationship between
Employee Involvement and
Productivity-Evidence from
Banking Industry of
Bangladesh based on
Employees Perception
Name of Student: Md. Moklesur Rahman
Email of Student: sheikhshehabakcc@gmail.com
Student ID:EMBA-160343
Project work/ Thesis Paper
Name of Supervisor: Mir Sohrab Hossain, Associate Professor
Date of Submission: 25th April, 2018
Submitted to
Co-ordinator
Evening MBA Program
Khulna University
Khulna

i
Relationship between Employee Involvement and Productivity-
Evidence from Banking Industry of Bangladesh based on

ii
Relationship between Employee Involvement and Productivity-
Evidence from Banking Industry of Bangladeshbased on
Research Report
(Submitted in partial fulfillment of the requirement of EMBA program)
Supervised By:
Mir Sohrab Hossain
Associate Professor
Business Administration Discipline
Khulna University
Submitted By:
Md. Moklesur Rahman
ID: EMBA-160343
Submitted To:
Co-ordinator
Evening MBA Program
KHULNA UNIVERSITY
Business Administration Discipline, EMBA Program
Date of Submission:25thApril, 2018

iii
April 25, 2018
Co-ordinator
Evening MBA Program
Business Administration Discipline
Khulna University, Khulna.
Subject: Submission of Research Report
Dear Sir,
I am highly delighted to submit the research report titled “Relationship between Employee
Involvement and Productivity-Evidence from Banking Industry of Bangladesh based on
Employees Perception” which was assigned to me as partial requirement for the completion
of the EMBA Program.
Throughout the study, I have tried with the best of my capacity to gather and accommodate as
much relevant information as possible. I am apologizing for any kind of mistake that I might
have made in conducting this research. I will be available to facilitate any modification or
correction of this paper anytime you asked me to do so.
I, therefore, earnestly request you to go through my report and give me necessary feedback.
Sincerely yours
………………………….
Md. Moklesur Rahman
ID: EMBA-160343
Business Administration Discipline,
Supervised by
………………………………..
Mir Sohrab Hossain
Associate Professor
Business Administration Discipline,

iv
ACKNOWLEDGEMENT
All praises and thanks to the Almighty Allah for enabling me to complete my research report
successfully.
I sincerely thank my supervisor Mir Sohrab Hossain, Associate Professor, Business
Administration Discipline, Khulna University, for his continuous support and guidance.
Without his great supervision and generous support, it would have been quite impossible for
me to complete this research report in due time.
In addition, I want to thank all the participants who took part in the survey, provided their
valuable opinions and hence helped me to complete this research work.
I would like to thank my parents for being the enormous source of inspiration for me.

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ABSTRACT
Purpose: The primary objective of the research is to find out the relationship between
employee involvement and employee productivity.
Design/ methodology/approach: Some hypothesis has been developed based on previous
studies. A total of 100 responses from 18 banks were collected and analyzed objectively.
Findings: It was found thatthere is significant relationship between Independent variable-
Employee Involvement and dependent variable-Employee Productivity. It also find that there
is no significant difference in employee’s response in terms of gender (male and female).
Some factors such as communication , information, Rewards, Benefits , Knowledge and skill,
Work hour , Work Environment, Job Stress, Power, Training , Motivation were affect on
Employee Involvement and Employee Productivity.
Limitation- The result cannot be generalized because this study only covers the private and
public banking organizations in Khulna city which does not represent the overall scenario of
Bangladesh.
Originality: Academicians, researchers, policy-makers, practitioners, students, local and
foreign entrepreneurs of Bangladesh and other similar countries could benefit from this paper
by exploring the association between employee involvement and employee productivity.
Keywords: Employee Involvement, Productivity, Information, Knowledge and Skill.

vi
Table of contents
Chapter Content Page no.
Topic Name i
Submission of Research Report Letter iii
Acknowledgement iv
Abstract v
Table of Content vi
List of Tables and Figures viii
1 Introduction 1
1.1 Introduction 2
1.2 Origin of this study 2
1.3 Background of the study 2
1.4 Context of the Study 3
1.5 Rationality of the Study 3
1.6 Statement of the Problem 4
1.7 Objectives of the Research 4
1.8 Research Question 4
1.9 Limitation of the study 5
2 Literature Review 6
2.1Employee Involvement 7
2.2 Key Elements of Employee Involvement 8
2.3 Forms of Employee Involvement 9
2.4 Different levels of Employee Involvement 10
2.5 Employee Productivity 11
2.6 Employee Productivity Factors 12
2.7 How Employee Involvement Affects Productivity 13
2.8 Proposed Hypothesis 15
3 Research Methodology 16
3.1Research design 17
3.2Population 18
3.3Sample 18

vii
3.4Sampling Technique 20
3.5Sample Size 20
3.6Source of Data Collection 21
3.7Instrument Design 22
3.8 Variables and their Indicators 23
3.9Data Analysis 24
4 Data Analysis and Interpretation 25
4.1 Summary of the Demographic Data 26
4.2 Frequency Analysis for Employee Involvement 26
4.3 Frequency Analysis for Employee Productivity 29
4.4 Hypothesis Test 33
4.4.1 Hypothesis 1 33
5 Finding and Discussions 37
6 Conclusion and Recommendation 39
6.1 Conclusion 40
6.2 Recommendations 40
6.3 Implications 41
6.4 Future Research 41
References 42
Appendix A: Tables and Figures 45
Appendix B : Questionnaire 60

viii
List of Tables and Figures
Contents Page
No.
Figure 2.2 Key Elements of Employee Involvement 8
Figure- 2.7 Employee Involvement and Productivity 14
Figure -2.8 Proposed Hypothesis 15
Table-3.1 Methodology at a glance 18
Table-3.2 Population at a glance 18
Table - 3.3Source of Data Collection 19
Table -3.7 Instrument Design 22
Table- 3.8 Variables and their Indicators 23
Table – 4.1 Summary of the Demographic Data 26
Table- 4.2-1Bank offers rewards based on performance. 45
Table -4.2-2 The communication is effective in this Bank 45
Table -4.2-3 Power sharing increases my work autonomy. 46
Table -4.2-4 Managers are willing to share decision-making power with
employees.
46
Table -4.2-5 Knowledge sharing would improve work processes in the bank. 46
Table -4.2-6 Bank has an inbuilt system for periodically updating employee
knowledge and skills.
47
Table -4.2-7 At a glance of Employee Involvement 47
Table -4.3-1 Bank offers rewards based on performance. 48
Table -4.3-2 I feel the company's benefits meet my needs. 48
Table -4.3-3 A good communication system leads to high productivity. 49
Table -4.3-4 I feel great stress on my job 49
Table -4.3-5 I am often bored with my job. 50
Table -4.3-6 The training I receive is relevant to my job 50
Table -4.3-7 Bank provides adequate opportunity for training and professional
development
51
Table -4.3-8 Bank work hours do not measure within standard process. 51
Table -4.3-9 Actual work hour and standard work hour sometime do not match 52
Table -4.3-10 Proper motivational training always results in higher productivity. 52
Table -4.3-11 Motivation can encourage workers to work in an ethical way. 53
Table -4.3-12 Employees can utilize their knowledge, skills, and ability within
the Bank.
53
Table -4.3-13The general working environment favors my performance &
productivity.
54
Table -4.3-14 At a glance of Employee Productivity 54
Table -4.4.1-1 Canonical Correlation 55
Table -4.4.1-2 Canonical Loading of Employee Involvement 55
Table -4.4.1-3 Canonical Loading of Employee Productivity 55
Table 4.4.2-1,2 Independent T-test (Gender) 56-57
Table 4.4.3-1,2 Independent T-test (Bank) 58-59

2
1.1 Introduction:
The Employee Involvement is lead to higher productivity. It attempts to explain positive
linkage traditionally that giving people more involvement in work decisions for raising
employee’s productivity. Employee Involvement practices such as participation in workplace
decisions, can improve productivity at least three ways. First, Employee Involvement
interventions can improve communication and co-ordination among employees and
organizational departments. Second, Employee Involvement interventions can improve
employee productivity, when the technology and work situation allow people to affect
productivity. For example, some jobs are so rigidly control and specify that it can have little
impact on productivity. Third, Employee Involvement can improve the capabilities of
employees, thus enabling them to perform better. For example, it attempts to increase
employee participation in decision making generally include skills training in group problem
solving and communication.
1.2 Origin of this study:
The report title “Relationship between Employee Involvement and Productivity-Evidence
from Banking Industry of Bangladesh based on Employees Perception”has been prepared as a
mandatory requirement for thesis, EMBA Program of Business Administration Discipline in
Khulna University. This report has been conducted under the supervision of Mr. Mir Sohrab
Hossain, Associate Professor of Business Administration Discipline in Khulna University.
1.3 Backgroundof the study:
This research review analyzes the development and assesses what we know
about“Relationship between Employee Involvement and Productivity-Evidence from
Banking Industry of Bangladesh based on Employees Perception”.
The study will help to determine the relation between Employee Involvement and employee
productivity. Since very insufficient work is done on this area in Bangladesh due to limited
data availability. One could find many research studies on this subject but when we discuss
Bangladeshi organizations, we are at the deep end of the research resources. The fact that
employees of organizations are becoming key to strategic decision-making seems reasonably
Chapter One: Introduction

3
indisputable even in Bangladeshi setting. This study is an attempt to explore the impact of
Employee Involvement on employee productivity.
It is widely believed that the employee involvement may affect employee productivity
because they all can create comparative advantage for the organization. The main intention of
this study is to find out“Relationship between Employee Involvement and Productivity-
Evidence from Banking Industry of Bangladeshbased on Employees Perception”.
1.4 Context of the Study:
Every year many quantitative studies, employee surveys, online surveys and case studies are
regularly conduct in the technologically developed countries. In Bangladesh, the development
of such a promising field of employee involvement needs more detailed study and analysis.
While some major firms, especially the banks, are following this trend, most of the
organizations in Bangladesh are still going through the tradition employee involvement
methods. Different approaches to Employee Involvement can be described by the extent to
which power, information, knowledge and skills, and rewards are shared with employees.
The relationship between Employee Involvement and productivity can be oversimplified.
Productivity can be increased through improved employee communication, motivation and
skills and abilities. It also can be affected through increased worker environment, which in
turn results in productive employees joining and remaining with the organization.
1.5 Rationality of the Study:
The study on“Relationship between Employee Involvement and Productivity-Evidence from
Banking Industry of Bangladesh based on Employees Perception”is necessary because this
study presents the benefits in a variety of spheres.
• Firstly, meaningful employee involvement in decision making is relatively new in
Bangladesh. Thus this study adds to the scanty literature on employee involvement in
public higher education institutions in Bangladesh.
• Secondly, this study presents the benefits of employee involvement to a bank.

4
• Thirdly, this study gives the first valuable insight on the impact of employee
involvement on the productivity of an organization.
• Lastly, this study is necessary to the banking industry that it will help to minimize
banking actions.
1.6 Statement of the Problem:
Identifying whether there is any relationship between Employee Involvement and Employee
productivity and its impact on employee productivity in banks of Khulna city and interpreting
therelationship
1.7 Objectives of the Research:
Primary Objective:
• The primary objective of the research is to find out the relationship between employee
involvement and employee productivity.
Secondary Objectives:
The secondary objectives of this Research are –
• To analyze whether any significant difference exists in employee response in terms of
gender.
• To analyze whether any significant difference exists in employee response in terms of
Public bank and Private Bank
1.8 ResearchQuestion:
1) Is there any relationship between Employee Involvement and Employee Productivity?
2) Is there any significant difference exists in employee response in terms of gender?
3) Is there any significant difference exists in employee response in terms of Public bank
and Private Bank?

5
1.9 Limitation of the Study:
Instead of maintaining all the possible cautions during in selecting methods and techniques,
the study may not be free from problems.
• The most difficulty is conducting interviews with the respondents where the
respondents are unwilling to give time for answering questions.
• They do not feel free to give their opinion to some of the questions.
• There are some strongly prohibition of disclosing some issue to the interviewer.

6
Chapter Two:
Literature Review

7
The concept of employee involvement emphasizes the need for cooperation between
employer and employee, and for employees to share in the decision making processes of
management(Bendix, 2001:652).It is widely believed that employee participation may affect
an employee productivity which can create comparative advantage for an organization
(Bhatti& Qureshi, 2007:54). High performing, effective organizations have a culture that
encourages employee involvement, since employees are willing to get involved in the
decision making process, goal setting and problem solving activities, which then results in
higher employee performance (Slocum & Woodman, 1998, cited in Bhatti & Qureshi,
2007:57).
2.1 Employee Involvement:
Employee involvement seeks to increase members’ input into decisions that affect
organizational performance and employee well-being. Employee involvement is the broad
term for diverse approaches to gain greater participation in relevant workplace decisions
(Cumming and Worley 8e, 2005). Employee Involvement leads to quicker, more responsive
decisions, continuous performance improvements & greater employee flexibility.
Involvement refers to the level of participation by members in an organization’s decision-
making process. It also refers to the sense of responsibility and commitment thereby
engendered (Denison, 2007). Involvement entails building human capacity, ownership and
responsibility. It is very necessary as it leads to united vision, values and purpose. Employee
involvement is also called participative management and it refers to the degree to which
employees share information, knowledge, rewards and power throughout the organization
(Randolph, 2000; Vroom and Jago, 1988). McShaneand Von Glinow (2003) argues that when
there is involvement, employees have some level of authority in making decisions that were
not previously within their mandate. They stated that employee involvement extends beyond
controlling resources for one’s own job. It includes the power to influence decisions in the
work unit and organization.
Employee involvement has become an important part of corporate decision making because it
is an integral component of knowledge management (McShane and Von Glinow, 2003). This
implies that corporate leaders are realizing that employee knowledge is a critical resource for
competitive advantage and as such, they are encouraging employees to share this knowledge.
More recently, the term “engagement” has been popular and a great deal of effort has been
Chapter Two: Literature Review

8
invested in differentiating the term. Engagement refers to an organization member’s work
experience. Engaged employee are motivated, committed and interested in their work
Engagement, then, is the outcome of Employee involvement interventions.
2.2 Key Elements of Employee Involvement:
Employee Involvement can be described in terms of four key elements that promote worker
involvement. They are given below
(Cummings and Worley, 2009)
Figure 2.2 Key elements of Employee Involvement
• Power: An extent to which influence and authority are pushed down into the
organization.
• Information: An extent to which relevant information is shared with members.
• Knowledge and Skills: An extent to which members have relevant skills and
knowledge and opportunities to gain them.
• Rewards: Anextent to which opportunities for internal and external rewards are tied
to effectiveness.
Those four elements –power, information, knowledge and skills and rewards are contribute to
Employee involvement success by determining how much employee involvement in decision
making is possible in organization. To the extent that all four elements are made available

9
throughout and especially in the lower levels of the organization, the greater the employee
involvement. Furthermore, the four elements of Employee involvement are interdependent.
They must be changed together to obtain positive result.(Cumming and Worley, 2009)
2.3 Forms of Employee Involvement:
Different forms of employee involvement exist in organizations. They are given below-
• Formal Involvement occurs in organizations that have established structures and
formal expectations that support this form of involvement.
• Informal Involvement occurs where casual or undocumented activities take place at
management discretion. Employee Involvement can also be voluntary or statutory. It
is voluntary when employees involve without any force or law. It is statutory when
government legislate its activities (e.g. codetermination which varies from country to
country) (Strauss, 1998).
Mainly two forms of employee participation can generally be identified, namely direct and
indirect participation (Nel et al., 2005:291).
• Direct employee Involvement: Direct Involvement occurs when employees
personally influence the decision process. According to Kester (2007:45), direct
involvement occurs when employees share in some or all decisions that are made at
an enterprise level by them. “Direct involvement customarily entails that the
subordinates involve, speak of themselves about work or matters related to work. It is
regarded as a process of job enrichment and enlargement where the employee is
offered the possibility of extending the depth and width of his work tasks, but without
any control over organizational planning or goal setting” (Nelet al., 2005:291).Direct
Involvement also includes the sharing of financial rewards, which result from
increased productivity; the provision of all information relevant to a job; consultation
about changes that may affect the employee; and personal involvement of employees
in the decision making process (Nelet al., 2005:292). According to Sako (1998:5),
direct involvement refers to mechanisms, which enable individual employees to

10
influence their day-to-day operations. Summarily, direct involvement is concerned
with face-to-face contact between managers and their subordinates (Du
Toit&Oosthuizen, 1999:214). Examples of direct involvement include: face-to-face
meetings, or one-on-one meetings between management and employees, exchange of
emails, and questionnaires.
• Indirect employee involvement: Indirect involvement is a situation where
employees share in some or all decisions that are made in the workplace via their
representatives (Kester, 2007:45). According to Finnemore(2006:197), the indirect
involvement of employees in decision making is one whereby employees involve
through a trade union. According to Anstey (1997:4), collective bargaining is an
indirect form of employee involvement in decision making, and it is the most
common form of employee participation worldwide. Collective Bargaining is a
vehicle used by employee representative Trade Unions to regulate workplace
behaviors production, wages and substantive conditions of employment through the
process of negotiation between Trade Unions and employers’ representatives (Anstey,
1997:4). Similarly, Bendix (2010:708) states that collective bargaining is an indirect
form of employee involvement indecision making, particularly because the process of
collective bargaining allows Trade Unions and employers’ representatives to engage
in the joint regulation of workplace-related issues, whilst they may jointly solve
problems, which may arise.
2.4 Different levels of Employee Involvement:
Different levels of employee involvement exist. Levels of employee involvement reflect both
the degree of power over the decision and the number of decision steps over which
employees can apply that power (Liden and Arad, 1996; Ford and Fottler, 1995; Coye
andBelohlav, 1995; Vroom and Jago, 1988).
• The lowest level of involvement is selective consultation, in which employees are
individually asked for specific information or opinions about one or two aspects of the
decision. They do not necessarily recommend solutions and might not even know

11
details of the problem for which the information will be used (McShane and Von
Glinow, 2003).
• The moderate level of employee involvement entails when employees are more fully
consulted either individually or in-group. They are told about the problem and offer
their diagnosis and recommendations, but the final decision is still beyond their
control. Employees reduce cost through recommendations to senior executives
(Rossler and Koelling, 1993; Gowen, 1990; Lesieur, 1958).
• The highest level of involvement occurs when employees have complete power over
the decision process. They discover and define problems, identify solutions, choose
best option and monitor the result of their decision (McShane and Von Glinow, 2003).
2.5 Employee Productivity:
Productivity is basic to organizational effectiveness. Productivity can be defined in two basic
ways. The most familiar is employee productivity, which is simply output divided by the
number of workers, or more often by the number of hours worked (Nasar, 2002). Productivity
is defined by Amah (2006, p. 221) as “the measure of how efficiently and effectively
resources (inputs) are brought together and utilized for the production of goods and services
(out puts) of the quality needed by society in the long term”. This implies that productivity is
combination of performance and economic use of resources. High productivity indicates that
resources are efficiently and effectively utilized and waste is minimized in the organization.
Productivity balances the efforts between different economic, social, technical and
environmental objectives (Amah, 2006). High productivity provides more profit for investors
and promotes the development of the enterprise. Productivity measurement indicates areas for
possible improvements and shows how well improvement efforts are faring. It helps in the
analysis of efficiency and effectiveness. It can stimulate improvement and motivate
employees (Prokopenko, 1987). Productivity is the amount of output produced relative to the
amount of resources (time and money) that go into the production. Productivity is expressed
in terms of cost for a unit of production; “units produced per employee” or “resource cost per
employee” (Daft, 1998). Productivity improves, when the quantity of output increased
relative to the quantity of input. It includes measures such as time minimization, cost
minimization and waste minimization.

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2.6 Employee Productivity Factors:
1. Rewards and Benefits:
Employee reward refers to programs set up by a company to reward performance on
individual and/or group levels. They are normally considered separate from salary but may be
monetary in nature or otherwise have a cost to the company. Employee benefits include
various types of non-wage compensation provided to employees in addition to their normal
wages or salaries.
2. Communication:
Employee communication is an essential part of business and HR's role. Effective internal
communication is important for developing trust within an organization and is shown to have
significant impact on employee engagement, organizational culture and, ultimately,
productivity.
3. Job Stress:
Job stress can be defined as the harmful physical and emotional responses that occur when
the requirements of the job do not match the capabilities, resources, or needs of the
worker. Job stress can lead to poor health and even injury. In short, the stage is set for illness,
injury, and job failure.
4. Tanning:
Training is a program that helps employees learn specific knowledge or skills to improve
performance in their current roles. Development is more expansive and focuses
on employee growth and future performance, rather than an immediate job role.

13
5. Long work Hour:
The standard hours of work for employees are either 8 hours a day (40 hours a week) or 7.5
hours a day (37.5 hours a week). This is usually worked between 08:00 or 08:30 and 17:00,
Monday to Friday inclusive. There is a paid 15-minute break in the morning and a paid 15-
minute break in the afternoon.Employees in some occupational groups are required to work
shifts where their days of rest may be other than Saturday and Sunday, or their hours may be
other than the standard hours.
6. Motivation:
According to Gareth R. Jones and Jennifer M. George's book, "Contemporary Management,"
motivation is defined as "psychological forces that determine the direction of a person's
behavior in an organization, a person's level of effort and a person's level of persistence."
Motivating employees can be a manager's biggest challenge. Employee motivation is a key to
the overall effectiveness of an organization. An understanding of the applied psychology
within a workplace, also known as organizational behavior, can help achieve a highly
motivated workforce.(Kat Consado,2017)
7. Workplace Environment:
A quality or healthy workplace environment is essential to keep your employees on task and
working efficiently. An excellent work environment is marked by such attributes as
competitive wages, trust between the employees and management, fairness for everyone, and
a sensible work load with challenging yet achievable goals. All this comes together to
provide the best possible working conditions.
2.7 How Employee Involvement Affects Productivity:
The Involvement is lead to higher productivity. It attempts to explain positive linkage
traditionally that giving people more involvement in work decisions for raising employee
productivity

14
Employee Involvement practices such as participation in workplace decisions, can improve
productivity at least three ways.
• First, Employee Involvement interventions can improve communication and co-
ordination among employees and organizational departments and help integrate the
different jobs or departments that contribute to an overall task.
• Second, Employee Involvement interventions can improve employee productivity,
particularly when people have the necessary skills and knowledge to perform well and
when the technology and work situation allow people to affect productivity. For
example, some jobs are so rigidly control and specify that it can have little impact on
productivity.
• Third, Employee Involvement can improve the capabilities of employees, thus
enabling them to perform better. For example, attempts to increase employee
involvement in decision making generally include skills training in group problem
solving and communication.
A more realistic explanation for how Employee Involvement interventions can affect
productivity is shown below:
Employee Involvement and Productivity
(Cummings & Worley, 8e(c)2005 Thomson/South-Western)
Figure 2.7Employee Involvement and Productivity

15
2.8 ProposedHypothesis:
Based on the literature review the following research hypotheses are formulated. So many
factors come into play in developing the hypothesis. The following set of hypothesis is
proposed for examination.
Null Hypothesis:There is no significant relationship between Independent variable-
Employee Involvement and dependent variable-Employee Productivity.
Alternative Hypothesis:There is significant relationship between Independent variable-
Employee Involvement and dependent variable-Employee Productivity
Null Hypothesis: There is no significant difference in employee’s response in terms of
gender (male and female).
Alternative Hypothesis: There is significant difference in employee’s response in terms of
gender(male and female)
Null Hypothesis: There is no significant difference in employee’s response between public
bank and private bank.
Alternative Hypothesis: There is significant difference in employee’s response between
public bank and private bank
Figure 2.8 Proposed Hypothesis
EmployeeInvolvement
andProductivity
H1
Relationship Between Employee Involvement and Productivity
H2
Difference in Employee Response in terms of Gender
H3
Difference in Employee Response in terms of Public Bank and Private
Bank

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Chapter Three:
Research Methodology

17
This chapter deals with tools and techniques that will be employed in this research, as well as
the research design, method of sampling, data collection, and data analysis. The suitability of
the techniques for this study and tools that is use for this study is also given in this chapter.
3.1 Researchdesign:
Research design refers to a plan to conduct or carry out a study (Maxwell, 2005:2). Similarly,
Kumar (2008:15) defines a research design as a written plan for a study, which communicates
the intentions of the researcher. Gupta and Gupta (2011:32) add that a research design is the
arrangement of conditions for the collection and analysis of data in a manner that gives
relevance to the research purpose. It refers to the approach or all those decisions that a
researcher selects or makes to study a particular phenomenon (Creswell, 1998:2, cited in
Fouche, 2005:268). Uwe(2007:128) adds that research design is a plan to collect and analyze
evidence that will make it possible for the investigator or researcher to answer whatever
questions that he or she has posed.
Given the above, the research design of an investigation represents a systematic plan which
will be prepared for purposes of conducting a research study. It touches almost all aspects of
the research, from data collection to selection of the techniques of data analysis.Research
design is a principle plan that specifies the methods and processes for gathering and
analyzing the needed information (Zikmund, Babin, Carr, & Griffin, 2010-2011). This
research was designed as quantitative and co relational to explore the employee involvement
in banks of Khulna. There are mainly two types of research methods. They are Qualitative
and Quantitative. Here the quantitative method was used because the data were collected
through a structured survey questionnaire.
Chapter Three: ResearchMethodology

18
Methodology At a glance:
Table 3.1Methodology at a glance
3.2 Population:
Research population refers to the complete group for which a study is based (Blankenship,
Breen &Dutka, 1998:152). In the same regard, (Engel and Schutt, 2005:103) state that a
research population refers to the entire set of individuals to which study findings are
generalized. “Population is known as a complete set of individuals or objects that share some
common characteristics” (Zikmund, Babin, Carr, & Griffin, 2010-2011), page no-387. The
population of the study consists of the all employees who are working in different
organizations. According to BSS -2011, the population for this study is 1428.
Khulna City’s Bank
Type Of Bank No Of Branch No of Employee
Public Bank 39 945
Private Bank 23 446
Foreign Bank 2 37
Total =1428
(According to BSS – 2011)
Table 3.2 Population at a Glance
3.3 Sample:
“Sample is known as a subset or some part of the larger population that is used to measure
characteristics of the entire population” (Zikmund, Babin, Carr, & Griffin, 2010-2011)
pageNo-387. Gupta and Gupta (2011:41) define sampling as the process of selecting a few (a
Nature Of the Study Quantitative in Nature
Sources ofdata Primary Data
Technique ofcollecting data 5 points likert scale for questionnaire measurement
Population 1428 (BSS-2011)
Sample size 100
Sampling Technique Non-Probability Sampling Method,Convenience Sampling
Analysis Frequency Analysis, Mean, Standard Deviation,
Independent sample T-test, Canonical Correlation
Use Formula Taro Yamane Method

19
sample) from the bigger group (the sampling population) to become the basis for estimating
or predicting the prevalence of an unknown piece of information, outcome, and situation
regarding the bigger group. Similarly, Kuye and Sulaimon (2011:7) state that a sample is a
part of the entire population, which is carefully selected to represent that population. Burke
and Larry (2012:216) define sampling as the process of studying a subset (called sample)
which is selected from a larger group (called the population) in order to understand the
characteristics of the larger group. Sample represents a portion of the population that will
have the characteristics of the population. Due time and place constraints, only the employees
who work at various organizations and who involve in productivity systems have been
selected as samples.
The research study is mainly based on primary data that have been collected from employees
of all types such as male, female, managers, and senior/junior staff from the following 18
banks in the Khulna city by means of field survey using a structured questionnaire:
Name Of
Bank
No. Of
Respondents
No. Of
Male
No. Of
Female
Dutch Bangla Bank Ltd. 15 13 2
Mutual Trust Bank Ltd. 2 2 0
AB Bank Ltd. 5 5 0
Uttara Bank Ltd. 3 3 0
Dhaka Bank Ltd. 4 4 0
Midland Bank Ltd. 5 4 1
Islami Bank Banhladesh Ltd. 2 2 0
ShahjalalIslami Bank Ltd. 4 3 1
First Security Islami Bank Ltd. 4 4 0
Brack Bank Ltd. 1 1 0
Markentile Bank Ltd. 1 1 0
NBR bank Ltd. 3 2 1
Modhumoti Bank Ltd. 1 1 0
Bangladesh Bank 9 6 3
Sonali Bank 9 9 0
Rupali Bank Ltd. 15 12 3
Agrani Bank Ltd. 10 9 1
Janata Bank Ltd. 7 4 3
Total 100 85 15
Table 3.3 Source of Data Collection (Participating Banks)
The data collection process was started on February 25, 2018 and ended on March 05, 2018.

20
3.4 Sampling Technique:
According to Panneerselvam (2004:192), sampling technique can be broadly classified into
probability and non-probability sampling. The former is more rigorous and free from biases
because each unit of the population has a probability of being selected as a unit of the sample.
In terms of the latter, there may be instances that certain units of the population will have
zero probability of selection because judgment and convenience of the interviewer are
considered to be the criteria for selection of sample units of such sampling. Denscombe
(2007:13) adds that probability sampling is based on the idea that the people that are chosen
to be part of the sample are chosen because the researcher has some notion that they will be a
representative cross-section of the whole population.
There are two types of sampling technique. They are probability and non-probability
sampling technique. In probability technique, every element of the population has an equal
chance of being selected. But in non-probability sampling technique, the probability of being
selected as samples in the total population is unknown (William G. Zikmund, 2014). Non-
probability (convenience sampling) technique was used as there was time limitation for doing
this study and it is really very hard to get the response from large number employees within a
short period of time; so, this technique is appropriate here.
3.5 Sample Size:
Sample size depends on the purpose of the study, what information will be most useful, and
what information will have credibility. Judgments about usefulness and credibility are left to
the researcher. Patton (2002:244), cited in Delport and Strydom (2005:328), states that there
are no rules for sample size in non-probability or qualitative investigations. Sample size
depends on what the researcher wants to know, the purpose of the study, what will have
credibility, and what will be useful.
In this Research, The sample size is calculated through Taro Yamane method. The Taro
Yamane method for the sample size calculation was formulated by the statistician Taro
Yamane in 1967 to determine the sample size from a give population. Below is the
mathematical illustration for the Taro Yamane method:

21
n =
𝑁
(1+𝑁)×(𝑒)2
Where,
n = signifies the sample size
N = signifies the population under study
E = signifies the margin error (it could be 0.10, 0.05 or 0.01).
Calculation of sample size:
So, Sample size=
1428
(1+1428)×(0.10)2
= 99.93 or 100
Hence, the sample size is 100, which is more sufficient to get the main purpose of this study.
3.6 Source of Data Collection:
The Relevant data was collected from the primary sources. The research study is mainly
based on primary data.
Primary Data: Primary data was collected through Questionnaire surveys, observations, and
door to door survey among the employees of different unit of organizations.

22
3.7 Instrument Design:
A structured questionnaire was used for survey purpose. It has two sections which have been
designed according to the necessity of information. The first section deals with the
demographic information about the respondent and the second section have statements that
are related to the Employee Involvement affection employee productivity.
A 5-point Likert scale has been used to measure the extent of agreement with the statements
regarding the dependent and independent variables where the value 1 is assigned for the
answer strongly disagree, 2 is for disagree, 3 is for neutral, 4 is for agree and 5 is for strongly
agree for answering each question
Section Content of the question Number of question
A Demographic Information 11
B
Employee Productivity 2
Reward And Benefit
Communication 1
Job Stress 2
Training 2
Long Working Hour 2
Motivation 2
Workplace Environment 2
Employee Involvement
Power 2
Knowledge and Skills 2
Reward 1
Information 1
(Structure of the questionnaire)
Table 3.7 Instrument Design

23
3.8 Variable and their Indicators:
This study contains two variables of two different types. These variables are derived from
previous literature and studies in this prospective area of interest.
The first type of variable, ‘Independent Variable’, contains four variables in total. They are:
Power, Information, Knowledge and Skill and Rewards.
The second type of variable, ‘Dependent Variable’, contains seven variables. They are
Rewards and Benefits, Communication, Job Stress, Training, Long Working Hour,
Motivation and Workplace Environment.
Name Of Variable Indicators
Employee
Involvement
1. Power
2. Knowledge and
Skills
3.Information
4.Rewards
P 01: Power sharing increases my work autonomy.
P 02: Managers are willing to share decision-making power with
employees.
KS01: Knowledge sharing would improve work processes in the
bank.
KS02: Bank has an inbuilt system for periodically updating
employee knowledge and skills.
I01: The communication is effective in this Bank.
R01: Bank offers rewards based on performance.
Employee
Productivity
1.Rewards and
Benefit
2. Communication
3.Job Stress
4.Training
RB01: Bank offers rewards based on performance.
RB02: I feel the company's benefits meet my needs.
C01: A good communication system leads to high productivity
JB01: I feel great stress on my job.
JB02: I am often bored with my job.
T01: The training I receive is relevant to my job.
T02: Bank provides adequate opportunity for training and
professional development.
LWH01: Bank work hours do not measure within standard
process.

24
5.Long Working Hour
6.Motivation
7.Workplace
Environment
LWH02: Actual work hour and standard work hour sometime do
not match.
M01: Proper motivational training always results in higher
productivity.
M02: Motivation can encourage workers to work in an ethical
way.
WE01: Employees can utilize their knowledge, skills, and ability
within the Bank.
WE02: The general working environment favors my performance
& productivity.
Table 3.8 Variable and their Indicators
3.9 Data Analysis:
Data analysis is the process of arranging, and giving meaning to the mass of collected data
(Delport, Devos, Fouche&Strydom, and 2005:333). The aim of this study is to enhance the
existing understanding on How Employee Involvement Affects Productivity for making an
organization more effective. Distinctive and inferential statistical techniques are used to
analyze data for this paper. Information was collected from the employees of different units
of different organizations all the information was recorded for analysis. Data were analyzed
by Statistical Package for Social Science (SPSS). These data accompanied with some other
related data were inserted in the MS Word / MS Excel software to run his analysis and make
a good graphical presentation.
After collecting the data through field survey they were analyzed using IBM SPSS version
24.00. At first Quantitative statistics were used to portray the general attributes of sample and
variables. Results were shown by frequency, mean and standard deviation. Finally inferential
statistics (Canonical Correlation and Independent sampling T Test Analysis) were used to test
research hypotheses and to draw a logical conclusion.

25
Chapter Four:
Data Analysis and Interpretation

26
4.1 Summary of the demographic Data:
Demographic information is some information about the respondents that where they work,
their age, gender etc. Demographic information of the respondents is given below:
Demographic
Group
Class Frequency Percentage
Gender Male 85 85%
Female 15 15%
Type of Bank Public Bank 50 50%
Private Bank 50 50%
Education Level SSC
HSC 1 1%
Graduation 8 8%
Post- Graduation 90 90%
Missing 1 1%
Income Level Less Than 20,000tk 2 2%
21,000-30,000tk 12 12%
31,000-40,000tk 20 20%
Above 40,000tk 64 64%
Table.4.1 : Summary of the demographic Data
4.2 Frequency Analysisfor Employee Involvement:
4.2-1 Bank offers rewards based on performance:
Some banks offer rewards based on performance that help to improve productivity. In case of
this indicator there are 1% of respondents stronglydisagreed, 3% disagreed, 10% were
neutral, 54% agreed and 31% strongly agreed with thestatement. The mean value for this
indicator was 4.12 which means most of the respondentsagreed with the statement. The
standard deviation was found 0.786 means majority of 100respondents think that the
deviation of the answers comparing with the mean value ismoderately high.
 Table:4.2-1 goes here
Chapter Four: Data Analysis and Interpretation

27
4.2-2 The communication is effective in this Bank
Information is necessary for the employee involvement. In case of this indicator there are 1%
of respondents strongly disagreed, 3% disagreed, 7% were neutral, 36% agreed and 52%
strongly agreed and 1% missing Frequency with the statement. The mean value for this
indicator was 4.36 which means most of the respondents agreed with the statement. The
standard deviation was found 0.826 means majority of 100respondents think that the
deviation of the answers comparing with the mean value is moderately high.
4.2-3 Power sharing increases my work autonomy
Majority of the employee from the table which representing 2% of respondents strongly
disagreed, 4% disagreed, 18% were neutral, 35% agreed and 41% strongly agreed and with
the statement. The mean value for this indicator was 4.09 which means most of the
respondents agreed with the statement. The standard deviation was found 0.965means
majority of 100 respondents think that the deviation of the answers.
4.2-4 Managers are willing to share decision-making power with employees
From the above table there are 1% of respondents strongly disagreed, 19% were neutral, 37%
agreed and 43% strongly agreed and with the statement. The mean value for this indicator
was 4.21 which means most of the respondents agreed with the statement. The standard
deviation was found 0.820 means majority of 100 respondents.

28
4.2-5 Knowledge sharing would improve work processes in the bank
Knowledge and skill is under the employee involvementthat help to improve the work
process in the bank. In case of this indicator there are 1% of respondents strongly disagreed,
1% disagreed, 3% were neutral, 46% agreed and 49% strongly agreed with the statement. The
mean value for this indicator was 4.41 which means most of the respondents agreed with the
statement. The standard deviation was found 0.698 means majority of 100respondents think
that the deviation of the answers comparing with the mean value is moderately high.
 Table: 4.2-5 goes here
4.2-6 Bank has an inbuilt system for periodically updating employee knowledge and
skills
The last question under the employee involvement through the factor knowledge and skill
represents there are 1% of respondents disagreed, 1% neutral, and 20% agreed 43% and
strongly agreed 36 % with the statement. The mean value for this indicator was 4.14 which
means most of the respondents agreed with the statement. The standard deviation was found
0.766 means majority of 100 respondents think that the deviation of the answers comparing
with the mean value is moderately high
4.2-7 At a Glance of Employee Involvement:
Employee Involvement can be described in terms of four key elements that promote worker
involvement. They are Rewards, Information, Power and Knowledge and skill.
From the above table the respondents are response on the employee involvement statements.
First they response on Bank offers rewards based on performance. It has mean 4.12 which
0.786 means majority of 100respondents think that the deviation of the answers comparing
with the mean value is moderately high. On the other hand, the other statements on Employee
Involvement have mean and standard deviations. The remaining means are 4.36, 4.09, 4.21,
4.41 and 4.14. The average mean of the means is 4.22. The remaining standard Deviation are
.826, .965, .820, .698 and .766. The average Standard Deviation is .810.

29
4.3 Frequency Analysis for Employee Productivity:
4.3-1 Bank offers rewards based on performance:
Rewards helps to improve employee productivity based on performance. In case of this
indicator there are 1% of respondents strongly disagreed, 3% disagreed, 10% were neutral,
54% agreed and 31% strongly agreed with the statement. The mean value for this indicator
was 4.12 which means most of the respondents agreed with the statement. The standard
deviation was found 0.786 means majority of 100respondents think that the deviation of the
answers comparing with the mean value is moderately high.
4.3-2 I feel the company's benefits meet my needs
The Second question on Rewards and Benefits that is under the employee productivity. In
case of this indicator there are 1% of respondents disagreed, 13% were neutral, 54% agreed
and 31% strongly agreed with the statement. The mean value for this indicator was 4.16
which means most of the respondents agreed with the statement. The standard deviation was
found 0.681 means majority of 100 respondents think that the deviation of the answers
comparing with the mean value is moderately high
4.3-3 A good communication systemleads to high productivity
From the above table we see that the 1% of respondents strongly disagreed, 2% disagreed,
9% were neutral, 28% agreed and 60% strongly agreed with the statement. The mean value
for this indicator was 4.44 which means most of the respondents agreed with the statement.
The standard deviation was found 0.820 means majority of 100 respondents think that the

30
4.3-4 I feel great stress on my job
The above table shows that the 4% of respondents strongly disagreed, 11% disagreed, 17%
were neutral, 37% agreed and 31% strongly agreed with the statement. The mean value for
this indicator was 3.80 which means most of the respondents agreed with the statement. The
standard deviation was found 01.119 means majority of 100 respondents think that the
4.3-5 I am often bored with my job
Frequency analysis from the table there are the 8% of respondents strongly disagreed, 19%
disagreed, 23% were neutral, 25% agreed and 24% strongly agreed with the statement. The
statement. The standard deviation was found 1.267 means majority of 100 respondents think
4.3-6 The training I receive is relevant to my job
From the above table there are 1% of respondents strongly disagreed, 3% disagreed, 6% were
neutral, 45% agreed and 45% strongly agreed and with the statement. The mean value for this
standard deviation was found 0.798 means majority of 100 respondents.
4.3-7 Bank provides adequate opportunity for training and professional development
Frequency analysis from the table there are the 2% disagreed, 9% were neutral, 48% agreed
and 41% strongly agreed with the statement. The mean value for this indicator was 4.28
found .712 means majority of 100 respondents think that the deviation of the answers
comparing with the mean value is moderately high.

31
4.3-8 Bank work hours do not measure within standard process
Majority of the employee from the table which representing 6% of respondents strongly
respondents agreed with the statement. The standard deviation was found 1.198 means
4.3-9 Actual work hour and standard work hour sometime do not match
Major part of the employee from the table which representing 8% of respondents strongly
respondents agreed with the statement. The standard deviation was found 1.241 means
4.3-10 Proper motivational training always results in higher productivity
From the above table there are 1% of respondents strongly disagreed, 2% disagreed, 9% were
neutral, 43% agreed and 45% strongly agreed and with the statement. The mean value for this
standard deviation was found 0.795 means majority of 100 respondents.
4.3-11 Motivation can encourage workers to work in an ethical way
Frequency analysis from the table there are the 1% of respondents strongly disagreed, 2%
disagreed, 5% were neutral, 38% agreed and 54% strongly agreed with the statement. The
statement. The standard deviation was found .768 means majority of 100 respondents think

32
4.3-12 Employees can utilize their knowledge, skills, and ability within the Bank
From the above table there are,2% respondents disagreed, 10% were neutral, 43% agreed
and 45% strongly agreed and with the statement. The mean value for this indicator was 4.31
found 0.734 means majority of 100 respondents.
4.3-13 The general working environment favors my performance & productivity
The above table shows that the 1% of respondents strongly disagreed, 2% disagreed, 6% were
neutral, 41% agreed and 50% strongly agreed with the statement. The mean value for this
indicator was 4.37which means most of the respondents agreed with the statement. The
standard deviation was found .774 means majority of 100 respondents think that the deviation
of the answers comparing with the mean value is moderately high.
4.3-14 At a Glance of Employee Productivity:
Employee Productivity can be described in terms of seven key elements that promote worker
productivity. They are Rewards and Benefits, Communication, Job Stress, Training, Long
Working Hour, Motivation, Work Environment.
From the above table the respondents are response on the employee productivitystatements.
First they response on Bank offers rewards based on performance. It has mean 4.12 which
0.786 means majority of 100respondents think that the deviation of the answers comparing
with the mean value is moderately high. On the other hand, the other statements on employee
productivity have mean and standard deviations. The remaining means are 4.16, 4.44, 3.80,
3.38, 4.30, 4.28, 3.60, 3.79, 4.29, 4.42, 4.31 and 4.37. The average mean of the means is 4.09.
The remaining standard Deviation are .681, .820, 1.119, 1.267, .798, .712, 1.198, 1.241, .795,
.768, .734 and .774. The average Standard Deviation is .899.

33
4.4 Hypothesis Test:
4.4.1 Hypothesis 1:
Null Hypothesis: There is no significant relationship between Independent variable-
Alternative Hypothesis:There is significant relationship between Independent variable-
Canonical correlation measure of the strength of the overall relationships between the linear
composites (canonical variates ) for the independent and dependent variables. In effect, it
represents the bivariate correlation between the two canonical variates.
Canonical Correlation is the multivariate statistical technique that investigates the
relationship between two sets of random variables .One set of variables is referred to as
independent variables and the others are considered dependent variables [Green, P. E., &
Carroll, D. J. (1978b) ] ;
As with research using other statistical techniques, the most common practice is to analyze
functions whose canonical correlation are statistically significant beyond some level,
typically .05 or above. If other independent functions are deemed insignificant, these
relationships among the variables are not interpreted. Interpretation of the canonical variates
in a significant function is based on the premise that variables in each set that contribute
heavily to shared variances for these functions are considered to be related to each other.
The authors believe that the use of a single criterion such as the level of significance is too
superficial. Instead, they recommend that three criteria be used in conjunction with one
another to decide which canonical functions should be interpreted. The three criteria are (1)
level of statistical significance of the function, (2) magnitude of the canonical correlation, and
(3) redundancy measure for the percentage of variance accounted for from the two data sets.

34
 Table:4.4.1-1 goes here
From the above table we observe that, all canonical correlation coefficient based on the
significance level (0.05) are statistically significant. But consider practical significance,
magnitude and redundancy measure only the first canonical variate is enough for
interpretation. We observe that first canonical correlation is 0.875 which is highly statistically
significant.
So, there is significant relationship between Independent variable- Employee Involvement
and dependent variable-Employee Productivity. So, Null hypothesis is failed to Accepted.
Alternative Hypothesis is accepted.
4.4.1-2 Canonical Loading for Employee Involvement:
From the above table, It shows that Rewards has higher value (-.930) than the other variables.
So, we can say that rewards is the most effective and efficient factor in Employee
involvement.
4.4.1-3 Canonical Loading for Employee Productivity:
From the above Table, It shows that Benefit has higher value (-.954) than the other variables.
So, we can say that rewards is the most effective and efficient factor in Employee
Productivity.

35
4.4.2Hypothesis 2:
Null Hypothesis:There is no significant difference in employee’s response in terms of gender
(male and female).
Alternative Hypothesis: There is significant difference in employee’s response in terms of
gender(male and female).
Independent T Test is used to determine whether there are any statistically significant
differences between two groups or not. It is used only if there are two groups such as male
and female, married and unmarried. Here, it will be seen that if there is any difference
between male and female response.
 Table4.4.2-1,2 goes here:
In the above table, Descriptive statistics has been given for both male female. Under the
indicator power factor, there are 100 people in total where 85 people were male and 15
people were female. Here from the table, the mean and standard deviation of male are
8.3294 and 1.60645 respectively. On the other hand, the mean and standard deviation of
female are 8.1333 and 1.24595 respectively. Second indicator is knowledge and skill where
the mean and standard deviation of male are 8.5176 and 1.16099 respectively. For female the
mean and standard deviation are 8.7333 and 1.16292 respectively. Third indicator is rewards
where the mean and standard deviation of male are 8.2857 and 1.14672 respectively. For
female the mean and standard deviation are 8.2667 and 1.27988 respectively. The rest of the
factors happened in the same way.
In case of the above table, the Levene’s Test for equity of variance shows discuss about the T
test assumption is, variability of each group is approximately equal. Here the significance
value should be more than 0.05. From the above table it can seethat all the values are more
than 0.05
So, it can be said that there is no significant difference in employee’s response in terms of
gender (male and female). So, Null Hypothesis is failed to reject.

36
4.4-3Hypothesis 3:
Null Hypothesis:There is no significant difference in employee’s response between public
bank and private bank.
Alternative Hypothesis:There is significant difference in employee’s response between
public bank and private bank.
Independent T Test the differences between means taken from the two samples or groups.
This will determine whether there is a statistically significant difference between in the mean
scores for the two groups. The study will determine if the responds in sections public and
private bank of the eleven factors have a different mean towards employee response.
 Table:4.4-3-1,2 goes here
In the above table, Descriptive statistics has been given for both public and Private Bank.
Under the indicator power factor, there are 100 people in total where 85 people were male
and 15 people were female. Here from the table, the mean and standard deviation of public
Bank are 8.5000 and 1.68123 respectively. On the other hand, the mean and standard
deviation of private Bank are 8.1000 and 1.40335 respectively. Second indicator is
knowledge and skill where the mean and standard deviation of Public Bank are 9.0800 and
.94415 respectively. For Private Bank the mean and standard deviation are 8.0200 and
1.11557 respectively. Third indicator is rewards where the mean and standard deviation of
Public Bank are 8.4600 and 1.29694 respectively. For Private Bank the mean and standard
deviation are 8.1020 and .98414 respectively. The rest of the factors happened in the same
way.
In case of the above table, the Levene’s Test for equity of variance shows discuss about the T
test assumption is, variability of each group is approximately equal. Here the significance
value should be more than 0.05. From the above table it can see that Information, Rewards
and Benefits, Communication, long Working Hour have the lower valuesfrom 0.05
So, it can be said that there is significant difference in employee’s response in terms of Public
Bank and Private Bank. So, Null Hypothesis is failed to accept.

37
Chapter Five:
Findings and Discussions

38
The primary purpose of this study was to determine is there any relationship between
Employee involvement and employee productivity. On the basis of information of the
respondents, thedescriptive statistics and the analysis of data have been presented.
Respondent’sresponse hasbeen indicated by mean. Standard deviation explains the
inconsistency of the responses. Three hypothesiswere developed to test the effect. Correlation
analysis was done using SPSS software to findthe relationships among the variables. Later on
Canonical correlation technique was used to analyze the proposed the hypotheses. For testing
the hypotheses everyindependent variable has been taken with the dependent variable
individually for measuringthe correlation.
This section summarizes all findings from the results of statistical test. According to the
demographic information most of the respondents were male (85%) and most of the
respondent were post-Graduation educationlevel. Most of the respondents are in above
40,000tk income level. Most of the respondents had ‘5 to 10’ years of work experience.
Major findings from the study are given below:
 There is significant relationship between Employee Involvement and Employee
Productivity. So, Null hypothesis is failed to accept because all the canonical values
are lower than 0.05 significant level (p < 0.05).
 There is no significant difference in employee’s response in terms of gender (male
and female). So, Null Hypothesis is failed to reject because the significant level is
higher than 0.05 (p > 0.05).
 There is significant difference in employee’s response in terms of Public Bank and
Private Bank. So, Null Hypothesis is failed to accept because some values are higher
than significant level (p > 0.05) and some values are lower than 0.05 significant level
(p < 0.05).
 Rewards is the most effective and efficient factor in Employee Involvement and
Productivity because it shows that it has higher value than the other factors.
 Different employees have different perceptions about the factors on Employee
Involvement and Productivity because they consider all the factors from different
perspective.
.
Chapter Five: Findings and Discussions

39
Chapter Six:
Conclusion and Recommendation

40
6.1Conclusion:
This study provides the better understanding on employee Involvement Employee
Productivity in banking industry of Khulna City in terms gender, type of bank etc. The
factors are power, Information, Knowledge and skill, Rewards, communication, employee
training job Stress, Benefits and Rewards, Work hour, Environment. The survey indicated
that the sampled 100 respondents were characterized by their age group, income level,
educational qualification etc. the study also revealed that the majority Employee are include
in Employee Involvement and Employee productivity.
The objective of the research was to find the relationship between Employee Involvement
andEmployee productivity. This research was a Quantitative type of researchwhere
convenient sampling method had been applied to conduct the study. Primary data hadbeen
collected through a field survey with a structured questionnaire. Here, frequencyanalysis,
Canonical correlation and Independent T- Test analysis have done through the application of
SPSSsoftware. Results of the study indicate that, there is significant relationship between
Independent variable- Employee Involvement and dependent variable-Employee
Productivity.
.6.2 Recommendations:
After analyzing the answers, some factors have come into light which also affect Employee
Involvement and their productivity that may be helpful to the management and also for
Motivating the employees to Involve in productivity Process. They are-
 Rewards is the most effective and efficient factor in Employee Involvement and
Productivity because it shows that it has higher value than the other factors.
 Different employees have different perceptions about the factors on Employee
Involvement and Productivity because they consider all the factors from different
perspective.
Chapter Six: Conclusion and Recommendation

41
6.3 Implications:
The result ofthis paper can be used by the employee of different banks. The management
committee can use the result for their employees in order to increase the number of
employeesin Employee Productivity. Moreover, the employee can also know that, in which
factor is important to improve productivity.
6.4 Future Research
It is suggested that future research should discourse the following:
 To work with more and more employees with the proper employee productivity
process.
 Future research should explore the relationship between employee involvement and
employee productivity and its impact on theorganizational productivity.
Chapter Six: Conclusion and Recommendation

42
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45
Appendix A:
Tables and Figures
Table 4.2-1Bank offers rewards based on performance
Frequency Percent Mean Std. Deviation
Valid Strongly Disagree (SD) 1 1.0
4.12 .786
Disagree (D) 3 3.0
Neutral (N) 10 10.0
Agree (A) 54 54.0
Strongly Agree (SA) 31 31.0
Total 99 99.0
Missing System 1 1.0
Total 100 100.0
Table 4.2-2 The communication is effective in this Bank
4.36 .826
Disagree (D) 3 3.0
Neutral (N) 7 7.0
Agree (A) 36 36.0
Total 99 99.0
Total 100 100.0

46
Table 4.2-3 Power sharing increasesmy work autonomy
4.09 .965
Disagree (D) 4 4.0
Neutral (N) 18 18.0
Agree (A) 35 35.0
Total 100 100.0
Table 4.2-4 Managers are willing to share decision-making power with employees
4.21 .820
Neutral (N) 19 19.0
Agree (A) 37 37.0
Total 100 100.0
Table 4.2-5 Knowledge sharing would improve work processesin the bank
4.41 .698
Disagree (D) 1 1.0
Neutral (N) 3 3.0
Agree (A) 46 46.0
Total 100 100.0

47
Table 4.2-6 Bank has an inbuilt system for periodically updating employee knowledge and skills
Valid Disagree (D) 1 1.0
4.14 766
Neutral (N) 20 20.0
Agree (A) 43 43.0
Total 100 100.0
Table4.2-7 At a glance of Employee Involvement:
Particulars N Mean Standard
deviation
Bank offers rewards based on performance: 99 4.12 .786
The communication is effective in this Bank 99 4.36 .826
Power sharing increases my work autonomy 100 4.09 .965
Managers are willing to share decision-making power with
employees
100 4.21 .820
Knowledge sharing would improve work processes in the bank 100 4.41 .698
Bank has an inbuilt system for periodically updating employee
knowledge and skills
100 4.14 .766
Average Mean and Standard Deviation 4.22 .810

48
Table 4.3-1 Bank offers rewards based on performance
4.12 .786
Disagree (D) 3 3.0
Neutral (N) 10 10.0
Agree (A) 54 54.0
Total 99 99.0
Total 100 100.0
Table 4.3-2 I feel the company's benefits meet my needs
4.16 .681
Neutral (N) 13 13.0
Agree (A) 54 54.0
Total 99 99.0
Total 100 100.0

49
Table 4.3-3 A good communication system leads to high productivity
4.44 .820
Disagree (D) 2 2.0
Neutral (N) 9 9.0
Agree (A) 28 28.0
Total 100 100.0
Table 4.3-4 I feel great stress on my job
3.80 1.119
Disagree (D) 11 11.0
Neutral (N) 17 17.0
Agree (A) 37 37.0
Total 100 100.0

50
Table 4.3-5 I am often bored with my job
3.38 1.267
Neutral (N) 23 23.0
Agree (A) 25 25.0
Total 99 99.0
Total 100 100.0
Table 4.3-6 The training I receive is relevant to my job
4.30 .798
Disagree (D) 3 3.0
Neutral (N) 6 6.0
Agree (A) 45 45.0
Total 100 100.0

51
Table 4.3-7 Bank provides adequate opportunity for training and professional development
4.28 .712
Neutral (N) 9 9.0
Agree (A) 48 48.0
Total 100 100.0
Table 4.3-8 Bank work hours do not measure within standard process
3.60 1.198
Neutral (N) 27 27.0
Agree (A) 26 26.0
Total 100 100.0

52
Table 4.3-9 Actual work hour and standard work hour sometime do not match
3.79 1.241
Disagree (D) 8 8.0
Neutral (N) 17 17.0
Agree (A) 31 31.0
Total 100 100.0
Table 4.3-10 Proper motivational training always results in higher productivity
Frequency Percent Mean Std.. Deviation
4.29 .795
Disagree (D) 2 2.0
Neutral (N) 9 9.0
Agree (A) 43 43.0
Total 100 100.0

53
Table 4.3-11 Motivation can encourage workers to work in an ethical way
4.42 .768
Disagree (D) 2 2.0
Neutral (N) 5 5.0
Agree (A) 38 38.0
Total 100 100.0
Table 4.3-12 Employees can utilize their knowledge,skills, and ability within the Bank
4.31 .734
Neutral (N) 10 10.0
Agree (A) 43 43.0
Total 100 100.0

54
Table 4.3-13 The general working environment favors my performance & productivity
4.37 .774
Disagree (D) 2 2.0
Neutral (N) 6 6.0
Agree (A) 41 41.0
Total 100 100.0
Table 4.3-14 At a glance of Employee Productivity:
Particulars N Mean Standard
deviation
Bank offers rewards based on performance 99 4.12 .789
I feelthe company's benefits meet my needs 99 4.16 .681
A good communication system leads to high productivity 100 4.44 .820
I feelgreat stress on my job 100 3.80 1.119
I am often bored with my job 99 3.38 1.267
The training I receive is relevant to my job 100 4.30 .798
Bank provides adequate opportunity for training and professional
development
100 4.28 .712
Bank work hours do not measure within standard process 100 3.60 1.198
Actual work hour and standard work hour sometime do not match 100 3.79 1.241
Proper motivational training always results in higher productivity 100 4.29 .795
Motivation can encourage workers to work in an ethical way 100 4.42 .768
Employees can utilize their knowledge, skills, and ability within
the Bank
100 4.31 .734
The general working environment favors my performance &
productivity
100 4.37 .774
Average Mean and Standard Deviation 4.09 .899

55
Table 4.4.1-1 Canonical Correlation Table:
Canonical
Function
Canonical
Correlation
Sig. Redundancy Index
1 .875 .000
.383
2 .694 .000 .252
3 .465 .000 .205
4 .347 .019 .160
Table 4.4.1-2 Canonical Loading for Employee Involvement:
Variable Loading of Employee Involvement
power -.355
Knowledge -.640
Information -.363
rewards -.930
Table 4.4.1-3 Canonical Loading for Employee Productivity:
Variable Loading of Employee Productivity
Benefit -.954
Long -.290
Motivation -.543
Training -.509
environment -.558
Stress -.279
Communication -.196

56
Table 4.4.2-1 Independent T Test Table for Gender:
Group Statistics
Gender of Respondents N Mean Std. Deviation
Power Male 85 8.3294 1.60645
Female 15 8.1333 1.24595
Knowledge and skills Male 85 8.5176 1.16099
Female 15 8.7333 1.16292
Rewards and Benefit Male 84 8.2857 1.14672
Female 15 8.2667 1.27988
Long working hour Male 85 7.4353 2.02041
Female 15 7.1333 2.53170
Motivation Male 85 8.6471 1.36892
Female 15 9.0667 1.16292
Training Male 85 8.5647 1.17966
Female 15 8.6667 1.34519
environment Male 85 8.6353 1.17359
Female 15 8.9333 1.27988
Stress Male 85 7.2824 2.03313
Female 15 6.4000 2.55790
Communication Male 85 4.4118 .83515
Female 15 4.6000 .73679
Information Male 84 4.3095 .84989
Female 15 4.6667 .61721
Rewards Male 84 4.1310 .77272
Female 15 4.0667 .88372

57
Table 4.4.2-2 Independent T Test Table for Gender:
Factors Levene's
Test for
Equality of
Variances
(Sig. Value)
t-test for
Equality of
Means
(Sig.2-
tailed)
Power Equal variances assumed
Equal variances not assumed
.470 .655
.597
Knowledge
and skills
Equal variances assumed
.599 .509
.516
Rewards and
Benefits
.495 .954
.958
Long
working
Hour
.168 .609
.667
Motivation Equal variances assumed
.454 .267
.224
Training Equal variances assumed
.898 .763
.786
Environment Equal variances assumed
.463 .373
.411
Job Stress Equal variances assumed
.149 .140
.222
Communicat
ion
.477 .415
.382
Information Equal variances assumed
.183 .124
.064
Rewards Equal variances assumed
.592 .772
.795

58
Table 4.4.3-1 Independent Samples Test Public And Private Bank
Group Statistics
Typeof Bank N Mean Std. Deviation
Power Public Bank 50 8.5000 1.68123
Private Bank 50 8.1000 1.40335
Knowledge and skills Public Bank 50 9.0800 .94415
Private Bank 50 8.0200 1.11557
Rewards and Benefit Public Bank 50 8.4600 1.29694
Private Bank 49 8.1020 .98414
Long working hour Public Bank 50 7.3800 2.31137
Private Bank 50 7.4000 1.87355
Motivation Public Bank 50 8.9200 1.10361
Private Bank 50 8.5000 1.52864
Training Public Bank 50 8.6800 1.21957
Private Bank 50 8.4800 1.18218
environment Public Bank 50 8.9000 1.23305
Private Bank 50 8.4600 1.11043
Stress Public Bank 50 7.4000 2.24972
Private Bank 50 6.9000 1.99233
Communication Public Bank 50 4.6200 .56749
Private Bank 50 4.2600 .98582
Information Public Bank 50 4.5800 .64175
Private Bank 49 4.1429 .93541
Rewards Public Bank 50 4.1000 .97416
Private Bank 49 4.1429 .54006

59
Table 4.4.3-2 Independent Samples Test Public and Private Bank
Factors Levene's
Test for
Equality of
Variances
(Sig. Value)
t-test for
Equality of
Means
(Sig.2-
tailed)
Power Equal variances assumed
.312 .200
.200
Knowledge
and skills
.458 .000
.000
Rewards and
Benefits
.009 .126
.125
Long
working
Hour
.021 .962
.962
Motivation Equal variances assumed
.158 .118
.119
Training Equal variances assumed
.665 .407
.407
Environment Equal variances assumed
.926 .064
.064
Job Stress Equal variances assumed
.498 .242
.242
Communicat
ion
.001 .027
.028
Information Equal variances assumed
.106 .008
.008
Rewards Equal variances assumed
.002 .788
.788

60
Appendix:B
Questionnaire
On
Relationship between Employee Involvement and Productivity-Evidence from Banking
Industry of Bangladesh based on Employees Perception
Dear Sir/Madam,
This questionnaire is designed to gather information about “Relationship between
Employee Involvement and Productivity-Evidence from Banking Industry of
Bangladesh based on Employees Perception” as a part of my EMBA program in Khulna
University. This research is being conducted under the supervision of Mir Sohrab Hossain,
Associate Professor, Business Administration Discipline, Khulna University. Please go
through each statement with awareness and try to give realistic response. This information
will remain confined and be used for study purpose only.
Section A:
Demographic Information: (Please put a tick (√) mark in the appropriate option)
1 Name
2 Designation
3 Bank Name
4 Contact No
5 Type OfBank Public Bank Private Bank
6 E-mail
7 Gender
Male Female
8 Age
9 Education Level
SSC HSC
Graduation Post-graduation/ MBA

61
Section B:
Please put Tick mark (✔) on the number according to the extent of your agreement and
disagreement with the statement. Please note that-
Strongly
Disagree (SD)
Disagree (D) Neutral (N) Agree (A) Strongly
Agree (SA)
1 2 3 4 5
No.
Employee Productivity
SD D N A SAReward And Benefit
Q 1 Bank offers rewards based on performance. 1 2 3 4 5
Q 2 I feelthe company's benefits meet my needs. 1 2 3 4 5
Communication
Q 3 A good communication system leads to high
productivity.
1 2 3 4 5
Job Stress
Q 4 I feelgreat stress on my job. 1 2 3 4 5
Q 5 I am often bored with my job. 1 2 3 4 5
Training
10 Income Level Less than 20,000 tk 21,000-30,000 tk
31,000-40,000 tk Above 40,000 tk
11 Work Experience(Year)

62
Q 6 The training I receive is relevant to my job 1 2 3 4 5
Q 7 Bank provides adequate opportunity for
training and professional development.
1 2 3 4 5
Long Working Hour
Q 8 Bank work hours do not measure within
standard process.
1 2 3 4 5
Q 9 Actual work hour and standard work hour
sometime do not match.
1 2 3 4 5
Motivation
Q 10 Proper motivational training always results in
higher productivity.
1 2 3 4 5
Q 11 Motivation can encourage workers to work in
an ethical way.
1 2 3 4 5
Workplace Environment
Q 12 Employees can utilize their knowledge, skills,
and ability within the Bank.
1 2 3 4 5
Q 13 The general working environment favors my
performance & productivity.
1 2 3 4 5
Employee Involvement
Power
Q 14 Power sharing increases my work
autonomy.
1 2 3 4 5
Q 15 Managers are willing to share decision-
making power with employees.
1 2 3 4 5
Knowledge and Skills
Q 16 Knowledge sharing would improve work
processes in the bank.
1 2 3 4 5
Q 17 Bank has an inbuilt system for periodically
updating employee knowledge and skills.
1 2 3 4 5
Information
Q18 The communication is effective in this Bank. 1 2 3 4 5
Rewards
Q19 Bank offers rewards based on
performance.
1 2 3 4 5

63
Comments: Please write your comment below:
1. If you have any idea about how employee involve in better way:
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
………………………………………………………………………..
2. If you have any idea how employee productivity can increase:
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………………………………………………
……………………………………………………………………
Thank you very much for your precious time and co-operation

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