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Abstract

This study examined the influence of women in the formation of organizational climates and their effectiveness in this competitive era. Favorable climates and working conditions enhance work quality and increase organizational cohesion that develops interpersonal bonds to accomplish workplace goals. Women have faced multiple challenges in the banking industry. To address gender disparity, women leaders created initiatives to empower women and encourage society to pay attention to gender equality. Bank Presidents and Senior Managers have the responsibility of creating an organizational culture that is safer for women to participate in; organizations should be designed with women in mind. It is true that women employees appear to have a higher level of organizational commitment. They are often considered to be a key talent pool for industries. This study aimed to investigate the engagement of women in their organizational culture and to determine how this correlates with workplace conditions. The present study explored the challenges women face in maintaining positive working conditions and effective operative strategies. We collected data through a structured questionnaire with the help of convenience sampling from 124 working women of commercial, public, and foreign banks situated in Bengaluru. We analyzed the data quantitatively with the Likert scale, ranking analysis, and percentage analysis to identify antecedents of organizational climate and the role of women in building a professional environment. Results revealed that the significant problems faced by women to sustain a healthy climate in the workplace are lack of supervisor encouragement and the disparity in rewards and benefits. We further inferred that women employees shape their attitudes both in their personal and professional lives to accomplish their personal and organizational goals. They prioritize their jobs more than their personal needs to balance their personal and organizational requirements; however, they feel a lack of teamwork and require a better conflict management system.

Note on the Author

Surjit Singha is a PhD research scholar at CHRIST (Deemed to be University), Bangalore, India and Asst. Professor at Kristu Jayanti College (Autonomous), India. He has 12+ years of experience in the industry and teaching, and he has published various articles and books in his credit. His research interests include Workforce Diversity, Organizational Climate and Culture, SDG, and topics that benefit society. Author e-mail: surjit.singha@res.christuniversity.in, surjitsingha@kristujayanti.com, surjitsingha@gmail.com.

Dr. Sivarethinamohan R. is an Associate Professor at the Department of Professional Studies, CHRIST (Deemed to be University), Bangalore, India. He did his PhD. from Bharathiar University, Coimbatore (Tamilnadu) in the year 2008. His research interest is in the area of human resources analytics, digitalization and new populism. He published more than 30 research papers in reputed national and international journals, and many papers in refereed conference proceedings. Author e-mail: sivarethina.mohan@christuniversity.in

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