International Journal For Multidisciplinary Research

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The Role of GIG Technology in Indian Public Sector Banks- A Study

Author(s) Mr. K VENU GOPAL, Prof. Dr. D SURYACHANDRA RAO, Prof. Dr. Ch JAYASANKARA PRASAD
Country India
Abstract The development status of any country depends on the existence of a comprehensive financial sector in terms of ‘banking business, which mobilises the savings of the general public to the required and demanding sectors as loans. The patterns of working styles of the banking sector all over the world have been improving with the application of updated technology, where the funds are moving very rapidly from one place to another and from one person to another for personal or institutional requirements. The government's initiative to strengthen the banking sector with increased technology, the bank employees' training and faculty development activities, increased literacy levels of the general public, the easy-to-understand technology, low cost, and time-saving aspects are especially encouraging the Indian banking sector to improve operational efficiency, thereby gaining customers' confidence and satisfaction.

The word ‘gig’ refers to a ‘temporary’ act or a ‘work-based’ activity which is performed through ‘digital platforms’ or with mobile applications, which are connected to the users to perform some specific tasks and services. 'Gig technology' in the banking sector refers to the usage of digital platforms to perform some flexible, task-based banking functions. By adopting this technology, the Indian banking sector has been offering many banking services which the customer can perform without coming to the bank. This research paper analyses and discusses various gig-technology banking operations which are offered to their customers and provides an overview by assessing their satisfaction.
Keywords Financial Sector, Customer Satisfaction, Temporary, Digital Platforms
Field Business Administration
Published In Volume 7, Issue 6, November-December 2025
Published On 2025-11-26
DOI https://doi.org/10.36948/ijfmr.2025.v07i06.61397
Short DOI https://doi.org/hbdrhr
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