Superiors’ Participatory Management Behaviour: Perception of Agriculture Officers in Banking Sector
548 / 105
Keywords:
Agriculture field officers, Banking sector, Job experience, Superiors’ Behaviour, MotivationAbstract
The quality of the superior-subordinate relationship can significantly impact various aspects of participatory management behaviour. The study was conducted in 2022 to assess the superiors’ behaviour as perceived by a randomly selected 180 agriculture officers working in public sector banks in the state of West Bengal. Superiors’ behaviour was assessed based on the four domains-motivation, communication, coordination, and empathy which included 20 aspects on which responses of the selected agriculture officers were obtained on a 5-point continuum scale. Superiors’ behavioural characteristics were derived by mean perception score. Superiors’ motivating nature was found to be most admired by the respondents. Using ANOVA and post hoc tests, significant differences were identified between the groups of agriculture officers categorised based on the job experience in the banks with respect to various dimensions of superiors’ behaviour. Respondents with experience of >10 years perceived overall superiors’ behaviour lowly (68.49) as compared to the other two groups with experience of up to five years (75.86) and >5-10 years (75.27), respectively. Such differences based on experience need to be addressed to create a more cohesive and thriving work environment for the agriculture officers in the banking sector to provide better financial assistance to the farmers.
References
Alston, J. M., & Pardey, P. G. (2014). Agriculture in the global economy. Journal of Economic Perspectives, 28(1), 121–146. https://doi.org/10.1257/jep.28.1.121
Benge, M., Harder, A., & Carter, H. (2011). Necessary pre-entry competencies as perceived by Florida extension agents.Journal ofExtension, 49(5), 1-10
Bhuiyan, M. A. H. (2010). Employee participation in decision making in RMG sector of Bangladesh: correlation with motivation and performance.Journal of Business and Technology (Dhaka), 5(2), 122-132.
Blake, R. R., Mouton, J. S., & Bidwell, A. C. (1962). Managerial grid. Advanced Management - Office Executive, 1(9), 12–15.
Burhanuddin (2013). Participative Management and its Relationships with Employee Performance Behaviour: A study in the University in Malang Indonesia.Doctoral Dissertation. The University of Adelaide, Australia
Chattopadhyay, S. K. (2011). Financial inclusion in India: a case-study of West Bengal.In: Reserve Bank of India.Working paper, Vol. 2, No. WPS(DEPR): 8/2011. https://mpra.ub.uni-muenchen.de/34269/
Donaldson-Feilder, E., Lewis, R., & Yarker, J. (2011). Preventing stress in organisations: how to develop positive managers. John Wiley & Sons.
Dutta, H., & Sharma, S. (2016). Employee engagement in Indian banking sector: a review of the literature. In:International Conference on Management and Information Systems. 184-192.
Gatling, A., Shum, C., Book, L., & Bai, B. (2017). The influence of hospitality leaders’ relational transparency on followers’ trust and deviance behaviors: mediating role of behavioral integrity. International Journal of Hospitality Management, 62, 11-20.
Kumar, A., Rao, R. V. S., Ramesh, P., Rao, K. H., & Rao, C. S. (2022). Developing research managers and leaders through management development programme in National Agricultural Research and Education System in India. Indian Journal of Extension Education, 58(4), 118-123.
Men, L. R. (2021).Evolving research and practices in internal communication. In Men, L. R. & TkalacVercic, A. (Eds.). Current Trends and Issues in Internal Communication: Theory and Practice Palgrave Macmillan.pp.1-18.
Miah, M. K., & Bird, A. (2007). The impact of culture on HRM styles and firm performance: evidence from Japanese parents, Japanese subsidiaries/joint ventures and South Asian local companies. The International Journal of Human Resource Management, 18(5), 908-923.
Mittal, R., & Randhawa, V. (2021). Perceived deception in upward organizational communication: An examination of information manipulation theory. Indian Journal of Extension Education, 57(2), 105-114.
Ponnusamy, K. and Swathi L.P.S. (2014). A study on leadership qualities of supervisory officers (Divisional / Institution Heads) in ICAR Institutes, Indian Journal of Extension Education,50(3&4), 58-61.
Rao, R. V. S., Kumar, A., Rao, K. H., Yashavanth, B. S., Priya, M. I., Anwer, M. M., & Rao, C. S. (2021). Leadership styles of the professionals from the national agricultural research and education system. Indian Journal of Extension Education, 57(1), 105-109.
Robins, S. P. (2005). Organisational behaviour: concept controversy and application, 10thEd. New York: Prentice Hall.
Swain, A. K., Cao, Q. R., & Gardner, W. L. (2018). Six sigma success: looking through authentic leadership and behavioral integrity theoretical lenses. Operations Research Perspectives, 5, 120-132.
Vakola, M., Soderquist, K. E., &Prastacos, G. P. (2007). Competency management in support of organizational change. International Journal of Manpower, 28(3/4), 260-275.
Van Quaquebeke, N., & Felps, W. (2018). Respectful inquiry: A motivational account of leading through asking questions and listening. Academy of Management Review, 43(1), 5-27.
Downloads
Submitted
Published
Issue
Section
License
Copyright (c) 2023 Indian Society of Extension Education, Division of Agricultural ExtensionICAR- IARI, New Delhi

This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
- The manuscripts once accepted and published in the Indian Journal of Extension Education will automatically become the property of the Indian Society of Extension Education, New Delhi. The Chief Editor on behalf of the Indian Journal of Extension Education holds the copyright.