Organizational Change in the Banking Sector - A Comparative Study

Dr. K. Suryanarayana, Dr. S. K. Mabunni

Abstract: The nature of business is dynamic and organizations are bound to experience some change at certain point in time. To sum up, the most of the contemporary organizations experience the conditions of a changing business environment. Those organizations which adapt to learning and change will thrive and grow whereas he those organizations that do not adapt and learn will be eliminated. Currently existing frame work s of a number of traditional banks do not incorporate elements of customer centricity. Banking channels are still separated, but if they re-position themselves and re-organize their structure and processes in a way that revolves around the customer, then banking can adapt fast the organizational change. The objective of this paper is to establish the different ways through which organizational change impacts the employees of the Commercial Banks. The research work was carried out in comparative nature where the change dimensions of Canara bank and HDFC Bank were examined. The data were collected from240 respondents including the employees working in both the banks and questionnaires were used to get the data. The following is an assessment of the impact?s Simple Regression of the two sets of data: It is evident from the results of the study that the application of Change dimensions on Organizational Change is much better apprehended by both the banks. So, it can be proposed that the banking sector needs to come up with a number of training programmes and discussions in order to increase the level of change-readiness among the employees in the banks to be able to grasp those changes and reap the benefits coming with such changes.

Keywords: Results, nature of business, analytical comparison, selected banks and transformation

How to Cite?: Dr. K. Suryanarayana, Dr. S. K. Mabunni, "Organizational Change in the Banking Sector - A Comparative Study", Volume 14 Issue 11, November 2025, International Journal of Science and Research (IJSR), Pages: 1718-1722, https://www.ijsr.net/getabstract.php?paperid=SR251121164107, DOI: https://dx.doi.org/10.21275/SR251121164107