TABLE OF CONTENT

Sr. No. TOPIC PAGE NO.

1 ABSTRACT 1
CHAPTER-1 2
2 INTRODUCTION 3-4
3 ABOUT TOPIC 5-6
4 NATURE AND SCOPE 7-34
5 OBJECTIVES OF THE STUDY 35
CHAPTER-2 36
6 REVIEW OF LITERATURE 37
7 WHY DID YOU CHOOSE THIS TOPIC ? 38
CHAPTER-3 39
8 RESEARCH METHODOLOGY 40
9 RESEARCH DESIGN 40-41
10 METHODOLOGY USED FOR 42-43
DATA COLLECTION
CHAPTER-4 44
11 DATA ANALYSIS AND INTERPRETATION 45-64
12 FINDINGS AND SUGGESTIONS 65-66
CHAPTER-5 67
13 SUMMARY
14 CONCLUSION
15 LIMITATIONS
16 BIBLOGRAPHY
17 QUESTIONNAIRE

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 ABSTRACT

Banks are the backbone of any country and therefore their contribution to the
nation should be the fullest. Job satisfaction is the favorable or an unfavorable
attitude with which the employee views his or her work. It expresses the amount of
agreement between one’s expectation of the job and the rewards that the job
provides. Job satisfaction, thus, is the result of various attitudes possessed by an
employee. These attitudes are related to the job under condition with such specific
factors such as wages, supervisors of employment, conditions of work, social
relation on the job, prompt settlement of grievances and fair treatment by
employer.

The banking sector in India has always been one of the most preferred destinations
for employment. In this decade, the banking sector has emerged as a sunrise sector
in the Indian economy. It is often said that “A Happy Employee is a Productive
Employee.” This study will try to what extent job satisfaction has lead to good
working performance and the factors which influence employee’s job satisfaction.

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 CHAPTER-1

INTRODUCTION

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 INTRODUCTION

For almost all the organization, employees are the vital resource and they represent an important
asset of any Industry. Of all the “M”s in management such as materials, machines, methods and
money the most important “M” stands for men i.e. manpower working in the organization. Now
a day it is a widely accepted fact that a happy worker is a valuable asset to any organization
contributing to prosperity. As employees are the precious asset of organization, the satisfaction
of all employees in their work is very important. Hence, it is vital for any organization to satisfy
their employees. Human resource management is concerned with developing potential of
employees so that they get maximum job satisfaction from their work and give their best efforts
to the organization.

The study made regarding the job satisfaction in banking sector will facilitate and enables the
management to know the perceptions and inner feelings regarding the job. It helps to identify the
causes for satisfaction and dissatisfaction among the employees. This study helps to understand
the employee’s perspective towards bank.

Job satisfaction refers to an individual’s complex attitude towards his or her job. It is a
pleasurable emotional state arising from the appraisal of one’s job or job experience. Job
satisfaction or dissatisfaction is a function of the perceived relationship between what one wants
from one’s job and what one perceives it as offering or entering.

Job satisfaction is often determined by how well outcome meet or exceed expectations. For
instance, if employee feels that they are working much harder than others in the department but
are receiving fewer rewards he will probably have a negative attitude towards the work, the boss,
and co-workers. On the other hand, if they feel they are being paid equitably, they are likely to
have positive attitude towards the job.

As work is an important aspect of people’s lives and most people spend a large part of their
working lives at work, understanding the factors involved in job satisfaction is crucial.

There are various factors which influence job satisfaction of an employee’s like working
environment, fair policies and practice, caring organization, appreciation, pay, age, promotion

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policy of the organization, feel of belongings, initiation and leadership, feel of being loved,
safety and security, challenges, responsibilities, creativity in job, personal interest and hobbies,
respect from co-workers, relationship with supervisor, feedback, flexibility, nature of work.

Job satisfaction is all about how one feels about (or towards) one’s job. An employee who
expresses satisfaction is said to have a positive attitude towards the job, unlike a dissatisfied
employee who has a negative attitude towards the job. A person having negative attitude shows a
personality disposition which is inclined to experience nervousness, tension, worry, upset and
distress, where as those with positive attitude will feel happy with themselves, others, and with
their work.

Employees are most satisfied when their job offer them security from economic strain,
recognition of their effort, clear policy of grievances, opportunity to contribute ideas and
suggestions, participation in decision making, opportunity for promotion , sound payment
structure, health and safety measures, communication system and atmosphere of mutual trust and
respect.

Employee satisfaction is one of the major issues in any organization. Employee’s performance,
motivation, productivity, behaviour, participation in an organization and overall contribution
depend upon the satisfaction level of the employee. So, every organization is giving higher
priority to keep their employees with satisfaction by providing various facilities which improves
satisfaction and which reduces dissatisfaction.

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ABOUT TOPIC
MEANING OF JOB SATISFACTION
The term “job satisfaction” refers to an employee general attitude towards his job. Job
satisfaction is how content an individual is with his or her job. A person with a high level of job
satisfaction holds positive attitude towards the job, while a person who is dissatisfied with his or
her job holds negative attitude about the job.

It is the feeling and perception of a worker regarding his or her work and how he or she feels
well in an organization. It indicates the extent of employee’s positive or negative feelings
towards their job and organization can try to improve it.

DEFINITION OF JOB SATISFACTION

“Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates.”

Robert L. Kahn

“Job satisfaction defines as the amount of overall positive affects (or feeling) that individuals
have towards their jobs.”

Hugh J. Arnold and Daniel

“Job satisfaction is a set of favourable or unfavourable feelings with which employees view their
work.”

Keith Davis & Newstrone

“Job satisfaction can be defined as the employee’s judgment of how well his job on whole is
satisfying his various needs.”
Smith

From the above meaning and definition of job satisfaction we can define the job satisfaction as

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the general attitude of employee’s towards their job. It is one’s feeling or state of mind regarding
the nature of their work. It describes how content an individual is with his or her job.

It is a person’s feeling of satisfaction on the job, which acts as a motivation to work. It is not self
satisfaction, happiness or self contentment but satisfaction on the job.

It is not the same as motivation. It is linked to productivity, motivation, absenteeism, mental

health, physical health and general life satisfaction.

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The Nature and Scope of Job Satisfaction

Job satisfaction is often thought to be synonymous with job attitude, but is important to recognise
that those with different theoretical orientations may use the term somewhat differently. Some
measure job in terms of gratification of strong needs in the work place. Others see it as the
degree of discrepancy between what a person expects to receive from work and what that person
perceives is actually relieved. It can also be defined as the extent to which work is seen as
providing those things that one considers conducive to one’s welfare. In yet another view, job
satisfaction is considered a purely emotional response to job satisfaction.

The characteristics of job which give the job satisfaction to the employees are the dependent
variables of job satisfaction; some of them are listed by Locke and others. Important among them
are given below:

1) Challenging job:

Employees perceive to have a challenging work in an organization and this will develop an
active state and will be satisfied with his job.

2) Equitable rewards:

More than the rewards, equity and fairness of reward is equally important.

3) Supportive working conditions:

Supportive working conditions are equally important as the condition of work itself improves job
satisfaction. Persons are interested to accept even a lower pay if the work place is near to their
home.

4) Supportive colleagues and supervisors:

This is yet another aspect which satisfies an employee.

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Job satisfaction has been considered as state of condition where people are:

 Induce to do work efficiently and effectively.

 Convince to remain in the enterprise.
 Prepare to act efficiently during contingences.
 Prepare to welcome the changes without resistance.
 Interested in promoting the image of the organization
 More happy and satisfies with their job.

Purpose of Job Satisfaction

For Organisation

1) Enhance employee retention

2) Increase productivity

3) Increase customer satisfaction

4) Reduce turnover, recruiting and training costs.

5) Enhance customer satisfaction and loyalty

6) More energetic employees

For Employees

1) Employees will believe that the organization will be satisfying in the long run.

2) They will care about the quality of their work.

3) They will create and deliver superior value to the customer.

4) They are more committed to the organization.

5) Their work is more productive.

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Job Satisfaction Leads To

 Motivate towards high productivity.

 Want to remain with organization.
 Act effectively in crisis.
 Accept necessary changes without resistance.
 Promote the interest of the workers in the organization.

Workers Role in Job Satisfaction

Job satisfaction and occupational success are major factors in personal satisfaction, self-respect,
self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional
state that can often leads to a positive work attitude. A satisfied worker is more likely to be
creative, flexible, innovation and loyal. If job satisfaction is a worker benefit, surely the worker
must be able to contribute to his or her own satisfaction and well being on the job.

Following are some of the roles of workers in job satisfaction:

 Acquire new job related knowledge that helps you to perform tasks more efficiently and
effectively. This will relive boredom and often gets one noticed.
 Demonstrate creativity and initiative. Qualities like these are valued by most
organizations and often results in recognition as well as in increased responsibilities and
rewards.
 Develop team work and people skills. A large part of job success is the ability to work
well with others to get the job done.
 Develop excellent communication skills.
 See the value in your work. Appreciating the significance of what one does can lead to
satisfaction with the work itself.
 Accept the diversity in people. Accept people with their differences and their
imperfections and learn how to give and receive criticism constructively.

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Determinants of Job Satisfaction

There are a number of factors influencing the employee’s job satisfaction. There are various
personal and organizational factors that influence job satisfaction. The following chart indicates
the determinants of job satisfaction.

Determinants of job Satisfaction

PERSONAL FACTORS ORGANISATION FACTORS

 Age  Nature of Work

 Gender  Pay and other
 Educational benefits
Qualification  Superior –
 Experience subordinate
 Ability relationship
 Perception  Interpersonal
relationship
 Opportunities for
advancement

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A) Personal factors

1) Age:

The age of a person does have its influence on his level of job satisfaction. People who are young
usually have a higher level of job satisfaction provided they rightly choose their career. Those in
their twenties or thirties are energetic and have the stamina to work hard and derive pleasure out
of their work. As a person gets older, he gets tired physically and mentally. Further, he reaches
the saturation point at this stage and the work, usually, does not give him the pleasure it gave
earlier.

2) Sex:

There is a feeling among many employers that women employees are much more committed to
work than men. Such employers prefer to appoint women in their concerns. A women employee
who is able to show greater commitment to work naturally should derive higher level of
satisfaction.

3) Educational satisfaction:

The job satisfaction level of people with higher educational qualification is generally found to be
low. This happen because such people always look for better employment opportunities. A
person deriving pleasure out of his present job, which is also remunerative, need not look for
better employment prospects.

4) Experience:

The experience of an employee gives him exposure to many difficult work situations. This
enables him to learn the art of managing crisis. Such persons, in view of their ability to tackle
any critical work situation, should naturally have greater job satisfaction than those who are
inexperienced. It may be mentioned here that the age and experience of a person need not go
together.

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5) Ability:

An employee who lacks the capability to perform his job, obviously, cannot derive job
satisfaction. Performance is vital for job satisfaction. Only those who have the ability will be
able to perform. It may be mentioned here that the satisfaction accruing to a person out of the
monetary benefits he gets from his employment is temporary. In the long run, performance alone
can give him satisfaction.

6) Perception:

Job expectations differ from person to person. This is in view of differences in one’s perception.
Some individuals may be interested in challenging jobs while others may be interested in routine
work. Still, there are some who may be prepared to do any work for the sake of monetary
benefits. The extent to which the expectations of a person have been fulfilled is yet another
determinant of job satisfaction.

B) Organizational factors

1) Nature of work assigned:

The work assigned to an employee should be of interest to him. What appears to be an interesting
job to one may appear to be uninteresting to another and so says the proverb, “one’s man food is
another man’s poison”. It is therefore, important that the employer understands the capabilities
and preference of his employees before assigning them work.

2) Pays and other benefits:

Pay and other tangible benefits offered to employees, although cannot determine job satisfaction
in all cases, are not unimportant. An employee who derives pleasure out his job cannot be
indifferent to pay and other benefits to which he is entitled. An employee, therefore, needs to be
given pay commensurate with his job and responsibilities. Similarly, social security benefits like
provident fund, insurance etc., also need to be provided to employees as per rules. Where these
benefits are inadequate, the level of job satisfaction is bound to be low.

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3) Superior-Subordinate Relationship:

Sometimes, an employee may be fully satisfied with his job. But if his superior tries to find fault
with him unnecessarily, the employee gets disturbed mentally. This affects satisfaction. It is,
therefore, necessary that the superior-subordinate relationship is cordial in any workplace.

4) Inter-Personal Relationship:

When the relationship between the employees working as a group is not cordial, it will affect
individual performance. This happens because of two reasons. First, co-ordination becomes
difficult when inter-personal relationship is not good and second the employee gets disturbed
psychologically. When such a trend continues, it results in job dissatisfaction in the long run.

5) Opportunity for advancement:

Where, in an organization, there are no opportunities for promotion, the employees may have to
remain in the same job till their retirement. There may not be any change even in their
designation. Such employees may not work with enthusiasm. Lack of promotion opportunities,
thus, promotes job dissatisfaction.

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Ways of Measuring Employee Job Satisfaction

There are a number of ways of measuring Employee Job Satisfaction. This is not surprising since
hundreds of studies have been conducted over the past three and half decades, employing varied
techniques. The most common ways of measurement include rating scales, critical incidents,
interviews, attitude survey, observing actual behaviour.

Many organization face challenges in accurately measuring job satisfaction, as the definition of
satisfaction can differ among various people within an organization.

Most used approaches to measuring job satisfaction of the employees are:

1) Critical incident:

The critical incidents approach to the measurement of job satisfaction was developed by
Herzberg and his associates in their research on the two factor theory of motivation. Employee’s
was asked to describe incidents on their job when they were particularly satisfied or dissatisfied.
These incidents were then content analyzed in determining which aspect were closely related to
positive and negative attitude.

2) Interview:

Employees are interviewed individually and the responses reveal their satisfaction and
dissatisfaction.

3) Likert scale:

This method of standardised survey was developed by Likert in 1932. In this, an individual is
asked to indicate agreement or disagreement with job factors. The individual is also required to
state how strongly he or she agrees or disagrees with a statement. This is normally done on a five
point scale. The normal practice is to incorporate the various statements in a questionnaire. The
subject is asked to respond to these statements, indicating the extent of his or her agreement or
disagreement.

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A value may be given to each response category in order to produce a numerical score, and the
different scores in each category may be added together to arrive at a total score. A high overall
score can be viewed as positive, whereas a low score indicates negative.

4) Single global rating:

The single global rating method is nothing more than asking individuals to respond to one
question such as all things considered, how satisfied you with your job ?

5) Summation score:

It identifies key elements in job and asks for the employees feelings about each.

Typical factors that would be included are the nature of the work, supervision, present pay,
promotion opportunities and relation with co-workers.

Besides this, in summation score, many researchers used so many ways of measuring job
satisfaction.

6) Minnesota satisfaction questionnaire:

The long form of this survey is made up of 100 questions based on 20 subscales which measure
satisfaction with ability, utilization, achievement, activity, advancement, authority, company
policies and practices, compensation, co workers, independence, creativity, moral values,
recognition, responsibility, security, social service, social status, supervision, human relation,
working condition.

7) Job satisfaction relative to expectations:

It assesses the degree of agreement between the perceived quality of broad aspects of a job and
employees expectations.

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Sources Of Job-Satisfaction

Several job elements contribute to job satisfaction. The most important among them are wage
structure, nature of work, promotion chances and quality of supervisors, work group and working
conditions.

Wages

Working Work
Condition

SOURCES OF JOB
SATISFACTION
Work Group
Promotion Chance

Supervision

1) Wages:

Wages play a significant role in influencing job satisfaction. This is because of two reasons.
Firstly, money is an important instrument in fulfilling one’s needs. Secondly, employees often
see pay as a reflection of managements concern for them.

Employees want a pay system which is simple, fair and in line with their expectations. When pay
is seen as fair, based on job demands, individual skill level and community pay standards
satisfaction is likely to result. What needs emphasis is that it is not the absolute amount paid that
matters rather it is one’s perception of fairness.

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2) Nature of work:

Most employees crave intellectual challenges on job. They tend to prefer being given
opportunities to use their skills and abilities and being offered a variety of tasks, freedom and
feedback on how well they are doing. These characteristics make jobs mentally challenging. Job
that has too little challenge creates boredom. But too much challenge creates frustration and a
feeling of failure. Under condition of moderate challenge, employees experience pleasure and
satisfaction.

3) Promotions:

Promotion is one of the sensitive issues in every employee’s life. Through promotion an
employee get recognition of his or her performance and is motivated to continue in this way.

Promotional opportunities affect job satisfaction considerably. The desire for promotion is
generally strong among employees as it involves change on job content, pay, responsibility,
independence, status and the like. It is no surprise that the employee takes promotion as the
ultimate achievement in his career and when it is realized, he feels extremely satisfied.

It is regarded as a chance that results in higher earnings. Promotion provides an employee higher
position and salary, respect, facilities etc.

4) Work group:

The work group does serve as a source of satisfaction to individual employees. It is well known
that, for many employees work fills the need for social interaction. The work group is a stranger
source of satisfaction when members have similar attitudes and values. Having people around
with similar attitudes causes less friction on a day to day basis. Co-workers with similar attitudes
and values can also provide some confirmation of a person’s self concept. ”We are ok and you
are ok”.

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5) Working condition:

Working conditions that are compatible with an employee’s physical comfort and those facilities
doing a good job contribute to job satisfaction. Temperature humidity, ventilation, lighting and
noise, hours of work, cleanliness of the work place and adequate tools and equipments are the
features which affect job satisfaction.

6) Supervision:

There is a positive relationship between the quality of supervision and job satisfaction.
Supervision who establish a supportive personal relationship with subordinates and take a
personal interest in them contribute to their employee satisfaction. On realizing the role of
supervision in creating satisfaction a number of supervisory roles have been suggested for the
purpose.

The following point list out the supervisory actions:

 Maintain open lines of communication.

 Create a good physical environment.
 Change the perception of dissatisfies employees.
 Give ample recognition.
 Allow for participative management.
 Practice good management.
 Conduct morale building programs.
 Display concern for employees.

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 Outcomes Of Employee Satisfaction

Following are some outcomes of employee satisfaction:

OUTCOMES OF EMPLOYEE SATISFACTION

Better Reduce Turnover Better Working Reduce Absenteeism

Performance environment

1) Job Satisfaction and Performance:

To society as a whole as well as from an individual employee's standpoint, job satisfaction in and
of itself is a desirable outcome. It is important to know, if at all, satisfaction relates to outcomes
variable. For example, if job satisfaction is high, will the employee perform better and the
organization are more effective. If job satisfaction is low, will there be performance problems
and ineffectiveness? The following sections examine the most important of these.

Most assume a positive relationship; the research to date indicates that there is no strong linkage
between satisfaction and performance. Conceptual, methodological, and empirical analyses have
questioned and argued against these results.

The best conclusion about satisfaction and performance is that there is, definitely a relationship.
The relationship may even be more complex than others in organization behaviour. For example,
there seem to be many possible-moderating variables, the most important of which is reward. If
people receive reward they feel are equitable, they will be satisfied, and is likely to result in
greater performance effort.

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2) Job Satisfaction and Turnover:

Unlike that between satisfaction and performance, research has uncovered a moderately
negatively relationship between satisfaction and turnover. High job satisfaction will not, in and
of itself, keep turnover low, but it does seem to help. On the other hand, if there is considerable
job dissatisfaction, there is likely to be high turnover. Obviously, other variables enter into an
Employees decision to quit besides job satisfaction. For example, age tenure in the organization,
and commitments to the organization, may play a role. Some people cannot see themselves
working anywhere else, so they remain regardless of how dissatisfied they feel.

Another factor is the general economy, typically there will be an increase in turnover because
will being looking for better opportunities with other organization.

High employee turnover is of concern for employers because it disrupts normal operations and
increases the cost involved in selecting and training replacement. The employer does whatever
possible to minimize turnover, making the employees feel satisfied in their jobs, being one such.

3) Job Satisfaction and Absenteeism:

Research has only demonstrated a weak negative relationship between satisfaction and
absenteeism. As with turnover, many variables enter into the decision to stay home besides
satisfaction with the job. For example, there are moderating variables such as the degree to
which people that there job are important. For example, research among state govt. Employees
has found those who believed that there was important had lower absenteeism than did who did
not feel this way. Additionally, it is important to remember that although job satisfaction will not
necessarily result in absenteeism, low job satisfaction more likely to bring about absenteeism.

4) Better working environment:

When employees are enjoying a higher degree of job satisfaction they tend to be more helpful
and friendly to their colleagues at work. This help to promote teamwork where sharing of
information and knowledge is enhanced.

It also leads to a better and safer working environment with lesser negative conflicts.

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Outcomes Of Employee Dissatisfaction

Following are some of the outcomes of employee dissatisfaction:

OUTCOMES OF EMPLOYEE
DISSATISFACTION

Job Stress High Lack of Less Profit

employee Productivity
turnover rates

1) Job stress:

When employees are not happy with their jobs, they are much more likely to experience and
report stress on the job. Workers who are satisfied or happy at work are much less likely to
report feeling stressed out by their job.

2) High employee turnover rates:

Low job satisfaction also creates high turnover rates with employees. Sooner or later, the
employee is going to quite so that they can find a job they actually enjoy doing.

3) Lack of productivity:

Low job satisfaction coupled with low employee morale equals a lack of productivity in the
workplace. It is a basic human nature that if he or she is unhappy, they don’t focus well and they
don’t pay attention to their tasks.

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4) Less Profit:

If the employees are not satisfied with their jobs, then they cannot give a better service to the
customers and it will lead to a lower level of profit to the organization.

Steps To Improve Job Satisfaction

The following measures may be adopted to have a higher level of job satisfaction among
employees.

1) Selection of right man for right job.

2) Payment commensurate with the employee’s credentials.

3) Conductive working environment.

4) Cordial superior-subordinate relationship.

5) Better inter-personal relationship.

6) Provision of suitable promotion opportunities.

7) Creation of facilities for training.

8) Job rotation where desirable.

10) Encouraging employee’s participation in decision making.

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IMPORTANCE OF JOB SATISFACTION

Following are some of the importance of job satisfaction:

1) Increased productivity level:

When the management of the firm along with the immediate manager or supervisor of the
employee that vital steps in understanding the job satisfaction, the employees will work with
utmost agility and motivation. He will make sure to complete his work well on time and also
maintain the parameters of quality.

Hence the productivity level of the firm will increase helping the firm to accomplish its aim and
objective at much faster rate and time.

2) Retain employees:

It is a universal fact in the world of corporate management that the firm cannot make progress
just with the help and support of a few members of the management. It does require the help and
support of the employees that are expert and talented in various areas and aspects.

Hence it is very important to keep the employees happy and satisfied in the area of their work so
that they keep on doing quality work and come up with innovative ideas.

3) Positive word of mouth:

There are so many examples of cooperate firms that are known for earning bad and negative
reviews from their past and current employees. The main reason behind the same is that the firm
doesn’t really care about the job satisfaction of the employees and the employees discuss their
issues with the friends, family and loved ones that showcase the firm and its management in a
negative light.

Hence, it is quite significant for the firms to realize and follow the importance of job satisfaction
of the employees to attain the objective of positive word of mouth in the market and industry as a
whole.

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4) Innovation:

When the employees are motivated and valued at their workplace and are rewarded for their
work, they put extra efforts. They come up with the ideas and strategies that are innovative in
nature. Plus they execute the same in the finest possible manner as they are absolutely happy and
satisfied.

5) Positive work environment:

Along with understanding and following the importance of job satisfaction, the management of
the firm also has to understand the fact that personal bias towards any specific employees has a
direct or indirect effect on the job satisfaction. This result in the factor of insecurity, affecting the
overall work environment of the firm with the further reduction in the productivity level.

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Response to Job Dissatisfaction

The last thing about job dissatisfaction is the ways through which employees express their job
dissatisfaction. There are several ways of expressing employee dissatisfaction. For example,
employees can complain, steal organizational property or avoid a part of their work
responsibilities. Most serious is quitting the organization itself.

1) Exit:

Represent behaviour directed towards leaving the organization. Also includes looking for a new
position as well as resigning.

2) Voice:

Actively and constructively attempting to improve conditions includes suggesting improvements,

discussing problems with superiors, and some forms or union activity.

3) Loyalty:

Passively but optimistically waiting for conditions to improve, includes speaking for the
organization in the face of the external criticism and trusting the management and the
organization to do the right things.

4) Neglect:

Passively allowing conditions to worsen, includes chronic absenteeism, reduced effort and
increased error rate.

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 Theories of Job Satisfaction

There are lot of theories in terms of job satisfaction which are interpreting and explain about how
and what can make people more satisfied. The variety of these theory indicate that how
important is job.
Career is not only for life earning, but because of the fact that each employee spend more than
one third of his day at his job, so it is tied to individual’s happiness. It is obvious that people tend
to be more successful and try harder in the job which they have chosen if they have a high level
of job satisfaction.

Here are some common theories related to job satisfaction, include Herzberg theory, Maslow
need hierarchy theory, Dispositional theory, and Discrepancy theory, Need fulfilment theory.

Beside these theories there are various others theories of job satisfaction.

The most common and prominent job satisfaction theories are:

Maslow’s Need Hierarchy Theory

Abraham Maslow, a well known psychologist developed theory of

motivation based on human needs. This was one of the first theories to

examine the important contributors to job satisfaction. He mentioned that

within every human being, there exists a hierarchy of five needs.

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Page 27
1) Basic Physiological Needs:

These are the most basic needs of individuals which are related to the survival and maintenance.
No employee can be motivated to work if his or her needs of food, cloth or shelter are not
satisfied. Therefore, the physiological needs are at the top of hierarchy of needs. For example-
For an employee salary is the basic need.

In the organizational context, physiological needs are represented by employees concern for
salary and basic working conditions. It is the duty of managers to ensure that these needs of the
employees are met so that they can be motivated to strive for gratification of higher order needs.

2) Safety/ Security Needs:

The next hierarchy of needs are the safety and security needs. Once physiological needs are met,
another set of motives, called safety or security needs, becomes motivators.

Security needs in to organizational context correlate to such factors as job security, safe working
conditions. Each individual requires security and protection from physical and emotional harm.
For example- Safe work environment, income stability, job security etc.

Managerial practices to satisfy the safety needs of employees include pension scheme, group
insurance, provident fund, gratuity, safe working conditions, grievance procedure etc.

3) Affiliation/ Belonging Needs:

The third in hierarchy of needs are the affiliation or belonging needs. This need arises when
physiological and safety needs are satisfied. It includes the acceptance, affection, cordial
relationship sense of belongingness etc.

In the organizational context, social needs represent the need for a compatible work group, peer
acceptance, professional friendship and friendly supervision.

For example- Informal organizational set up help employees to develop social relationships, the
cordial relationship between superiors, subordinates and colleagues give employees acceptance.

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4) Esteem Needs:

The fourth in hierarchy of needs are the needs are the esteem needs which include self-respect,
autonomy status, recognition and attention. It is part of non financial incentives.

In the workplace self esteem needs correspond to job title, merit pay increase, peer or
supervisory recognition, challenging work, responsibility.

Managerial practices to fulfil these needs include challenging work assignments, performance
feedback, performance recognition, personal encouragement and involving employees in
decision making.

For example- Employee’s feel satisfied if superior appreciate their contribution, listen to their
ideas, give attention to their grievances etc.

5) Self Actualisation Needs:

Finally, if all the earlier four level needs are satisfied, the need for self- actualisation comes to
the fore. Maslow characterized self-actualisation as the desire to become everything that one is
capable of becoming. It is the highest level in the hierarchy of needs which derives an individual
to realize his or her dream. It motivates an individual to perform to best of his or her abilities and
achieve the desired goals.

Need Fulfilment Theory

This theory believed that if a person receives what he wants or more than he wants or the thing
which is more important to him, he will be more satisfied, on the contrary when he does not get
the thing which he wants he will wants he will be more dissatisfied.

In other words, job satisfaction has positive relationship with those needs of an individual which
are be needed and expected.

Page 29
Two Factor Theory

In 1959, Fredrick Herzberg, a behavioural scientist proposed a two- factor theory. According to
Herzberg, there are some job factors that result in satisfaction while there are other job factors
that prevent dissatisfaction. Herzberg classified these job factors into two categories-

Job Satisfaction Job Dissatisfaction

Improving the Influenced by

8 Motivator Factors Hygiene Factors
Influenced by increases Job
Motivator Factors satisfaction

 Achievement Improving the Hygiene  Working

 Recognition factors decreases job Conditions
 Responsibility Dissatisfaction  Co-worker
 Work itself Relations
 Advancement  Policies and
 Personal Rules
Growth  Supervisor
Quality
 Base wage,
salary

1) Hygiene factors

Hygiene factors are those job factors which are essential for existence of motivation at
workplace. These do not lead to positive satisfaction for long- term. But if these factors are
absent at workplace, and then they lead to dissatisfaction. Hygiene factors are those factors
which when adequate in a job, pacify the employees and do not make them dissatisfied. These
factors are extrinsic to work. Hygiene factors are also called as maintenance factors as they are
required to avoid dissatisfaction. Hygiene factors include:

Page 30
Pay:

The pay or salary structure should be appropriate and reasonable. It must be equal and
competitive to those in the same industry in the same domain.

Company policies and administrative policies:

The company policies should not be too rigid. It should be fair and clear. It should include
flexible working hours, breaks etc.

Security:

It is important that employees feel that their job is secure and they are not under the constant
threat of being laid- off.

Work Conditions:

Equipment and the working environment should be safe, fit for purpose and hygienic.

Relationship:

A healthy, amiable and appropriate relationship should exist between peers, superiors, and
sub-ordinates.

Supervision:

Supervision must be fair and appropriate. The employee should be given as much autonomy as is
reasonable.

2) Motivational Factors

According to Herzberg, the hygiene factors can not be regarded as motivators. The motivational
factors yield positive satisfaction. These factors are inherent to work .These factors motivate the
employee for a superior performance. These factors are called Satisfiers. These are factors

Page 31
involved in performing the job. Employees find these factors intrinsically rewarding.
Motivational factors include:

Achievement:

A job must give an employee a sense of achievement. This will provide a proud feeling of having
done something difficult but worthwhile.

Recognition:

A job must provide an employee with praise and recognition of their successes. This recognition
should come from both their superior and their peers.

The Work itself:

The job itself must be interesting, married and provide enough of a challenge to keep employees
motivated.

Responsibility:

Employees should “own” their work. They should hold themselves responsible for these
completions and not feel as though they are being micromanaged.

Advancement:

Promotion opportunities should exist for the employee.

Growth:

The job should be employee the opportunity to learn new skills. This can happen either on the
job or through more formal training.

Page 32
 Benefits of Employee Job Satisfaction Survey

A) One benefit of Employee job satisfaction survey is that they Give management an indication
general levels of satisfaction in a company. Surveys also indicate specific areas of satisfaction or
dissatisfaction (as with employee services) and particular groups of employee. In other words, a
survey tells how employees feel about their jobs, what parts of their jobs these feeling are
focused on, with department are particularly affected, and whose feelings are involved ( for
example, supervision, employee or staff specialists). The survey is powerful diagnostic
instrument for assessing employee problems.

B) Improved communication is another benefit of the surveys. Communication flows in all

directions as people plan the survey, talk and discuss its result. Particularly beneficial to the
company is, the upward communication when employees are encouraged to comment about what
they really have in their minds.

1. An unexpected benefit from an employee job satisfaction survey is improved attitudes. For some
employees, the survey is a safety valve, an emotional release, and a chance to get things off their
chest. For others, the survey is a tangible expression of management’s interest in employee
welfare, which gives employees a reason to feel better towards management.

2. The employee job satisfaction survey can help discover the causes of indirect productivity
problems, such as absenteeism, turnover and poor quality of work. If an organization is disturbed
by a high rate of absenteeism or turnover, it might opportunities, unchallenging jobs, unjust
treatment and the like. Without proper survey, there could be random guessing on the part of
management employee job satisfaction survey help management both to get a better handle on
why employees are lagging and to plan better handle solutions to problems.

3. Another benefit of satisfaction survey is that help management assess training needs. Usually,
employees are given on opportunity how they feel this supervisor performs certain parts of the
jobs, such as delegating work and giving adequate job instruction. Since employees experience
these supervisory acts, their perception may provide useful data about the training of their
supervisors

Page 33
4. One of the best uses of employee job satisfaction survey is in the evaluation of the impact of
organizational changes on employee attitudes. For example, the management wants to whether
the job redesign program recently implemented in the organization has resulted in increased
satisfaction to the employees. By comparing pre-change data and post- change data, it is easy to
determine what impact the redesigned work has on employee attitudes.

But the benefit discussed above would be realized subject to certain prerequisites. Following are
the conditions:

o Top management actively supports the survey

o Employees are fully involved in planning the survey.

o A clear objective exists for conducting the survey.

o The study is designed and administered consistent with standards of sound research.

o Management is capable and willing to take follow up action.

o Both the results and action plans are communicated to employees.

Employee satisfaction surveys can:

o Measure employee satisfaction level.

o Track changes in employee satisfaction over time.
o Improve overall satisfaction and retention.

Page 34
 OBJECTIVE OF THE STUDY

 To research the job satisfaction levels among the employees.

 To research the various factors affecting employee satisfaction.

 To know about supportiveness of superiors.

SCOPE OF THE STUDY

 Job satisfaction is an important output that employees for an organization.

 In the study an attempt has been made to analyze the job satisfaction of employees at banking
sector. The study tries to understand the level of satisfaction among the employees at banking
sector.
 Job satisfaction has been analyzed on the basis of various factors such as salary, bonus policy,
working environment, promotion policy, job security, superior and subordinate relationship,
nature of job, employee participation in decision making, training and development provided to
employee, grievance redressed procedure, performanceappraisal system, leaves policy etc.
 This study gives some suggestion for improving the job satisfaction of employees.
 It is an interesting and significant area for conducting research.

Page 35
CHAPTER-2

REVIEW OF
LITERATURE

Page 36
Review of Literature

Savery (1989) highlighted the job satisfaction of nurses in Perth, Western Australia. The job
satisfaction level of the nurses was mainly due to interesting and challenging work which was
followed by a feeling of achievement wherein, he even said salary was ranked as a very low
satisfier. The job satisfaction level increased as the person grew old where in the variables like
gender, time in hospital, position held were controlled. Organizations should always focus on
satisfying the three basic needs (Individual motivators, Employee relationships and personal
relationships) of an employee which will in return help the employees in achieving job
satisfaction.

Melvin (1993) stated that the environmental design of an organization plays a very important
role in job satisfaction at the same time it also plays an important role in employee’s high job
involvement. A good environmental design of an organization helps in resolving the conflicts
and confusion. The author even cites that it is the responsibility of the management to design the
environment in such a manner that it reduces the dissatisfaction where in the work tasks, working
patterns are properly mentioned.

It indicates there are many factors which help in achieving job satisfaction. The factors may be
the type of work assigned to them; work environment, work design etc. Salary is certainly an
important factor but it always doesn’t play such a big role as it looks. Non-monetary benefits
play a bigger role at large. Therefore, organizations have to have a intellect think on their HRM
system on a regular basis so that it helps in improving the system, work environment, decreasing
the job stress and finally leading to job satisfaction and more job involvement. Future studies can
focus on factors such as mentoring, coaching and personal development plans influencing job
satisfaction. The next generation employees, the Z generation is a completely different breed.
Researches focused on understanding what influences the job satisfaction of these employees
will be quite relevant for the organizations.

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Why to Study About Job Satisfaction

In my point of view, study of job satisfaction of employees helps the organization to maintain a
standard and increase productivity by motivating the employees. This study tells us how much
the employees are capable and their interest at work place. What are the things still to be satisfy
to the employees. Although human resource are most valuable resource of any organization, so
the study of employees job satisfaction helps the organization to know the satisfaction level of
employees and to identify what are things that affects them not to work properly.

Job satisfaction is the condition of establishing a healthy organizational environment in an

organization. Individuals want to maintain statue, high ranks and authority by giving their
capabilities such as knowledge, ability education, health etc. The individuals who can’t meet
their expectations, with regard to their jobs become dissatisfied. Thus this dissatisfaction affects
the organization for which he or she works.

Job satisfaction is very important for a person’s motivation and contribution to production. Job
satisfaction may diminish irregular attendance at work, replacement workers with in cycle or
even the rate of accidents.

Job satisfaction is an employee’s thought and emotions towards their job and how they evaluate
their job. This can be a judgment of their job overall, or of specific judgment such as pay,
promotions, work tasks, co-workers and supervisors. It is important for organizations to care
about their employee’s job satisfaction. It will promote employees organizational commitment
when they are satisfied with their jobs.

Page 38
 CHAPTER-3

RESEARCH
METHODOLOGY

Page 39
 RESEARCH METHODOLOGY

RESEARCH METHODOLOGY:

A research methodology is a way to systematically solve the problem or attain its objectives. It is
a very important guideline and lead to completion of any project work through observation, data
collection and data analysis.

According to Clifford woody, “Research methodology comprises of defining and redefining

problems, collecting, organizing and evaluating data, making deductions and researching
to conclusions.”

RESEARCH DESIGN:

A framework blueprint for conducting the research. It specifies the details of the procedures
necessary for obtaining the information needed to structure and solve research problems.

Research methodology, which is followed by researcher, is Descriptive study.

Typically, a research design involves the following components, or tasks:

 Define the information needed.

 Design the research.
 Specify the measurement and selling procedures.
 Construct and present a questionnaire or an appropriate form for data collection.
 Specify the sampling process and sampling size.
 Develop a plan of data analysis.

SAMPLE SIZE:

Sample size refers to the number of participants included in a study.

50 employees are selected for conducting research.

Page 40
Universe: Gorakhpur

Area: Following banks are selected for study purpose:

Private Sector Bank:

1) Axis Bank, AD Chowk, Bank Road, Gorakhpur, Uttar Pradesh, 273001

2) HDFC Bank, Bank Road, Gorakhpur, Uttar Pradesh, 273001

Public Sector Bank:

1) State Bank of India, Dharamshala Bazar, Gorakhpur, Uttar Pradesh, 273001

2) Allahabad Bank, Dharamshala Bazar, Gorakhpur, Uttar Pradesh, 273001

3) Bank of Baroda, Golghar, Gorakhpur, Uttar Pradesh, 273001

Sample size: 50 employees

Sampling technique: Simple random sampling, convenience sampling.

Research design: Descriptive research design

Data collection:

Primary source: Questionnaire

Secondary source: Internet

Tools: MS Word, MS Excel

Page 41
 DATA COLLECTION

To determine the appropriate data for research mainly two kinds of data was collected namely
primary and secondary data as explained below:

 PRIMARY DATA:
Primary data are those, which were collected afresh and for the first time and thus happen to be
original in character.
The primary data has been collected through the Questionnaire. The Questionnaire has been
properly prepared in order to cover all the Information required for the study. The primary data
has been obtained by interaction with the officials and staff in the division in the organization
and also obtained through the Questionnaire distributed to the persons in different departments in
that particular division.

 SECONDARY DATA:
The secondary data has been collected through by the Manuals and also from old records
available in the organization. Some other data also collected from the websites earlier researches
and published books.

SAMPLING PROCEDURE:

Here the researcher follows the simple random sampling for conducting survey and in detail
sampling procedure is convenience sampling. This procedure is adopted based on the
convenience of the researcher time and money constraints.

SAMPLING UNIT:

Respondents have been selected from different wings of the organization.

Page 42
UNIVERSE:

Gorakhpur District.

RESEARCH INSTRUMENT:

The research instrument that is used in this study is structured questionnaire. A questionnaire
consists of a set of questions presented to the respondents for their answers. The researcher has
used questionnaire as the instrument of research, to collect the information. A questionnaire
consists of open ended, closed ended and likert 5 scale model questions to the respondents.

PERCENTAGE ANALYSIS:

In the research various percentage are identified the analysis and they are presented pictorially by
pie charts.

Percentage of respondents = Number of Respondents/ Total number of respondents×100

Page 43
 CHAPTER-4

ANALYSIS AND INTERPRETATION

Page 44
 DATA ANALYSIS AND INTERPRETATION

1. Do you enjoy your work?

Responses Percentage No. of

respondent
Highly 19% 19
satisfied
Satisfied 17% 17
Neutral 16% 16
Dissatisfied 23% 23
Highly 25% 25
dissatisfied
Total 100% 100

5, 25 1, 19

2, 17

4, 23
3, 16

Interpretation: Out of 50 respondents 11 were highly satisfied or enjoy their work, 18 were
satisfied as they find their work very interesting whereas 8 were neutral regarding their response,
8 were dissatisfied whereas 5 were highly dissatisfied because according to them their work is of
clerical nature and also work load in the banks are too much. However Majority of respondents
were satisfied with the nature of work assigned to them.

Page 45
2. How clear are the employees regarding goals of their department and the organization?

Responses Percentage No. of respondent

Highly satisfied 16% 8

Satisfied 40% 20

Neutral 14% 7

Dissatisfied 20% 10

Highly dissatisfied 10% 5

Total 100% 50

10% 16%

20% Highly Satisfied

Satisfied
Neutral
14% 40% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents 8 were highly satisfied, 20 were satisfied that they are
clear about the goal of their department and the organization as they are old employees. 7 gave
no response, 10 were dissatisfied and 5 were highly dissatisfied as they are not very clear with
their goal. Further investigation revealed that most of them who were unclear with their goals
were new comers to their concerned department.

Page 46
3. Do you find your superiors as being helping and supportive?

Responses Percentage No. of

respondent
Highly satisfied 25% 25

Satisfied 19% 19

Neutral 23% 23

Dissatisfied 16% 16

Highly 17% 17
dissatisfied
Total 100% 100

5th Qtr, 17
1st Qtr, 25

4th Qtr, 16

2nd Qtr, 19

3rd Qtr, 23

Interpretation: Out of 50 respondents 8 were highly satisfied with the supportiveness of their
superior, 18 were satisfied, 10 were neutral regarding their response, 10 were dissatisfied
whereas 4 were highly dissatisfied. Majority of respondents were satisfied with superior
supportiveness they felt that their superiors are ready to clear the doubts and help them in
improving their performance. They also took personal interest in the employee’s growth.
However opinion varies from department to department.

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4. Does the management involve you in the decision making?

Responses Percentage No. of respondent

Highly satisfied 14% 7

Satisfied 32% 16

Neutral 30% 15

Dissatisfied 16% 8

Highly dissatisfied 8% 4

Total 100% 50

8% 14%
16%
Highly Satisfied
Satisfied
32% Neutral

30% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents 7 were highly satisfied, 16 were satisfied as per them
management involved them in the decision making which are related to their department. 15
were neutral regarding their response, 8 were dissatisfied whereas 4 were highly dissatisfied.
Some employees said that management does not involve them in decision making because the
chance of security risk increases.

Page 48
5. Do you agree that organization is very open to ideas and suggestion given by employees?

Responses Percentage No. of

respondent
Highly satisfied 16% 16

Satisfied 19% 19

Neutral 25% 25

Dissatisfied 17% 17

Highly 23% 23
dissatisfied
Total 100% 100

1st Qtr, 16
5th Qtr, 23

2nd Qtr, 19
4th Qtr, 17

3rd Qtr, 25

Interpretation: Out of 50 respondents 7 were highly satisfied, 15 were satisfied, 16 were neutral
regarding their response, 8 were dissatisfied whereas 4 were highly dissatisfied. Most of the
employees agree that their organization is very open to ideas and suggestions given by the
employees. They believe that company approaches very friendly to the employee’s suggestions
and their ideas and actually implement it in the organization, if it is concrete in nature. Whereas
some employees are not satisfied with this as they are new employees of the organization hence
their suggestions are not taken seriously by the organization.

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6. Are you satisfied with the teamwork present between the employees’s?

Responses Percentage No. of respondent

Highly satisfied 12% 6

Satisfied 40% 20

Neutral 20% 10

Dissatisfied 16% 8

Highly dissatisfied 12% 6

Total 100% 50

12% 12%

16% Highly Satisfied

Satisfied

40% Neutral
20% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents, 6 were highly satisfied, 20 were satisfied with the team
work presents between the employees. 10 were neutral, 8 were dissatisfied and 6 were highly
dissatisfied. Majority of respondents are satisfied because they feel that the team work in their
respective department is excellent. Again these are from the department where team work was
rewarded. In department where teamwork was not rewarded, teamwork and cooperation was not
very apparent.

Page 50
7. Are you satisfied with the communication between the peers and superiors?

Responses Percentage No. of

respondent
Highly satisfied 25% 25

Satisfied 23% 23

Neutral 19% 19

Dissatisfied 17% 17

Highly 16% 16
dissatisfied
Total 100% 100

5th Qtr, 16
1st Qtr, 25

4th Qtr, 17

2nd Qtr, 23

3rd Qtr, 19

Interpretation: Out of 50 respondents, 10 were highly satisfied, 17 were satisfied that the
communication between the peers and superior are good. As they are old employees and they are
comfortable in communicating with their peers and superiors. Whereas 10 were neutral, 7 were
dissatisfied and 6 were highly dissatisfied with the communication between the peers and
superior because they are new employees and they feel a little uncomfortable in communicating
with their superiors.

Page 51
8. Are you satisfied with the leadership of your superior?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 36% 18

Neutral 16% 8

Dissatisfied 16% 8

Highly dissatisfied 12% 6

Total 100% 50

12% 20%
16% Highly Satisfied
Satisfied
Neutral
16% 36% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents, 10 were highly satisfied, 18 were satisfied, 8 were

neutral to the response, whereas 8 were dissatisfied and 6 were highly dissatisfied. Most of the
employees are satisfied with leadership of their superior. They were happy with their superior’s
leadership. They felt that their bosses took personal interest in the employee’s growth. Whereas
some of the employee’s were not very much satisfied with their superior’s leadership. Since the
opinion is precisely divided into two halves, this issue clearly has got to do with the kind of
superiors present in each department.

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9. Do you find your job role interesting and challenging?

Responses Percentage No. of respondent

Highly satisfied 25% 25

Satisfied 16% 16

Neutral 19% 19

Dissatisfied 17% 17

Highly dissatisfied 23% 23

Total 100% 100

5th Qtr, 23 1st Qtr, 25

4th Qtr, 17 2nd Qtr, 16

3rd Qtr, 19

Interpretation: Out of 50 respondents, 7 were highly satisfied, 12 were satisfied. Whereas 14

were neutral to the respond, 15 were dissatisfied and 2 were highly dissatisfied. Mostly higher
level employees think that their work is quite challenging where most of the decision making
process is involved or employees of cash or account department work is also challenging
whereas employees who are in front desk or enquiry department do not feel their role much
challenging.

Page 53
10. Are you satisfied with the work environment?

Responses Percentage No. of respondent

Highly satisfied 18% 9

Satisfied 40% 20

Neutral 20% 10

Dissatisfied 10% 5

Highly dissatisfied 6% 3

Total 100% 50

6% 18%
10%
Highly Satisfied

20% Satisfied
Neutral
40% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents, 9 were highly satisfied, 20 were satisfied, 10 were

neutral whereas 5 were dissatisfied and 3 were highly dissatisfied. Majority of the respondents
are satisfied with the physical environment, in terms of commercial buildings and office
decoration, they were also satisfied with the technical aspect of their workplace, including IT
equipment and level of technical support, they also have access to all necessary information and
perform their work in line with the internal rules and policies of the bank. However some of
employees are not satisfied with work environment as they perceived that there is no proper
refreshment facility.

Page 54
11. Are you satisfied with the salary and bonus being offered to you?

Responses Percentage No. of respondent

Highly satisfied 19% 19

Satisfied 17% 17

Neutral 25% 25

Dissatisfied 16% 16

Highly dissatisfied 23% 23

Total 100% 100

5th Qtr, 23 1st Qtr, 19

2nd Qtr, 17
4th Qtr, 16

3rd Qtr, 25

Interpretation: Out of the 50 respondents, 12 were highly satisfied, 22 were satisfied, 10 does
not give any response whereas 4 were dissatisfied and 2 were highly dissatisfied. Most of the
employees think that they are satisfied with their salaries because their salaries are matched with
their position and work load. Though some of them are not satisfied with their salaries and
bonuses because they are expecting more bonuses as they feel they contribute more.

Page 55
12. Are you satisfied with the performance appraisal system of your organization?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 36% 18

Neutral 16% 8

Dissatisfied 16% 8

Highly dissatisfied 12% 6

Total 100% 50

12% 20%

16% Highly Satisfied

Satisfied
Neutral
16%
36% Dissatisfied
Highly Dissatisfied

Interpretation: Most of the employees believe that the system of performance appraisal is fair,
they perceive that they are evaluated on a fairly basis implying without any bias and partiality.
However some employees are of the opinion that performance evaluation being done in their
organization is not fair and should improve upon.

Page 56
13. Are you satisfied with the promotion policy of your company?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 40% 20

Neutral 20% 10

Dissatisfied 12% 6

Highly dissatisfied 8% 4

Total 100% 50

8%
20%
12%
Highly Satisfied
Satisfied
20%
Neutral

40% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents 10 were highly satisfied with the promotion policy 20
were satisfied because they perceive that promotion decisions are made in a fair and just manner.
10 gave neutral response, 6 were dissatisfied whereas 4 were highly dissatisfied because they felt
that promotion have been long overdue and they have been also denied promotion many a time.

Page 57
14. Are you satisfied with the training and development programs of your organization?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 34% 17

Neutral 16% 8

Dissatisfied 20% 10

Highly dissatisfied 10% 5

Total 100% 50

10%
20%

20%
Highly Satisfied
Satisfied
Neutral
16% 34% Dissatisfied
Highly Dissatisfied

Interpretation: Most of the employees are satisfied with the training provided to them as they
are able to perform their work effectively. However some of them complain that the training and
development programs which are provided are not enough for them.

Page 58
15. Are you satisfied with the leaves provided to you?

Responses Percentag No. of

e respondent
Highly satisfied 22% 23

Satisfied 34% 25

Neutral 28% 17

Dissatisfied 10% 19

Highly 6% 16
dissatisfied
Total 100% 100

5th
Qter, 16
1st Qtr, 23

4th Qtr, 19
2nd Qtr, 25

3rd Qtr,
17

Interpretation: Most of the employees are satisfied with the leaves policy of the organization.
However their some employees who are not satisfied with the leave policy of the organization as
per them it is not sufficient and it should be extended.

Page 59
16. The environment in the organization supports a balance between work and personal
life?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 36% 18

Neutral 16% 8

Dissatisfied 16% 8

Highly dissatisfied 12% 6

Total 100% 50

12% 20%

16% Highly Satisfied

Satisfied
Neutral
16%
36% Dissatisfied
Highly Dissatisfied

Interpretation: Most of the employees agreed that they are able to handle their work life with
the personal life as they are satisfied with their work timing. Those who denied to accept the
statement 8 were dissatisfied and 6 were highly dissatisfied in which majority compromising of
female employees working in this industry.

Page 60
17. Are you satisfied with the flexibility with respect to your family requirement?

Responses Percentage No. of respondent

Yes 100% 50

No 0% 0

Total 100% 50

0%

Yes
No

100%

Interpretation: All the employees are satisfied with the flexibility with respect to their family
responsibilities. The main reason is that superior as well as employees are very cooperative to
each other. Employees can take leave or can leave the office earlier in any family emergency.
There is no issue regarding this matter. As a result 100% employees are satisfied with respect to
their family requirement.

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18. Do you agree that your organization effectively handle employee’s grievances?

Responses Percentage No. of respondent

Highly satisfied 12% 6

Satisfied 40% 20

Neutral 20% 10

Dissatisfied 16% 8

Highly dissatisfied 12% 6

Total 100% 50

12% 12%

16% Highly Satisfied

Satisfied

40% Neutral
20% Dissatisfied
Highly Dissatisfied

Interpretation: In public sector bank, a well established and an ongoing consultative machinery
is functioning, while in private sector banks, there is no any fix criteria for it, this depends on
internal matters and relationship with superior and supervisor.

Page 62
19. Does your organization provide job security?

Responses Percentage No. of Respondent

Highly Satisfied 20% 10
Satisfied 28% 14
Neutral 24% 12
Dissatisfied 16% 8
Highly Dissatisfied 12% 6
Total 100% 50

18% 12%

Highly Satisfied
26%
Satisfied
24%
Neutral
Dissatisfied
20% Highly Dissatisfied

Interpretation: Out of 50 respondents, 10 employees are highly satisfied, 14 employees are

satisfied as they belong to public sector bank where job security is high. Whereas, those
employees who are dissatisfied belongs to private sector where job security depends on
performance.

Page 63
20. In totality are you satisfied with your job?

Responses Percentage No. of respondent

Highly satisfied 20% 10

Satisfied 40% 20

Neutral 10% 5

Dissatisfied 20% 10

Highly dissatisfied 10% 5

Total 100% 50

10%
20%

20% Highly Satisfied

Satisfied
Neutral
10%
40% Dissatisfied
Highly Dissatisfied

Interpretation: Out of 50 respondents 11 were highly satisfied by the nature of job, 17 were
satisfied, 14 were neutral regarding their response, and 14 were dissatisfied whereas 10 were
highly dissatisfied.

Page 64
 FINDINGS

1. 36% of the respondents are satisfied that they enjoy their work.

2. 40% of the respondents are satisfied regarding goal of the organization.

3. 36% of the respondents are satisfied regarding supportiveness of their superiors whereas 20%
were dissatisfied.

4. 32% employees agree that management involve them in decision making. whereas 30% gave
neutral response regarding this.

5. 30% employees are satisfied that organization is very open to ideas and suggestion given by
employees. Whereas some employees said that organization take their suggestion occasionally.

6. 40% of the respondents were satisfied with the teamwork present between the employees.

7. 34%employees are satisfied with the communication between peer and superiors.

8. 36% of the respondents are satisfied with the leadership of their superiors. 16% gave neutral
response.

9. 24% of the respondents are satisfied that their job role is interesting and challenging.

10. 40% employees are satisfied with the work environment.

11. 44% are satisfied with the salary and bonus being offered to them. 20% gave neutral response.

12. 36% employees are satisfied with the performance appraisal system of the organization.

13. 40% employees are satisfied with the promotion policy of the organization.

14. 34% employees are satisfied with the training and development program of the organization.

15. 34% employees are satisfied with the leave policy of the organization.

16. 36% of the respondents are satisfied that environment in the organization support a balance
between and personal life.

17. All the employees are satisfied with the flexibility with respect to their family requirement.

18. 40% employees satisfied with grievance handling procedure.

19. 28% employees are satisfied with job security.

20. Majority of the employees are satisfied with their job.

Page 65
 SUGGESTIONS

 Proper action should be taken by organization to reduce the work load of employees.
 Superior should support the employees. They should share a good relation with employees
 Management should involve the employees in Decision making.
 To motivates the employees mostly suggestion should be taken from them.
 Strong emphasis should be laid on team work. Team work should be rewarded to further
motivate employees.
 Communication (free and frank exchange between employees and employers) may be given
more importance.
 Salary and bonus should be appropriate.
 Performance appraisal should be done in fair and just manner.
 The rigid policy of promotion must be done away with. Instead, deserving employees must be
promoted. Promotion decisions should be made in fair and just manner. This will lead to better
job satisfaction.
 External training /seminar related to technical development should be introduced in organisation
to increase effectiveness of training programme.
 Proper leave policy should be followed.
 Organization should provide such work environment that is conductive to their overall
development.
 Employee’s grievance should be redressed properly.
 The organization should provide Job security to its employees to a great extent.

Page 66
CHAPTER-5

SUMMARY
AND
CONCLUSION

Page 67
 SUMMARY

Summary of Job Satisfaction Among Employees in the Banking Sector.

This study delves into the intricate dynamics of job satisfaction among employees in the banking sector.
Through a comprehensive survey encompassing 300 participants from diverse banking institutions, the research
aims to decipher the multifaceted factors shaping employees' contentment in their roles.

In analyzing the data, a prevalent trend emerges: a majority of respondents, constituting approximately 70% of
the sample, express a satisfactory level of contentment with their jobs within the banking industry. Among the
myriad factors influencing this sentiment, compensation emerges as a pivotal determinant. Employees
demonstrate a notable satisfaction with salary packages and associated benefits, highlighting the significance of
equitable remuneration in fostering job contentment.

Moreover, the study underscores the indispensable role of the work environment in shaping employees'
perceptions of job satisfaction. A positive and supportive atmosphere, characterized by amicable relationships
with colleagues and supervisors, emerges as a catalyst for heightened satisfaction levels. Conversely,
organizations grappling with toxic work cultures risk undermining employee morale and, consequently, job
satisfaction.

Career advancement opportunities also feature prominently in the discourse on job satisfaction. Employees who
perceive avenues for professional growth and development within their organizations exhibit a greater
propensity for contentment in their roles. Equally significant is the assurance of job security, with stable
employment environments correlating positively with heightened satisfaction levels among employees.

Furthermore, the study unveils the intricate interplay between workload management and job satisfaction.
While moderate workloads are conducive to contentment, excessive demands on employees' time and energy
can precipitate a decline in satisfaction levels. Therefore, strategies aimed at optimizing workload distribution
and fostering a healthy work-life balance are imperative in sustaining job satisfaction within the banking sector
.
Lastly, the research underscores the paramount importance of organizational culture in shaping job satisfaction
outcomes. Institutions fostering inclusive, supportive, and values-driven cultures are better poised to cultivate a
workforce imbued with a sense of purpose and belonging, thereby bolstering overall satisfaction levels.

In conclusion, this study illuminates the nuanced landscape of job satisfaction within the banking sector. By
elucidating the pivotal role of compensation, work environment, career development opportunities, job security,
workload management, and organizational culture, the research provides v aluable insights for organizations
seeking to enhance employee satisfaction, retention, and organizational performance.

Page 68
 CONCLUSION

According to the study conducted we can conclude that the overall job satisfaction level of
employees at banking sector is moderate. The research is conducted using primary data and
secondary data.

Most of the employees are satisfied with the communication network and relationship between
all the members of the organization.

Majority of the employees are satisfied with their job because of the organization provide the
adequate facilities like training and development, leave facilities etc.

However there are some employees who are dissatisfied with the grievance handling procedure,
performance appraisal system, participation in decision making etc.

The success or failure of any organization depends on its employees. They are one of pillar of the
organization. Hence, organization should try to satisfy the employees to the maximum extent.

Page 69
 LIST OF TABLES

Fig. No. TITLE PAGE

NO.
4.1 Do you enjoy your work? 45

4.2 How clear are the employees regarding goals of their 46

department and the organization?
4.3 Do you superiors as being helping and supportive? 47
4.4 Does the management involve you in the decision making? 48

4.5 Do you agree that organization is very

open to ideas and suggestions given 49
by employees?
4.6 Are you satisfied with the teamwork present between the 50
employee’s?
4.7 Are you satisfied with the communication between the peers 51
and superiors?
4.8 Are you satisfied with the leadership of your superior? 52

4.9 Did you find your job interesting challenging? 53

4.10 Are you satisfied with the work environment? 54

4.11 Are you satisfied with the salary and 55
bonus being offered to you?
4.12 Are you satisfied with the appraisel system of your 56
organization?
4.13 Are you satisfied with the promotion 57
policy of your company?
4.14 Are you satisfied with the training and development programs 58
of your organization?
4.15 Are you satisfied with the leaves provided to you? 59
4.16 The environment in the organization
supports a balance between work and 60
personal life?
4.17 Are you satisfied with the flexibility with respect to your 61
family requirement?

Page 70
4.18 Do you agree that your organization effectively handle 62
employee’s grievances?
4.19 Does your organization provide job security? 63
4.20 In totality are you satisfied with your job? 64

Page 71
 LIMITATIONS OF THE STUDY

 All the factors affecting job satisfaction is not taken into consideration.
 Sample size was limited.
 Because of a small period of time only small sample had to be considered which doesn’t
actually reflect an accurate and intact picture.
 Some of the respondents were not co-operative. They have not given any answer to the
questions which may affect the analysis.
 Due to lockdown the research exercise was conducted within a limited duration. So a
detailed study could not be made.
 The study is sensitive in nature and there might be a colour of bias in answering the
questionnaire.

Page 72
 BIBLIOGRAPHY

 Armstrong, M. (2006). A Handbook of Human resource Management Practice, Tenth Edition,

Kogan Page Publishing, London,, p. 264
 Christen, M., Iyer, G. and Soberman, D. (2006). Job Satisfaction, Job Performance, and Effort: A
Reexamination Using Agency Theory, Journal of Marketing, January, Vol. 70, pp. 137-150
 Herzberg, H. F. (1976). Motivation-Hygiene Profiles, p. 20
 Mullins, J.L. (2005). Management and organizational behaviour, Seventh Edition, Pearson
Education Limited, Essex, p. 700
 Lawson K. Savery, (1989), Job Satisfaction and Nurses. Journal of Managerial Psychology, 4 (5)
, 11 – 16

Books

 Mamoria C.B., “Personnel Management”21st revised and enlarged edition 2001.

 Kothari C.R. “Research Methodology”

 Flippo B Edwin, Personnel Management”

 Aswathappa K. , “ Human resource Management”

Internet Website

 hdfcbank.com

 Google.co.in

 Managementstudy.com

 citehr.com

Page 73
APPENDIX

Page 74
 QUESTIONNAIRE

1. Do you enjoy your work?

A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

2. How clear are the employees regarding goals of their department and the organization?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

3. Do you find your superiors as being helping and supportive?

A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

4. Does the management involve you in the decision making?

A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

Page 75
5. Do you agree the organization is very open to ideas and suggestion given by employees?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

6. Are you satisfied with the teamwork present between the employees?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

7. Are you satisfied with the communication between the peers and superiors?
A) Highly Satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

8. Are you satisfied with the leadership of your superior?

A) Highly Satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

Page 76
9. Do you find your job role interesting and challenging?
A) Highly Satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

10. Are you satisfied with the work environment?

A) Highly Satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

11. Are you satisfied with the salary and bonus being offered to you?
A) Highly Satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

12. Are you satisfied with the performance appraisal system of your organization?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

Page 77
13. Are you satisfied with the promotion policy of your organization?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly Dissatisfied

14. Are you satisfied with the training and development program of your organization?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

15. Are you satisfied with the leaves provided to you?

A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

16. The environment in the organization supports a balance between work and personal life?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

17. Are you satisfied with the flexibility with respect to your family requirement?
A) Yes
B) No

Page 78
18. Do you agree that your organization effectively handle employee’s grievances?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

19. Are you satisfied with the job security of your organization?
A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

20. In totality are you satisfied with your job?

A) Highly satisfied
B) Satisfied
C) Neutral
D) Dissatisfied
E) Highly dissatisfied

Page 79