Quality management practices in Public and Private sector Banks in India-employees’ perspective

Silky Gaur, Suchitra Srivastava


Quality management initiatives have gathered momentum in both manufacturing and service industries and have delivered commendable results. Earlier studies carried out by

Newman and Cowling (1996) in banks in the UK; Athanassopoulos (1997) in banks across Greece;  Saffran , Norbet and Ulrike Vogt. (1999)  in Deutsche Bank A G;   Li et al, (2001) in banks in Hong Kong; Khalid Al-Marri and others(2007) in UAE, Rawashdeh (2014) in banks of Jordan  have indicated that a systematic approach has brought down the costs and enhanced the revenue many fold.


As our country, India has a laid down framework within which firms are required to operate, it is imperative that we strive to excel in our methods and processes. In order to do so, extensive method study is required to identify the loopholes and areas of improvement.


Since the banking industry faces stiff competition, steps have already been adopted by both the public and private sector banks to re-engineer and revamp their processes and tune them with world class facilities and services. It was assumed that in order to bring about higher returns, a holistic approach has to be followed with the commitment of all in the organization.

The present study was undertaken to assess the awareness about the quality management practices in the public and private sector banks in India. Data were collected from the leading banks in public and private sector .The parameters of the study were limited to the perception of the employees with regard to the quality initiatives undertaken by these institutions.

پاراگلایدر Full Text: PDF


  • There are currently no refbacks.

Creative Commons License
This work is licensed under a Creative Commons Attribution 3.0 License.

ISSN : 2251-1547