55371723 Job Satisfaction Among Employees in Nationaliized Bank AP

A

RESEARCH REPORT

ON

JOB SATISFACTION AMONG EMPLOYEES OF PRIVATE SECTOR BANKS AT GORAKHPUR

Submitted in partial fulfillment for the degree of

MASTER OF BUSINESS ADMINISTRATION

GAUTAM BUDH TECHNICAL UNIVERSITY,LUCKNOW

PROJECT GUIDE SUBMITTED BY

Miss. Arti Khatnani Shreya Srivastava

(Lecturer) Roll No.0940870049

C.M.INSTITUTE OF MANAGEMENT SCIENCES AND TECHNOLOGY

KUSHMI BAZAR, GORAKHPUR

Sesssion 2009-2011

I would like to convey my heartiest gratitude to several people, for their support and

guidance, which helped me to complete this project.

I wish to take this opportunity to thank Ms. Arti khatnani (Faculty coodinator)

for permitting me to carry on this project. It is with the deep sense of gratitude that I

express my sincere indebtedness to Prof. R.S.Singh , Director of C.M Institute of

Management Sciences and Technology, Gorakhpur..for providing me an opportunity

to do a Research in job satisfaction of employee in nationalized bank and enabling

me to utilize all the facilities for successful completion of project.Last but not the least,

my endless appreciation goes to my family who has stood by my side and given me

moral support whenever I was low and boosted my will power.

SHREYA SRIVASTAVA

Chapters

CHAPTER 1

1. INTRODUCTION …………………..….... .

Introduction of job satisfaction

A review on Job Satisfaction &

Employee Turnover.

.History

. Importance

Factors

.Approaches

CHAPTER 2

2. DESIGN OF THE STUDY………………………….....

…. Discription of research design and methodology

…. Sourses of data

…. Sampling procedure

…. Statistical tool used for interpretation and analysis

CHAPTER 3

3. DATA ANALYSIS & INTERPRETATION ……….………

CHAPTER 4

4. SUMMARY AND CONCLUSION……………………

…. Findings

…. Conclusion

….. Suggestions

CHAPTER 5

5. ANNEXURES……………………………………………….

BIBLIOGRAPHY……………………….…..

List of Illustrations

Figure 1.1: FACTORS INFLUENCING JOB SATISFACTION

Figure 2.1: THEORITICAL AAPROCHES TO JOB SATISFACTION

CHAPTER- 1

JOB SATISFACTION

Introduction

Human life has become very complex and completed in now-a-days. In modern society the needs and

requirements of the people are ever increasing and ever changing. When the people are ever increasing and

ever changing when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are

likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the

industry to function successfully. Apart from managerial and technical aspects, employers can be considered

as backbone of any industrial development. To utilize their contribution they should be provided with good

working conditions to boost their job satisfaction..

Job satisfaction is important technique used to motivate the employees to work harder. It is often said that “

A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE”. A happy employee is generally that employee

who is satisfied with his job. Job satisfaction is very important because most of the people spend a major

portion of their life at working place. Moreover, job satisfaction has its impact on the general life of the

employees also, because a satisfied employee is a contented and happy human being. A highly satisfied

worker has better physical and mental well being.

Definitions:

In simple words , job satisfaction can defined as extent of positive feelings or attitudes that individuals have

towards their jobs. When a person says that he has high job satisfaction , it means that he really likes his job,

feels good about it and value his job dignity.

ANDREW BRIN

“Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job

intensely, you will experience high job satisfaction.if you dislike your job intensely, you will experience job

dissatisfaction.

-P. Robbins

“Job satisfaction is a general attitude towards one’s job: the difference between the amount of reward

workers receive and the amount they believe they should receive.”

Fieldman and Arnold

Job satisfaction will be defined as amount of overall positive affect that individuals have towards their jobs.

Importance to Worker and Organization

Frequently, work underlies self-esteem and identity while unemployment lowers self-worth and

produces anxiety. At the same time, monotonous jobs can erode a worker's initiative and enthusiasm

and can lead to absenteeism and unnecessary turnover. 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 often leads to a positive work attitude. A

satisfied worker is more likely to be creative, flexible, innovative, and loyal. For the organization, job

satisfaction of its workers means a work force that is motivated and committed to high quality

performance. Increased productivity the quantity and quality of output per hour worked seems to be a

byproduct of improved quality of working life. It is important to note that the literature on the

relationship between job satisfaction and productivity is neither conclusive nor consistent. However,

studies dating back to Herzberg's (1957) have shown at least low correlation between high morale and

high productivity, and it does seem logical that more satisfied workers will tend to add more value to an

organization. Unhappy employees, who are motivated by fear of job loss, will not give 100 percent of

their effort for very long. Though fear is a powerful motivator, it is also a temporary one, and as soon

as the threat is lifted performance will decline. Tangible ways in which job satisfaction benefits the

organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as

well as improved punctuality and worker morale. Job satisfaction is also linked to a more healthy work

force and has been found to be a good indicator of longevity. And although only little correlation has

been found between job satisfaction and productivity, Brown (1996) notes that some employers have

found that satisfying or delighting employees is a prerequisite to satisfying or delighting customers,

thus protecting the "bottom line." No wonder Andrew Carnegie is quoted as saying: "Take away my

people, but leave my factories, and soon grass will grow on the factory floors. Take away my factories,

but leave my people, and soon we will have a new and better factory

Creating Job Satisfaction

So, how is job satisfaction created? What are the elements of a job that create job satisfaction?

Organizations can help to create job satisfaction by putting systems in place that will ensure that

workers are challenged and then rewarded for being successful. Organizations that aspire to creating a

work environment that enhances job satisfaction need to incorporate the following:

Flexible work arrangements, possibly including telecommuting

Training and other professional growth opportunities

Interesting work that offers variety and challenge and allows the worker opportunities to

"put his or her signature" on the finished product

Opportunities to use one's talents and to be creative

Opportunities to take responsibility and direct one's own work

A stable, secure work environment that includes job security/continuity

An environment in which workers are supported by an accessible supervisor who

provides timely feedback as well as congenial team members

Flexible benefits, such as child-care and exercise facilities

Up-to-date technology

Competitive salary and opportunities for promotion .

FACTORS INFLUENCING JOB SATISFACTION ( Fig.. 1.1)

There are no. of factors that influence job satisfaction in an organization. A no. of research studies have

been conducted in order to establish some of the causes that result in job satisfaction. These studies

have revealed consistent correlation of certain variables with the job satisfaction. These factors are

given below

Organizational factors:

Sources of Job

Satisfaction

Organizational

Factor

Work

Environment

Work

itself

Personal

factors

1). Salaries and wages : Wages do play a significant role in determining of satisfaction. Salaries

and wages is instrumental in fulfilling so many needs. Money facilities the obtaining of food, shelter,

and clothing and provides the means to enjoy valued leisure interest outside of work. More over, salary

can serve as symbol of achievement and a source of recognition. Employees often see pay as a

reflection of organization. Fringe benefits have not been found to have strong influence on job

satisfaction as direct wages.

2). Promotion chances: Promotion chances considerably affect the job satisfaction because of the

following reasons:

Firstly, promotion indicates an employees worth to the organization which is highly moral boosting.

This is particularly true in case of high level jobs.

Secondly, employee takes promotion as the ultimate achievement in his career and when it is

realized , he feels extremely satisfied.

Thirdly, promotion involves positive changes e.g. high salary, less supervision, increased status etc

which enhances job satisfaction.

3). Company policies: Organizational structure and policies also play an important role in affection

job satisfaction of employees. An autocratic and highly authoritative structure causes resentment among

the employees as compared to a structure which is more open and democratic in nature.

Work environment factors:

1). Supervision:

Two dimensions of supervisor style:

Employee centered or consideration supervisors who establish a supportive personal relationship

With subordinates and take a personal interest in them.

The other dimension of supervisory style influence participation in Decision making, employee

who participates in decision that affect their job, display a much higher level of satisfaction with

supervisor an the overall work situation .

2). Work group:

The nature of the work group or team will have effect on job satisfaction in the following ways:

A friendly and cooperative group provides opportunities to the group members to interact with each

other.

The work group group will be even a stronger sources of satisfaction when members have similar

attitudes and values.

Smaller groups provide greater opportunity for building mutual trust and understanding

as compared to larger groups.

Thus, group size and quality of interpersonal relations within the group play a significant

role in workers satisfaction

.

3).Working condition: The employees desire good working condition because they lead to

greater physical comfort. The working conditions are important to employees because they can

influence life outside of work. If people are require to work long hours and / or overtime, they will

have very little felt for their families, friends and recreation outside work. So the working conditions

inside the organization should be favorable.

Work itself

Along with pay, the content of the work itself plays a very major role in determining how satisfied

employees are with their jobs. By and large, workers want jobs that are challenging; they do want

to be doing mindless jobs day after day. The two most important aspect of the work itself that

influence job satisfaction are variety and control over work methods and work place. In general, job

with a moderate amount of variety produce the most job satisfaction. Jobs with too little variety

cause workers to feel bored and fatigue. Jobs with too much variety and stimulation cause workers to

feel psychologically stressed and ‘burnout’.

Job scope: It provides the amount of responsibility , work pace and feed back. The higher the

level of these factors , higher the job scope and higher level of satisfaction.

Variety : A moderate amount of variety is very effective. Excessive variety produces confusion

and stress and too little variety causes monotony and fatigue which are dissatisfiers.

Lack of autonomy and freedom: Lack of autonomy and freedom over work methods and

work pace can create helplessness and dissatisfaction. Employees do not like strict supervision.

Interesting work : A work which is very interesting and challenging and gives status ,

provides satisfaction to the employees.

Role ambiguity and Role conflict : Role ambiguity and role conflict also lead to confusion

and job dissatisfaction because employees do not know exactly what their task is and what is expected

of them.

Personal factors:

Age and seniority : With age, people become more mature and realistic and less idealistic so

that they are willing to accept available resources and rewards and be satisfied about the situation. With

the passage of time , people move into more challenging and responsible positions. People who do not

move up at all with time are more likely to be dissatisfied with their jobs.

Tenure : Employees with longer tenure are expected to be highly satisfied with their jobs. Tenure

assures job security , which is highly satisfactory to employees. They can easily plan for their future

without any fear of losing their jobs.

Personality: Some of the personality traits which are directly related to job satisfaction are self

assurance, self esteem, maturity , challenge and responsibility. Higher the person is on Maslows needs

hierarchy , the higher is the job satisfaction. This type of satisfaction comes from within the person and

is a function of his personality.

THEORITICAL AAPROCHES TO JOB SATISFACTION dfdfJOBJOBjSASASATISFACTION(Fig.2.1

NEEDFULFILLMENT

EQUITYTHEORY

TWOFACTORTHEORY

Theory

SOCIALREFRENCEGROUPTHEORY

NEEDFULFILLMENTTHEORY

EQUITYTHEOR

Theoritical approaches to job satisfaction are as follows:

1) Need fulfillment theory: According to this theory , a person will be satisfied when he gets

what he wants from his job. Job satisfaction will vary directly with the extent to which those needs of

an individual , which can be satisfied are actually satisfied. Thus, job satisfaction according to this

theory , is a function of the degree to which the employees needs are fulfilled in the giving situation

2) Equity theory: According to this theory , every individual has a basic tendency to compare his

rewards to with those of a reference group. If he feels his rewards are equitable with others doing the

similar work in similar environment, he feels satisfied. this theory thus believes that ‘a person job

satisfaction depends upon his perceived equity as determined by his output balance in comparison with

input – output balance of others’. This theory takes into account not only the needs of the employee but

also to the opinion of the refrence group towards which the employee looks for guidance.

3) Two factor theory : This theory states that satisfaction and dissatisfaction are independent of

each other. One set of factors are known as hygiene factors act as dissatisfiers. Their absence causes

dissatisfaction like pay, humane working conditions etc. the other set of factors lead to satisfaction like

promotion , recognition etc.

4) Social reference group theory : According to this theory an employee is satisfied with his job

when the job meets the interest , desires, and requirements of a persons’ reference groups. Job

satisfaction is a function of the degree to which the job meets the approval of the group to which the

individual looks for guidance in evaluating the world and defining social reality.

5) Discrepancy theory : Job satisfaction and dissatisfaction are functions of perceived relationship

between what one wants from ones job and what one perceives it is actually offerings. Satisfaction is

thus the difference between what one actually received are less than the expected rewards , it causes

satisfaction.

6) Equity discrepancy theory: this is a combination of equity and discrepancy theory. Under this

theory , satisfaction is defined as the difference between the outcomes that one perceives he actually

received and outcomes that one feels he should receive in comparison with others. A person perception

of what he should receive is influenced by the inputs and outputs of others. If inputs are similar to those

of referent groups but his outcomes are less, he is likely to be satisfied.

7). Affect Theory:

Edwin A. Locke’s Range of Affect Theory (1976) is arguably the most famous job satisfaction model.

The main premise of this theory is that satisfaction is determined by a discrepancy between what one

wants in a job and what one has in a job. Further, the theory states that how much one values a given

facet of work (e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one

becomes when expectations are/aren’t met. When a person values a particular facet of a job, his

satisfaction is more greatly impacted both positively (when expectations are met) and negatively (when

expectations are not met), compared to one who doesn’t value that facet. To illustrate, if Employee A

values autonomy in the workplace and Employee B is indifferent about autonomy, then Employee A

would be more satisfied in a position that offers a high degree of autonomy and less satisfied in a

position with little or no autonomy compared to Employee B. This theory also states that too much of a

particular facet will produce stronger feelings of dissatisfaction the more a worker values that facet.

DETERMINANTS OF JOB SATISFACTION

While analyzing the various determinants of job satisfaction, we have to keep in mind that: all

individuals do no derive the same degree of satisfaction though they perform the same job in the same

job environment and at the same time. Therefore, it appears that besides the nature of job and job

environment, there are individual variables which affect job satisfaction. Thus, all those factors which

provide a fit among individual variables, nature of job, and situational variables determine the degree of

job satisfaction. Let us see what these factors are:

Individual factors:

Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they

feel satisfied. These expectations are based on an individual’s level of education, age and other factors.

Level of education:

Level of education of an individual is a factor which determines the degree of job satisfaction. For

example, several studies have found negative correlation between the level of education, particularly

higher level of education, and job satisfaction. The possible reason for this phenomenon may be that

highly educated persons have very high expectations from their jobs which remain unsatisfied. In their

case, Peter’s principle which suggests that every individual tries to reach his level of incompetence,

applies more quickly.

Age:

Individuals experience different degree of job satisfaction at different stages of their life. Job

satisfaction is high at the initial stage, gets gradually reduced, starts rising upto certain stage, and finally

dips to a low degree. The possible reasons for this phenomenon are like this. When individuals join an

organization, they may have some unrealistic assumptions about what they are going to drive from their

work. These assumptions make them more satisfied. However, when these assumptions fall short of

reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right

perspective and correct their assumptions. At the last, particularly at the fag end of the career, job

satisfaction goes down because of fear of retirement and future outcome.

Other factors:

Besides the above two factors, there are other individual factors which affect job satisfaction. If an

individual does not have favourable social and family life, he may not feel happy at the workplace.

Similarly, other personal problems associated with him may affect his level of job satisfaction. Personal

problems associated with him may affect his level of job satisfaction.

Nature of job:

Nature of job determines job satisfaction which is in the form of occupation level and job content.

Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. This

happens because high level jobs carry prestige and status in the society which itself becomes source of

satisfaction for the job holders. For example, professionals derive more satisfaction as compared to

salaried people factory workers are least satisfied.

Job content:

Job content refers to the intrinsic value of the job which depends on the requirement of skills for

performing it, and the degree of responsibility and growth it offers. A higher content of these factors

provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of

satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

Situational variables:

Situational variables related to job satisfaction lie in organizational context – formal and informal.

Formal organization emerges out of the interaction of individuals in the organization. Some of the

important factors which affect job important factors which affect job satisfaction are given below:

1. Working conditions:

Working conditions, particularly physical work environment, like conditions of workplace and

associated facilities for performing the job determine job satisfaction. These work in two ways. First,

these provide means job performance. Second, provision of these conditions affects the individual’s

perception about the organization. If these factors are favourable, individuals experience higher level of

job satisfaction.

2. Supervision: The type of supervision affects job satisfaction as in each type of supervision;

the degree of importance attached to individuals varies. In employee-oriented supervision, there is more

concern for people which is perceived favourably by them and provides them more satisfaction. In job

oriented supervision, there is more emphasis on the performance of the job and people become

secondary. This situation decreases job satisfaction.

3. Equitable rewards: The type of linkage that is provided between job performance and rewards

determines the degree of job satisfaction. If the reward is perceived to be based on the job performance

and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations

other than the job performance, it affects job satisfaction adversely.

4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and

work environment by they also attach importance to opportunities for promotion that these job offer. If

the present job offers opportunity of promotion is lacking, it reduces satisfaction.

5. Work group: Individuals work in group either created formally of they develop on their own to

seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of

satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people

derive satisfaction out of their interpersonal interaction and workplace becomes satisfying leading to

job satisfaction.

MEASURING JOB SATISFACTION

There are many methods for measuring job satisfaction. By far, the most common method for

collecting data regarding job satisfaction is the Likert scale (named after Rensis Likert). Other less

common methods of for gauging job satisfaction include: Yes/No questions, True/False questions, point

systems, checklists, and forced choice answers. This data is typically collected using an Enterprise

Feedback Management (EFM) system.

The Job Descriptive Index (JDI), created by Smith, Kendall, & Hulin (1969), is a specific

questionnaire of job satisfaction that has been widely used. It measures one’s satisfaction in five facets:

pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is

simple, participants answer either yes, no, or can’t decide (indicated by ‘?’) in response to whether

given statements accurately describe one’s job.

The Job in General Index is an overall measurement of job satisfaction. It is an improvement to

the Job Descriptive Index because the JDI focuses too much on individual facets and not enough on

work satisfaction in general. Other job satisfaction questionnaires include: the Minnesota Satisfaction

Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job

satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short

form with20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures

nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used

widely, measured overall job satisfaction with just one item which participants respond to by choosing

a face.

JOB SATISFACTION AND EMOTIONS

Mood and emotions while working are the raw materials which cumulate to form the affective element

of job satisfaction. (Weiss and Cropanzano, 1996).. Moods tend to be longer lasting but often weaker

states of uncertain origin, while emotions are often more intense, short-lived and have a clear object or

cause. There is some evidence in the literature that state moods are related to overall job satisfaction. [

Positive and negative emotions were also found to be significantly related to overall job satisfaction..

Frequency of experiencing net positive emotion will be a better predictor of overall job satisfaction than

will intensity of positive emotion when it is experienced. Emotion regulation and emotion labor are

also related to job satisfaction. Emotion work (or emotion management) refers to various efforts to

manage emotional states and displays. Emotion regulation includes all of the conscious and

unconscious efforts to increase, maintain, or decrease one or more components of an emotion. Although

early studies of the consequences of emotional labor emphasized its harmful effects on workers, studies

of workers in a variety of occupations suggest that the consequences of emotional labor are not

uniformly negative. It was found that suppression of unpleasant emotions decreases job satisfaction and

the amplification of pleasant emotions increases job satisfaction. The understanding of how emotion

regulation relates to job satisfaction concerns two models:

1. Emotional dissonance . Emotional dissonance is a state of discrepancy between public displays

of emotions and internal experiences of emotions, that often follows the process of emotion

regulation.Emotional dissonance is associated with high emotional exhaustion, low organizational

commitment, and low job satisfaction.

2. Social interaction model . Taking the social interaction perspective, workers’ emotion

regulation might beget responses from others during interpersonal encounters that subsequently impact

their own job satisfaction. For example: The accumulation of favorable responses to displays of

pleasant emotions might positively affect job satisfaction performance of emotional labor that produces

sired outcomes could increase job satisfaction.

CONSEQUENCES OF JOB SATISFACTIONResearch has concluded that there is a relationship between job satisfaction and performance of the

employees. Thus, job satisfaction or job dissatisfaction is an important concern for management. High

job satisfaction may lead to improved productivity , decreased turnover , improved attendance , less job

stress. Job dissatisfaction produces low morale among the employees and more of stress. The following

subtopics explain the outcomes of job satisfaction:

1). Job satisfaction and productivity : There are two views about the relationship

between job satisfaction and productivity:

1. A happy worker is a productive worker,

2. A happy worker is not necessarily a productive worker.

The first view establishes a direct cause-effect relationship between job satisfaction and productivity;

when job satisfaction increases, productivity increases; when satisfaction decreases, productivity

decreases. The basic logic behind this is that a happy worker will put more efforts for job performance.

However , this may not be true in all cases. For example, a worker having low expectations from his

jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations

from the job. Therefore, this view does not explain fully the complex relationship between job

satisfaction and productivity.

The another view: That is a satisfied worker is not necessarily a productive worker explains the

relationship between job satisfaction and productivity. Various research studies also support this view.

This relationship may be explained in terms of the operation of two factors: effect of job performance

on satisfaction and organizational expectations from individuals for job performance….

1. Job performance leads to job satisfaction and not the other way round.

The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with

performance. There are two types of rewards intrinsic and extrinsic. The intrinsic reward stems from

the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on

such a type of reward may help to increase productivity. The extrinsic reward is subject to control by

management such as salary, bonus, etc. Any increase in these factors does not help to increase

roductivity though these factors increase job satisfaction.

2. A happy worker does not necessarily contribute to higher productivity because he has to operate

under certain technological constraints and, therefore , he cannot go beyond certain output. Further, this

constraint affects the management’s expectations from the individual in the form of lower output. Thus,

the work situation is pegged to minimally acceptable level of performance. However, it does not mean

that the job satisfaction has no impact on productivity. A satisfied worker may not necessarily lead to

increased productivity but a dissatisfied worker leads to lower productivity.

2).Job satisfaction and employee turnover: High employee turnover is a matter of concern for

the management as it disrupts the normal operations of the organization. Managerial concern is mostly

for the turnover which arises from job dissatisfaction. The employees thus tries to keep the employees

satisfied on their jobs to minimize the turnover. Though , high job satisfaction in itself cannot keep the

turnover low, but considerable job dissatisfaction will definitely increase the employee turnover. The

employee turnover is affected by certain other factors also like if people are highly satisfied with their

jobs, they are willing to leave if there are better opportunities available anywhere else. If no other

opportunities are available , the employees will stay where they are irrespective of dissatisfaction. On

he overall basis , we can say that there is an important role played by job satisfaction in employee

turnover.

3). Job satisfaction and absenteeism: Absenteeism refers to the frequency of absence of job

holder from the workplace either unexcused absence due to some avoidable reasons or long absence

due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This

absence is due to lack of satisfaction from the job which produces a ‘lack of will to work’ and alienate a

worker form work as for as possible. Thus, job satisfaction is related to absenteeism.

4). Job satisfaction and union activities: High level of job satisfaction reflects a highly

favourable organizational climate resulting in attracting and retaining better workers. Satisfied

employees are not interested in unions and they do not perceive them as necessary.

5). Job satisfaction and safety: When people are dissatisfied from their jobs, company and

supervisors, they are more prone to experience accidents. A satisfied worker will always be careful and

attentive towards his job and the chances of accidents will be less.

Workers' Roles in Job Satisfaction

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. The following suggestions can help a worker find personal job

satisfaction:

Seek opportunities to demonstrate skills and talents. This often leads to more challenging work and

greater responsibilities, with attendant increases in pay and other recognition.

Develop excellent communication skills. Employers value and reward excellent reading, listening,

writing, and speaking skills.

Know more. Acquire new job-related knowledge that helps you to perform tasks more efficiently

and effectively. This will relieve boredom and often gets one noticed.

Demonstrate creativity and initiative. Qualities like these are valued by most organizations and

often result in recognition as well as in increased responsibilities and rewards.

Develop teamwork and people skills. A large part of job success is the ability to work well with

thers to get the job done.

Accept the diversity in people. Accept people with their differences and their imperfections and

learn how to give and receive criticism constructively.

See the value in your work. Appreciating the significance of what one does can lead to satisfaction

with the work itself. This helps to give meaning to one's existence, thus playing a vital role in job

satisfaction.

Learn to de-stress. Plan to avoid burnout by developing healthy stress-management techniques.

Job Satisfaction and Customer Satisfaction

Satisfied workers provide better customer service if it linked to Customer Satisfaction factors:

Satisfied employees increase customer satisfaction because:

They are more friendly, upbeat, and responsive.

They are less likely to turnover, which helps build long-term customer relationships.

They are experienced.

Dissatisfied customers increase employee job dissatisfaction.

Assuring Job Satisfaction

Assuring job satisfaction, over the long term, requires careful planning and effort both by management

and by workers. Managers are encouraged to consider such theories as Herzberg's(1957) and Maslow's

(1943) Creating a good blend of factors that contribute to a stimulating, challenging, supportive, and

rewarding work environment is vital. Because of the relative prominence of pay in the reward system, it

is very important that salaries be tied to job responsibilities and that pay increases be tied to

performance rather than seniority. So, in essence, job satisfaction is a product of the events and

conditions that people experience on their jobs. Brief (1998) wrote: "If a person's work is interesting,

his pay is fair, his promotional opportunities are good, his supervisor is supportive, and his coworkers

are friendly, then a situational approach leads one to predict he is satisfied with his job" Very simply

put, if the pleasures associated with one's job outweigh the pains, there is some level of job satisfaction

LITRETURE REVIEW

The industrial and business sectors of various countries specially developing countries including Pakistan

(where per capita income is very low) are facing the problem of job dissatisfaction among the employees

and high rate of turnover. JOB SATISFACTION is regard to one’s feeling or state of mind regarding the

nature of their work. Job satisfaction can be influenced by variety of factors such as kind of supervision,

organization policies & administration, salary & quality of life etc.

Employers have a need to keep employee from leaving and going to work for other organizations

The best way of retaining employees is to provide the job satisfaction and opportunities to build up their

careers.“The good hope is hard to find, is even truer these days than ever before because the job market in

becoming increasingly tight”. (Eskildesen, Hammer)

Theresa gave the study to examine the job satisfaction and intent to turnover using the co relational

design. He takes the sample (n = 107)consist of direct support professional who worked for non Profit

organization located in South Carolina that served People with disabilities development. Two instruments

were utilized that measure the overall (Specter job satisfaction) and facet job satisfaction and intent to turn

over (Michigan Organizational Assessment Questionnaire).Demographic information regarding age and

tenure were examined. Data analysis includes descriptive and inferential statistics. The result from the study

suggests that there is a significant and negative correlation between job satisfaction and intent to turnover. It

was demonstrated that tenure is related to job satisfaction and having positive & low relation.

There was little evidence that suggest that age was significantly related to either job satisfaction or intent

to turnover. Theresa take sample from single organization which in non profit organization. The non profit

organizations are some extent running by the charity & donation and the remunerations for the employees in

such organizations are low.1Bhatti & Qureshi collect the information regarding the Name of organization,

Life of organization in years, Number of employee ,Employee participation, Job satisfaction, Employee

commitment &Employee Productivity from the first line managers and their immediate1 Theresa Ricke-

Kely. USA bosses. The Managers were given a questionnaire and were asked to give the answer at their best

knowledge with reference to working conditions in their organization. Questionnaire was divided in to two

portions. First line manager had to answer the question regarding name of organization ,life of organization,

number of employees, employee participation, job satisfaction and employee commitment. While the

immediate bosses was to answer the question from the portion of employee productivity. The questionnaire

consists on relationship among job satisfaction, employee commitment, and employee productivity. They

used Likard scale questionnaire. They take sample from communication sector, banking sector and oil & gas

sector of Pakistan. 34 organizations were selected for study. They measured job satisfaction by using the

variables ,employee productivity, employee commitment and employee participation and their hypothetical

research found strong and positive relationship between the job satisfaction and mentioned variables. The

finding suggests that management of organization should increase the satisfaction among employees with

compensation, policies and working conditions in order to attain high level of employee commitment and

reduce turnover.2The sample size was not enough to reflect image of theorganizations functioning in

Pakistan. Data collection method for research is very common. Other methods could have been used for this

research study like group discussion / discussion forum.The late 1920s one of the first studies of job

satisfaction undertaken by Mayo & Hawthorne. This study referred to & focused on employees attitude and

its impact on production levels. The study highlighted that employees & workers develop their own

perceptions of the work situation and the social environment, which affects their Komal Khalid Bhatti &

Tahir Masood Qureshi.attitudes towards their work. The findings of the study provided consistent results

with the observations of Taylor in 1911, that individual workers wants economic incentives/monetary

rewards and are willing to work harder for it. He used the global approach to measure job satisfaction.The

study found that 88% of the surveyed were classified as being satisfied, and there was a direct linear

relationship between occupational level and job satisfaction3This section examines the literature regarding

theories and models used to explain the determinants of job satisfaction. There are two broad categories to

classify job satisfaction theories, that is, process and content theories.

Content theories are predominantly concerned with the identification of specific needs or motives

most conducive to job satisfaction. The Maslow’s Need Hierarchy and Herzberg’s Two-Factor theory

are examples of content theories.

Process theories go further than identifying basic needs that motivate epeople. They focus on the

individual’s dynamic thought processes and how they produce certain types of behavior/attitudes.

Equity Theory, Need-Fulfillment Theory, Social Comparison Theory, Facet-Satisfaction Model, Job

Characteristics Model. To better understand employee attitudes and motivation, Frederick Herzberg

performed studies to determine which factors in an employee's work environment caused satisfaction or

dissatisfaction. The studies included interviews in which employees where asked what pleased and

displeased them about their work. Herzberg found that the factors causing job satisfaction were

different from that causing job Mayo & Hawthorne study dissatisfaction. He developed the motivation-

hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfier

hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that

are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction. He

describes that factors leads to job satisfaction are Achievement, Recognition, Work itself,

Responsibility, Advancement and Growth and the factors which leads to dissatisfaction are Company

policy, Supervision, Relationship with Boss, Work conditions, Salary, Relationship with co workers

Herzberg argued that management not only must provide hygiene factors to avoid employee

dissatisfaction, but also must provide factors intrinsic to the work itself in order for employees to be

satisfied with their jobs. The two-factor result is observed because it is natural for people to take

credit for satisfaction and to blame dissatisfaction on external factors Further more, job satisfaction

does not necessarily create a high level of motivation or productivity. Herzberg's theory has been

broadly read and despite its weaknesses. True motivation comes from within a person and not from

KITA factors (Kicks in the Pants).Maslow suggested that there exists a hierarchy of human needs,

commencing with physiological needs then safety, social, esteem and at last self actualization need.

He says that these needs must be satisfied in the order listed. Maslow's theory says, there are some important implications for management. There are opportunities to motivate 4- Frederick Herzberg 1959employees and provide them job satisfaction through management style, job design, company events, and compensation packages. Physiological needs provide lunch breaks, rest breaks, and wages that are sufficient to purchase the essentials of life. Safety needs provide a safe working environment, retirement benefits, and job security. Social needs create a sense of community via team-based projects and social events. Esteem needs recognize achievements to make employees feel appreciated and valued. Offer job titles that convey the importance of the

position. Self-Actualization provides employees a challenge and the opportunity to reach

their full career potential. HISTORY

One of the biggest preludes to the study of job satisfaction was the Hawthorne studies. These studies

(1924-1933), primarily credited to Elton Mayo of the Harvard Business School, sought to find the

effects of various conditions (most notably illumination) on workers’ productivity. These studies

ultimately showed that novel changes in work conditions temporarily increase productivity (called the

Hawthorne Effect). It was later found that this increase resulted, not from the new conditions, but from

the knowledge of being observed. This finding provided strong evidence that people work for purposes

other than pay, which paved the way for researchers to investigate other factors in job satisfaction.

Scientific management (aka Taylorism) also had a significant impact on the study of job satisfaction.

Frederick Winslow Taylor’s 1911 book, Principles of Scientific Management, argued that there was a

single best way to perform any given work task. This book contributed to a change in industrial

production philosophies, causing a shift from skilled labor and piecework towards the more modern

approach of assembly lines and hourly wages. The initial use of scientific management by industries

greatly increased productivity because workers were forced to work at a faster pace. However, workers

became exhausted and dissatisfied, thus leaving researchers with new questions to answer regarding job

satisfaction. It should also be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo

Munsterberg set the tone for Taylor’s work.

Some argue that Maslow’s hierarchy of needs theory, a motivation theory, laid the foundation for

job satisfaction theory. This theory explains that people seek to satisfy five specific needs in life

– physiological needs, safety needs, social needs, self-esteem needs, and self-actualization. This

model served as a good basis from which early researchers could develop job satisfaction

theories.

CHAPTER – 2

RM

Meaning of Research

Research is defined as “a scientific & systematic search for pertinent information on a specific topic”.

Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It

is a careful inquiry especially through search for new facts in any branch of knowledge. The search for

knowledge through objective and systematic method of finding solution to a problem is a research.

Research Methodology

Research is a systematic method of finding solutions to problems. It is essentially an investigation, a

recording and an analysis of evidence for the purpose of gaining knowledge. According to Clifford

woody, “research comprises of defining and redefining problem, formulating hypothesis or suggested

solutions, collecting, organizing and evaluating data, reaching conclusions, testing conclusions to

determine whether they fit the formulated hypothesis”

Research Design

A research is the arrangement of the conditions for the collections and analysis of the data in a manner

that aims to combine relevance to the research purpose with economy in procedure. In fact, the research

is design is the conceptual structure within which research is conducted; it constitutes the blue print of

the collection, measurement and analysis of the data. As search the design includes an outline of what

the researcher will do from writing the hypothesis and its operational implication to the final analysis of

data. The design is such studies must be rigid and not flexible and most focus attention on the following :

The present study is exploratory in nature, as it seeks to discover ideas and insight to bring out new

relationship. Research design is flexible enough to provide opportunity for considering different aspects

of problem under study. It helps in bringing into focus some inherent weakness in enterprise regarding

which in depth study can be conducted by management.

Area Of Study

The study was conducted in Gorakhpur to find the job satisfaction level of employees.

Sample Size

There were total 100 respondents surveyed in different banks.

Sources Of Data

Data was collected from both primary and secondary source.

Primary data:

TYPES OF RESEARCH

DESIGN

TYPES OFRESEARCH

DESCRIPTIVE&DIAGNOSTIC

EXPERIMENTALRESEARCH DESIGN

The primary data was conducted through structured questionnaire and some personal interview.

Secondary data:

Secondary data was collected from books, magazines, internet, newspapers.

Scope Of Study

The scope of the study is very vital. Not only the Human Resource department can use the facts and

figures of the study but also the personnel, finance and sales department can take benefits from the

findings of the study.

Scope for the sales department

The sales department can have fairly good idea about their employees, that they are satisfied or not.

Scope for personnel department

Some customers have the complaints or facing problems regarding the job. So the personnel

department can use the information to make efforts to avoid such complaints.

Statistical tools used for interpretation and analysis

Percentage Analysis: It refers to special kind of ratio; percentages are used in making comparison

between two or more series of data, and used to describe the relation. Since to percentage reduced

everything to a common based and thereby allows meaningful comparison to be made.

Objectives of the study:

This project work characterizes to evaluate job satisfaction level of employees working in various

banks. The objectives of the study are as follows:

A. To analyze bank’s working environment.

B. To study and analyze the satisfaction level of employees in national level Banks.

C. To study various factors which influences job satisfaction of employees.

D. To study the relationship between personal factors of employees (income, designation,

education qualification etc.)

E. To identify and suggest measures for the improvement of the satisfaction level.

Limitation Of Study

Data collected was based on questionnaire and interview method only.

Total number of employees in bank is more but sample size is limited to 25 only.

The research was conducted in limited duration only.

Survey can vary from city to city.

Some respondents hesitated to give actual situation , they feared that management would

take action against them.

The findings and conclusions can result in bias.

CHAPTER 3

1. Are you satisfied with the working environment of the bank ?

WORKING ENVIRONMENT

Satisfy Dissatisfy

PERCENTAGE 65% 35%

Satisfaction regarding working environment

Source: Questionnaire to the Employees.

Analysis:

The above analysis states that 65% of employees are highly satisfied with the working environment

Of bank.Most of the employees of private banks are satisfied with the working enviornmnet around

them still some employees unsatisfied with the working environment so the banks should concentrate to

improve its facalitties.

2. Different levels of jobs in banks ?

DIFFERENT LEVELS OF JOB

ACCOUNT CASHIER CLERK BUSSINES DEVLOPMENT OFFICER

MANAGER

PERCENTAGE 24% 20% 8% 40% 8%

A/C

CASHIER

CLERK

CCE

MANAGER


Analysis: The above Table shows the following.

The analysis revealed that 40% of CLERKS are working in bank.

Accountant are 24%, cashier are 20% , and customer care executive and manager are 8%.

3. Are you satisfied with availabilities of basic amenitiesIn your bank ?

SATISFACTION YES NO

PERCENTAGE 75% 25%



Most of the employees are satisfied with avalibilties of basic amenities in their bank but still

some parties of basic amenties is very impotant bank should take proper care to improve

there facilities,

4. Are you satisfied with the nature of job?

NATURE OF JOB HIGHLY SATISFIED SATISFIED NOT SATISFIED

PERCENTAGE 28% 40% 32%

HIGHLY SATISFIED

SATISFIED

NOT SATISFIED


Analysis:

Around 2/3 of employees are satisfied with the nature of job they are performing but still 1/3 of the

employees are unsatisfied with the nature of job they are performing.Bank should take proper measures to create

intrest of the employees so they are motivated to perform better.

5. Are you satisfied with the gap time during your working hour ?

SATISFACTIN YES NO

PERCENTAGE 20% 80-%

YES

NO


Analysis: Most of the employees are unsatisfied with gaps they get during working hours.Bank

should give proper gap period to employees.

6. Do you think you deserve to get a higher position in your bank?

Higher position Yes Can`t say

PERCENTAGE 72% 28%


Analysis: Around ¾ of the employees think that they deserve to get a higher position in bank while ¼

of the employees where enable to say whether they deserve or not.It means they are not able to

evaluvate themselves.

7. Are you satisfied with the performance appraisal technique?

PERFORMANCE APPRAISAL

AGREE DISAGREE CAN`T SAY



Analysis Around 50% of the employees are satisfied with the performance appraisal

technique while other 20% were unsatisfied with performance appraisal technique, 32%

of the employees were unable to speak anything about the performance appraisal

technique

8. Are you satisfied with the provision of advance salary system of your bank ?

SATISFACTION YES NO

PERCENTAGE 75% 25%


Analysis: Most of the employees are satisfied with the provision of advance salary syetem in their

bank.

9. Are training and developments programs conducted from time to time?

CONDUCTION OF TRAINING AND DEVELOP MENT PROGRAME

YES NO

PERCENTAGE 70% 30%

Column1

YES

NO


Analysis:

Most of the employees agreed that training and development programs are conducted from time to time

whie 30% employees disagreed that training and development programs are not conducted so bank

should organize such programs to motivate the employees which in result increase their efficiency

10. What was the employees relationship with management?

RELATIONSHIP WITH MANAGEMENT

EXCELENT GOOD AVERAGE CAN`T SAY

PERCENTAGE 20% 28% 40% 12%



20% have excellent relationship with management and they are very much satisfied from job.

40% of them have good relationship.

28% have average relationship with management.

12% were silent about their relationship with management.

11. how is your relationship with your co- employees?

RELATIONSHIP OF EMPLOYEE WITH CO EMPLOYEES

EXCELENT GOOD AVERAGE



Analysis: Most of the employees have good relationship their co-employees. None of the employees

have bad relationship with their co-employess. Its means that there is healthy competition among the

employees of the bank.

12. Do you find your job boring and repetitive?

BORING AND REPETiTIVE JOB

YES NO

PERCENTAGE 34% 66%


Analysis: Most of the employees do not find their job boring and repatative but still 1/3 of the

employees think that their job is boring and repetitive. To encourage there employees bank should do

something so that they are satisfied with their job and dose not find boring and repetative

13. Are you thinking about another job?

THINKING ABOUT ANOTHER JOB

YES NO

PERCENTAGE 82% 12%IF YES THEN WHY……….


Analysis: Large portion of employees are thinking about another job as they think that working in

private bank there is no job security and a lot of pressure to meet the targets,

14. Are you satisfied with the feedback system of your bank ?

SATISFACTION YES NO

PERCENTAGE 75% 25%


Analysis: Most of the employees satisfied with the feedback system of the bank they think that

feedback system is good and speedy which help them work efficiently

15. Are you paid with the performance linked salary?

SALARY W .R.T PERFORMANCE

YES NO

PERCENTAGE 40% 60%


Analysis: Around 60% of the employees disagreed that they are paid performance linked salary bank

should linked performance with the salary so that the employees are motivated to perform better

16. Does bank provide you flexible working hours?

LLEXIBILITY IN WORKING HOURS

YES NO

PERCENTAGE 68% 32%


Analysis: Around 70 % of the employees agreed that bank provide flexible working hour to them.

17. Do you feels agree with the fact that employees are recognized as

individuals ?

EMPLOYEES RECOGNIZED AS INDIVIDUALS

AGREE DISAGREE CAN`T SAY


Source: Questionnaire to the Employees

Analysis: Around 50% of the employees agreed with the fact that they are recognized as

individual.40% of employees disagreed that they are recognized as individual bank should take

necessary action to motivate these employees.

18. Are you satisfied with post retirement benefit provided by your bank ?

POST RETIREMENT BENEFIT

SATISFY DISSATISFY CAN`T SAY


SATISFY

DISATISFY

CAN'T SAY


Analysis: Most of the employees are dissatisfied with post retirement benefits provided by the bank.

To motivate and retentaion them bank should provided such benefits to the employees.

19.Are you satisfied with your growth possibility in your bank ?

GROWTH POSSIBILITIES

SATISFY DISSATISFY CAN`T SAY


SATISFY

DISSATISFY

CAN'T SAY


Analysis: 65% of the employees are satisfied with the growth possibility in their bank.While 25% are

dissatisfied and 10% did not hold any think about this.

20). How do you view your job?

EMPLOYEE PERCEPTION TOWARDS JOB

CHALLENGING RESPONSIBLE MOTIVATION SECURED

PERCENTAGES 60% 20% 12% 8%

CHALLENGING

RESPONSIBLE

MOTIVATION

SECURED


Analysis: 60% of the employees think that there job in challenging one and they are happy to meet chalanges every day.20% of the employees belived that there job is responsible one.Only 8 % of the employees belived that as job security is essential & entered with the satisfaction bak should take necessary steps to motivate the employees.

CHAPTER – 4

FINDINGS

The findings of the study are follows:

The Banks in gorakhpur has a well defined organization structure.

There is a harmonious relationship is exist in the organization between employees

and management..

The employees are satisfied with the present incentive plan of the company.

A STUDY ON JOB SATISFACTION

Most of the workers working in the bank are highly experienced..

The study reveals that there is a good relationship exists among employees.

All employees agreed that there job security to their present job.

Majority of the employees are satisfied with their salaries.

From the study it is clear that most of employees agrees to the fact that performance

appraisal activities and support from the co-workers in helpful to get motivated.

The incentives and other benefits will influence the performance of the employees.

Most of the employees agree with the method of promotions adopted by the bank.

However some employees doesn’t have very good relationship with the management..

There is lack of training and development programs conducted by the bank which has

become one of the major causes of job dissatisfaction.

Some employees do complaint about the work given to them as it lacks flexibility.

Some employees in the bank were not recognized as individuals.

But on the whole as the employees are govt. servant so they were mostly satisfied with the jobs

as their job provides them security.

SUGGESTIONS

1. Highly educated and experience people should be recruited.

2. Salary is the most important factor considered in job satisfaction. So employees should be

given good salary.

3. Employees performance should be appraised from time to time so that organization can

come to know about the efficiency of the organization.

4. According to their performance, they should be given incentives.

5. Work should be assigned according to the qualification of the employees.

6. Organization should try to adopt certain measures to enhance team spirit and coordination

among the employees.

7. Management of the bank should be friendly with the employees.

8. Training and development program should be conducted from time to time so that

employees does not get bored from their job.

CONCLUSIONS:

It was good learning session for me during my tenure with Banks.. there were well organized

banks. While doing the project, I learnt a lot about various banking operation. this study was

conducted on job satisfaction among bank employees. Job satisfaction is a very big concept as it

includes various factors associated with job satisfaction of employees. Satisfaction varies from

employee to employee. Employees are given equal salaries then also some employees are satisfied

with it and some are not. So at end I would like to say , that organization should try to take every

possible step to enhance job satisfaction among employees because if employees are satisfied then

customers associated with it will also be satisfied.

CHAPTER-5

1. Are you satisfied with the working environment of the bank ?

A. SatisfyB. Dissatisfy

2.Different levels of jobs in banks ?

A. AccountantB. CashierC. ClerkD. Customer care executive.E. Manager.

3. How much you are satisfied towards availabilities of basic amenities In your bank ?


4.Are you satisfied with the nature of job?

A. ExcellentB. GoodC. Average.

5. Are you satisfied with the gap time during your working hour ?


6.Do you think you deserve to get a higher position in your bank?

A. YesB. Can`t say

7.Are you satisfied with the performance appraisal technique?

A. AgreeB. DisagreeC. Cant say.

8. Are you satisfied with the provision of advance salary system of your bank ?

A. YesB. No.

9.Are you satisfied with the promotional method adopted by the bank?

A. AgreeB. DisagreeC. Cant say.

10.Are training and developments programs conducted from time to time?

A. YesB. No.

11.What was the employees relationship with management?

A. ExcellentB. GoodC. Average.D. Can`t say

12.What was the relationship of the employees with their co- employees?

A. ExcellentB. GoodC. Average.

13.Do you find your job boring and repetitive?

A. YesB. No.

14.Do you thinking about another job?

A. YesB. No.

15. Are you satisfied with the feedback system of your bank ?

A. YesB. No.

16.Are you paid with the performance linked salary?

A. YesB. No.

17.Does bank provide you flexible working hours?

A. YesB. No.

18.Do you feels agree with the fact that employees are recognized as

individuals ?

A. AgreeB. DisagreeC. Cant say

19.Are you satisfied with post retirement benefit provided by your bank ?

A. SatisfyB. DissatisfyC. Can`t say

20.Are you satisfied with your growth possibility in your bank ?


21. How do you view your job?

A. ChallengingB. ResponsibleC. MotivatingD. Secured.

BIBLIOGRAPHY

1. Human resource management” Rosy josy”2. Organizational behavior” Stephen P Robbins”3. Human resource management “L.M Prasad”

WEBSITES

www.google.comwww. en.wikipedia.org/wiki/Job_satisfaction

Documents

55371723 Job Satisfaction Among Employees in Nationaliized Bank AP