Sajib final internship report

Effects of Promotion System on Employee Job

Satisfaction of Janata Bank Ltd.

Internship Report

on

Effects of Promotion System on Employee Job Satisfaction of Janata Bank Ltd.

Submitted ToDr. Muhammad Shariat Ullah

Associate Professor

Department of Management

University of Dhaka

Submitted ByMd. Sajib Uddin Ripon

Roll no: 18104

Batch: 18th, Section: A


University of Dhaka

Date of Submission: 31-01-2016

Letter of Transmittal

January 31, 2016

Dr. Muhammad Shariat Ullah

Associate Professor


University of Dhaka

Sub: Solicitation for Acceptance of Internship Report.

Sir,

I feel immense pleasure to submit my Internship Report on “Effects of Promotion System on

Employee Job Satisfaction of Janata Bank Ltd.” as fulfilment of our BBA program. A Handy

Experience from Janata Bank at DMCH branch which is essential requirement for the

completion of BBA program. This report is a result of the Internship program that I have

conducted during specified time. All the works presented here is done with utmost sincerely and

honesty. I have tried my level best to make this report comprehensive and informative as

possible within the time allowed. I believe that the experience I acquired from this study will be

an invaluable asset in my life. This is a complete one and sincerely looks forward to any possible

correction.

I am very glad that you have given the opportunity to prepare this report for you and hope that

you will find the report satisfactory. Any limitation in my report will subject to your kindful

considerationand I will be available for any further clarification of the information presented in

the report.

Yours truly,

Md. Sajib Uddin Ripon

Roll no. 18104, Section-A, BBA 18th batch


University of Dhaka

Preface

There is great difference between the theoretical and practical affairs. To justify the theoretical

knowledge practical orientation is greater importance internship program bringing the students

close to the practical world.

The internship program has given me an immense opportunity to maximize theoretical and

practical knowledge. As a BBA student it is my great privilege to enter into this kind of

internship program. In this report, I have tried my best to make the study successful for which I

have been assigned. I am confessing some important information’s may be missing here but I

have tried to place authentic and realistic information in this report.

Acknowledgement

No work can be completed by one individual without the help of others. In every step of this

study many individuals and institutional experts supported me. It gives me an immense pleasure

to acknowledge them with my gratitude.

I would like to acknowledge the assistance of my internship supervisor to Dr. Muhammad

Shariat Ullah,

Associate Professor, Department of Management, University of Dhaka for providing me all

guidance and support that I needed. His sincere guidance, untiring cooperation, valuable

suggestion and inspirations of creating a unique report enabled me to overcome all the problems

during the course of my internship program and while preparing this report.

At first I would like to express my deepest gratitude to Almighty Allah for giving me the

strength and composure to finish the task within the schedule time. In writing this report I have

drawn materials from a variety of sources. I be obliged a profound intellectual debt to various

authors whose ideas and contribution have shaped my thinking on this report.

I would also like to thank Mohammad Abdul Hai (FAGM), Md. Mahfuzur Rahman, senior

Executive officer (General Banking), Argho Sarker (Executive officer), Mrs. Marium, (Officer),

Md. Sharifur Rahman, (Officer) and other officials of Janata Bank Limited at DMCH Branch,

Dhaka for their comments and assistance. I express my deepest sense of regards and gratitude to

them. Finally, my sincere gratitude goes to my family and friends for supporting me, sharing

their thought and giving me the moral support during the preparation of this report.


BBA 18th Batch

Roll No - 18104, Section - A


University Of Dhaka

Certificate of Supervisor

This is to certify that, the report entitled “Effects of Promotion system on employee job

satisfaction of Janata Bank Ltd.” on DMCH Branch, Dhaka done by Md. Sajib Uddin Ripon,

bearing ID- 18104, as a partial fulfilment of “Bachelor of Business Administration” from

Department of Management, University of Dhaka. This report has been completed as an

internship program under my supervision. The content of this report is prepared by himself from

his short working experience in Janata Bank Limited at DMCH Branch. I have found his

hardworking and sincere throughout the internship period. Wishing him all the best for the

future.

................................................

Dr. Muhammad Shariat Ullah,

Associate Professor,


Faculty of Business Studies

University Of Dhaka

Student’s Declaration

I am, Md. Sajib Uddin Ripon, hereby declaring that this report titled “Effects of Promotion

system on employee job satisfaction of Janata Bank Ltd.” has been prepared based on my

internship for eight week(45 days) practical work at the DMCH branch of Janata Bank

Bangladesh Ltd. with due integrity and confidentiality. Findings and recommendations are made

here from my sheer observation. In addition, I have taken necessary assistance and filtered

contents of my report regularly from my supervisor.

However, I confirm that this report is only prepared for my academic requirement not for other

purpose and I would also like to declare that I am responsible for any major or minor mistakes if

I have ever committed here. I seek your kind generosity in this regard.

-----------------------------------------


Roll No: 18104

BBA (18th) Batch


Faculty of Business Studies

University of Dhaka.

Executive Summary

Internship is a 3 credit compulsory course for BBA program. The objectives of this program are

to fulfil the gap between academic and real life situation. After completion of academic courses

requirement, the students of BBA are sent to various organizations for at least an 8 weeks

internship to gather practical knowledge. It helps the student to cope up with the real time

situation. As bank is one of the most important financial institutions, I have selected the “Janata

Bank Limited” for my internship, which is one of the leading banks of the bank arena in

Bangladesh offering full range of personal, corporate, international trade, foreign exchange, lease

finance and capital market service.

“Janata bank Limited” is the preferred choice in banking for friendly and personalized service,

cutting age technology for business needs, global reach in trade and commerce and high yield on

investment, assuring excellence in banking service. Satisfied employees make for satisfied

employers. The following paper will provide someone, as an employer of a profit organisation,

with the evidence and the tools that you need to create a climate within your workplace that

fosters job satisfaction.

The general objective of this report is to evaluate the “Effects of Promotion system on employee

job satisfaction of Janata bank Limited”. The specific objectives are to determine the employee

job satisfaction by using the key elements of job satisfaction and promotion is one of the

important factor, to determine the employee job satisfaction by analyzing the hypothetical

question, to determine the job satisfaction by using a rating scale, to identify the key factors of

job satisfaction of employees with promotion working in Janata Bank limited. Descriptive

research was used in this report. Two sources of data and information have been used in this

report. These are primary and secondary sources. Sampling plan is a definite plan for obtaining a

sample from a given population. The population of the report is the total executives of the bank.

The sample frame of the report is every number of Janata Bank, DMCH branch, Dhaka. On-

probability convenience sampling procedure is used in the survey. The sample size is 12.

After analysing the questions it has been found that employees are satisfied with the promotion

system and achieve the opportunity of getting promotion at the right time. Only some limited

employees have higher levels of job satisfaction and they enjoy better facilities and supportive

work environment. Gender and age differences have relatively lower levels of impact on it. Job

satisfaction of JBL ensures the employees satisfaction, interest for work, accountability and does

any work satisfactorily. Job satisfaction result helps the bank to achieve its goals and objectives

in time. The overall job satisfaction of the bank employees of JBL is at the positive level. Some

pitfalls and also some positive side are sought out by the analysis in the major findings part.

Same suggestions are given in the recommendation part on the basis of the analysis. The Human

Resource Department is playing one of the most outstanding roles in JBL. Man is the ultimate

resource of the organization because they think, speak, so that utilization of this resource is very

critical. Every organization success depends on its efficient and effective man power. Finally,

after doing analysis and research on the employee job satisfaction of JBL, the study has found

some factors affecting on job satisfaction. The truth is that the practice of human resource

management in JBL is really strong enough to serve die purpose of the bank.

Table of Contents

SL NO.

Particulars Page No.

Chapter One - Introduction1.1 Introduction

1.2 Background of the Study

1.3 Rationale of the Report

1.4 Objectives of the Report

1.5 Scope of the Report

1.6 Methodology of the Report

1.6.1 Research Design

1.6.2 Data Collection Procedure

1.6.3 Sampling Plan

1.6.4 Data Analysis

1.7 Limitations of the Report

Chapter Two - Literature Review2.1 Literature Review

Chapter Three - Company Profile3.1 Background

3.2 Janata Bank at a Glance

3.3 Corporate Information

3.4 Branches of JBL

3.5 Objectives of JBL

3.5.1 Vision

3.5.2 Missions

3.6 Hierarchy of JBL

3.7 Functions of JBL

3.7.1 Primary Functions

3.7.2 Secondary Functions

3.8 Products of JBL

3.8.1 Deposit Products

3.8.2 New/Special Products

Chapter Four - Theoretical Aspects4.1 Human Resource Management

4.2 Principles of Human Resource Management

4.3 Importance of HRM

4.4 Functions of HRM4.5 Promotion

4.5.1 Purposes and Advantages of Promotion

4.5.2 Types and Models of Promotion

4.5.3 Promotion Program and Procedure3.5.4 Personal factors4.6 Job Satisfaction

4.7 Nature and Features of Job Satisfaction

4.8 Factors affecting job satisfaction

4.9 Job Satisfaction Model

Chapter Five - Analysis and Data Interpretation5.1 Data Analysis and Interpretation

5.2 Promotion Influences the Employees Job Satisfaction

5.3 Questionnaire Analysis of Job Satisfaction

5.4 Overall Employee Job Satisfaction Level

Chapter Six - Findings6.1 Major Findings

Chapter Seven - Conclusion and Recommendations7.1 Conclusion7.2 Recommendations

References

Appendix-Questionnaire Sample

Acronyms

Chapter One Introduction

1.1 Introduction

In today’s world only academic does not make a student perfect to become competitive with the

corporate & global business world. By doing an internship program, a student can get the

opportunity to learn facing about real business world. Internship is highly needed to gain idea,

knowledge and experience.

As an internee student I have joined at Janata Bank Limited and trying to maintain the pace with

the competitive business environment on official activities, culture, philosophy, norms & styles.

It will reflect the best at any field of my personal life. The manager is my overall guide &

superior. He has assigned me to work under the supervision of the senior executive officer Mr.

Mostafizar Rahman. He tells me to meet other employees of Janata Bank Ltd. who are

responsible for different activities of the bank. Receiving his all sort of cordial support, I have

availed the opportunity to work with office where I am on the process of acquiring idea about

real business and corporate world.

The primary purpose of this report is to get an idea about the “Effects of Promotion system on

Employee job satisfaction of Janata Bank Ltd.”, a second generation bank of the country and

make an industry analysis on the banking sector of Bangladesh. This report is an attempt to

reflect the position of Janata Bank Limited, in the banking industry of Bangladesh, procedures,

policies and activities with emphasis Promotion of employees and Level of Employee job

satisfaction of Janata Bank Limited.

1.2. Background of the Report

After completion of 120 credit hours of BBA program demands a report on practical experience.

Internship program is an obligatory criterion for Bachelor of Business Administration (BBA)

students, designed to put them in a challenging environment of the relevant field, where the

students get sample opportunity to apply their theoretical knowledge into practical applications.

During the internship training, students have the opportunity to adopt themselves into the

particular environment of the organization. It provides a unique opportunity to see the reality of

business during student life, which enables them building confidence and working knowledge in

advance of the start of their career. To fulfil this requirement every university of business arrange

a program of internship. Here I get a chance to apply my theoretical knowledge that I acquired

from class lectures, books, journals, case studies, seminar, project, workshop, etc. and compare

them with practical setting.

1.3. Rationale of the Study

The study focuses on the promotion of employees and the level of employee job satisfaction of

Janata Bank Limited; the rationale behind this study is actually to satiate the quest how a

company successfully affords to implement human resource management in their organizations.

It found that the organizations adopt cultural diversity with geocentric managerial viewpoints

that create them differentiated from other competitors. Learning agility lets the firms to secure

profitability avid experience steep growth in diverse environment. Promotion leads to Job

satisfaction that shows attitude of employees toward organization. These cores reveal the

basement of human resource practices of an organization. Thus; it resonates to work on this

topic.

1.4. Objective of the Study

1. To analyze the influence of the promotion systems on the employee job satisfaction.

2. To identify the factors of promotion those are responsible for the employee satisfaction or

dissatisfaction.

3. To identify the measures that should be taken to improve the satisfaction level.

1.5. Scope of the Study

This report literally gives a luminous idea of human resource department of Janata bank limited.

This report is mainly focused on the effects of the promotion system on employee job

satisfaction of JBL. The scope of the study is limited to organizational set up, functions, and

performances of Janata Bank Limited. The main work is on “The effects of the promotion system

on employee Job satisfaction of JBL”. The substances presented in this report will not to be

applicable anywhere outside of Janata Bank Limited and will not to be used any except

University of Dhaka.

1.6. Methodology of the Report

Methodology refers to the systematic method consisting of enunciating the problem, formulating

a hypothesis, and collection the facts or data, analyzing the facts and reaching certain conclusion

either in form of solution towards the concerned problem or in certain generalizations for some

theoretical formulation. It includes the process of gathering, recording, analyzing critical

and relevant facts about any problem in any branch of human activity. It refers to critical

searches into study and investigation of problem/ proposed course of action/ hypothesis or a

theory.

1.6.1. Research Design

This research is a descriptive type of research. The report has been developed basically both on

primary and secondary data. In this report, I have described the recruitment and selection process

of Janata Bank Ltd.

Research Design

Research 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 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.

Figure: Flowchart of Methodology

1.6.2. Data Collection Procedure

After collection of entire data, different approaches are widely used to analyse & organize the

data. In this process, technological assistance was more significant and indispensable. Results

have been presented in the form of tables and graphs. Several tools have been used for

processing, analysing & preparing the information. After collection of raw data, various types of

computer software such as MS word and MS Excel have been used for editing and processing

the data. The whole chapter of analysis and interpretation is based on the responses of 12

respondents who were administered with a questionnaire which contain the personal data and

their views about the promotion system of Janata Bank Ltd.

Selection of the topic

Identifying the sources

Collection of data

Classification, Analysis, Interpretation and presentation of data

Findings of the data

Final Report of preparation

1.6.3. Sampling Plan Population: A group of individuals or items that share one more characteristics from

which data can be gathered and analyzed is called population. The population of my

study was all the employees of JBL.

Sample Unit: Any employee who is working JBL, DMCH branch.

Sample frame: The term ‘sample frame’ is defined as the list or lists from which

individuals are selected. A well structural sample frame was found at DMCH branch.

Sampling method: The non- probability convenience sampling method was used to

collect data.

Sample size: The sample size was 12 respondents.

Department No. of EmployeesHR & Admin 3Credit 2Check Clearing 2Cash 3Staff 2

Gender: Male and female.

Questionnaire design: Questionnaire was prepared with closed ended questions. The

nature of the questions used in the questionnaire is the Likert scale questions, although

some questions are different from five-level Likert questions. The typical five-level

Likert items are 1.Strongly Disagree 2.Disagree 3.Neautral 4. Agree 5. Strongly Agree.

1.6.4. Data Analysis

Primary data have been collected from the sample. A questionnaire has been used to collect data

from the sample and collect the necessary data related to the research topic. Data have been

obtained via personal interviews at the organization premises. Sometimes, interviews to the same

simple group have been used to figure out some information, which is thought that the sets of

questionnaires won’t suffice delivering.

Source of Data: There are two sources of data used in this study such as-

Primary source: Questionnaire survey: Communication have been maintained with most

of the employees of JBL, mainly the HR executives in person who conduct the selection

and recruitment of the organization and are directly responsible to make their

subordinates well – motivated and devoted to what they do, making the best outcomes. A

questionnaire has been used to gather the information along with interviews.

Secondary Source: Going through the bank’s website and annual reports, journals,

articles, reference books, web base support from the internet wide breath of information

has been collected that made the report more informative.

1.7. Limitations of the StudyIt was a nice experience for me as an internee at Janata Bank Ltd. All the employees from top to

bottom level were very helpful.

However some of the limitations faced while preparing this report are shown below:

Time Limitation: To complete the study, time is limited by two months. It is really

very short time to know details about the “Effects of the Promotion system on Employee

job satisfaction of Janata Bank Ltd.” of an organization.

Inadequate Date: Because of the unwillingness of the busy key persons to provide

the required information, necessary data collection became hard. The employees are

extremely busy to perform their duty.

Lack of Record: Unavailability of sufficient written documents as required for

making a comprehensive study. In many cases up-to-date information was not available.

Lack of experiences: Being a temporary member and a firsthand researcher of the

organization. It was not possible on my part to express some of the sensitive issues as it

requires.

Chapter Two Literature Review

2.1. Literature Review

Job satisfaction has been extensively studied over the years. It has been defined in several

different ways and a definitive designation for the term is unlikely to materialize. A simple or

general way to define it therefore is as an attitudinal variable: Job satisfaction is simply how

people feel about their jobs and different aspects of their jobs. It is the extent to which people

like (satisfaction) or dislike (dissatisfaction) their jobs (Spector, 1997). Locke (1976) has defined

job satisfaction as the pleasurable emotional state resulting from the appraisal of one’s job or job

experiences. Although there is a large body of literature on promotion and job satisfaction, the

literature that particularly focuses on employee satisfaction in banks in Bangladesh. However,

there are several studies that seem to be close to the study related to the promotion and job

satisfaction.

Promotion can be used as an incentive tool. It is a way of rewarding the employees for meeting

the organizational goals thus it serves as a mean of synchronizing organizational goals with

personal goals (Lazear & Rosen, 1981). According to Rosen (1982) the deciding factor for the

position of any individual in the hierarchy is his talent, higher the level of talent in any individual

higher will be his position in the hierarchy. Promotion has its importance due to the fact that it

carries with it a significant change in the wage package of an employee (Murphy, 1985). Thus, a

raise in salary indicates the value of promotion (Baker et al., 1994). Promotion follows a defined

set pattern which is outlined in the employment bond (Doeringer & Piore, 1971). In this highly

competitive corporate world, promotion can help the competing firms to trace the most

productive participant of one organization to be worth hiring for another organization (Bernhardt

& Scoones, 1993). In such a way the promotion highlights an employee in the external

environment and realizes his worth in the internal environment. According to Carmichael (1983)

promotion enhances the yield of an organization when an employee climbs a promotion ladder

on the basis of his seniority and resultantly he gets an increased wage rate. The impact of salary

raise, as a result of promotion, is found to be more significant than fixed income on job

satisfaction (Clark & Oswald 1996). According to Shields and Ward (2001) the employees who

are dissatisfied with the opportunity available for promotion show a greater intention to leave the

organization. Pergamit and Veum (1989) established that greater the chances of promotion

higher will be the job satisfaction of employees. Apart from job satisfaction, the employee

satisfaction is determined by satisfaction with promotion. When employees perceive that there

are golden chances for promotion they feel satisfied for the respective place in the organization

(De Souza, 2002). Shaheen and Nokir (2012) measured the job satisfaction of the bankers of

Janata Bank Limited. They found that the job satisfaction of bankers mainly depends on salary,

promotion, supervision, benefits, rewards, operating procedure, co-worker, nature of work,

communication etc. Masud, Hemanta and Sampa (2006) identified the important job satisfaction

factors that are associated with the overall satisfaction of bank employees. Factors including

payment, healthy relationship with colleagues, sense of personal accomplishment, adequate

information available to do job, ability to implement new ideas and overall job satisfaction are

found important for improving job satisfaction of bank employees in Dhaka city. Professor

Herzberg , Mausner and Synderman in 1959, after conducting a massive study developed ‘Two

Factor Theory’ that identifies two set of factors contributing to Job satisfaction and

dissatisfaction . Those are (1) Hygiene factors: salary, relation with superior and peer, quality of

technical supervision, company policy and administration, working condition etc. and (2)

Motivation factors: Achievements, recognition, work itself, responsibility, advancement and

possibility of growth. Work satisfaction as an effective response or reaction to a wide range of

conditions or aspects of one’s work such as pay, supervision, and working conditions is defined

by French (1982) and Tziner and Vardi (1984). Others define it an affective orientation towards

anticipated outcome (Wanous & Lawler, 1972) or a statement to describe the feelings of

employees about their work (Arches, 1991). This statement expresses the gap between what

individuals feel they should receive from their work and what they derive from the actual

situation. Afroze (2008) tried to examine the job satisfaction of employees, particularly staff

working in the sector and found that the better the organization is able to meet employee

expectations, the better their experiences and thereby leading to a more satisfied employee.

Wong & Heng (2009) identified that the major sources of job satisfaction are shown to be policy,

administration and salary. Nahar et al (2008) found that the success of any organization greatly

depends on its qualified, efficient, and dedicated workforce. They found that the employees are

moderately satisfied with their job. The most prominent factors are promotion, compensation and

other benefits provided to employees.

However, according to Baker et al. (1988), promotion does not consider to be an incentive

device, thus the optimal results cannot be generated by promoting the employee in the

organization. There is a more failure rate when the employees are hired externally than when

they are promoted internally (Kelly-Radford, 2001). A sense of satisfaction or its absence is,

thus, an individual’s subjective, emotional reaction to his or her work (Abu- Bader, 1998).

McNeely (1984) found that women are intrinsically more satisfied than men. Greenberg and

Baron (1993) reported that employed women, in general, seem to be less satisfied with their

work than their counterpart men. In the recent years, banking sector has been able to attract

young talents who have chosen banking profession as their preferred career. Information week

survey reported that the challenges of the job and the responsibility associated with it tend to

matter more than the salary (Hannay and Northam, 2000; Mateyaschuk, 1999). According to

Benders and Van De Looj (1994), there is no direct relation between job satisfaction and salary.

Their research suggested that younger employees have a greater tendency to quit their jobs than

older employees and demonstrate a greater tendency to be willing to work overtime. Younger

employees also tend to be less satisfied with their salary. Berger (1986) studied satisfaction from

job characteristics by sex and occupational type among male employees. He found that job

satisfaction for males was closely related to prestige and promotion to higher position, while

females were most satisfied with their job’s level of safety and freedom from health hazards

rather than promotion and salary.

Amidst a flurry of assessment activity and demands for accountability, employers find

themselves being judged on the work performance of their employees. The factors that may

influence job satisfaction include firm size, promotion, certification, age, sex, and race and

education levels. Job satisfaction may vary from company to company, but the fact remains that

a heightened level of scrutiny exists on job satisfaction among employees and how this impacts

corporate performance. Among the factors it has been found that promotion, salary, and

recognition are the top most factors help in raising job satisfaction.

Chapter Three Company Profile

3.1. Background of Janata Bank Ltd.

With the emergence of Bangladesh as an independent, sovereign state in 1971 after a devastating

nine month war against the West Pakistani occupation army, a war, full of blood and tears,

trauma and pain of millions of our beloved ones, the legacy of rebuilding the already broken

financial base of the country was felt as an urgent call of the day against a collapsed economic

reality of a newly born state. In this backdrop, in order to rebuild the country’s economy,

measures had been taken to merge a number of banks previously operated in this region and

make new banks and this initiatives led to formation of Janata Bank in 1972 by combining the

erstwhile United Bank Limited and Union Bank Limited under the Banks Nationalization Order

(President’s Order No. 26) of 1972. On 15th November, 2007 the bank has been corporatized and

renamed as Janata Bank Limited.

3.2. Janata Bank Limited (JBL) at a Glance

Janata Bank Limited, one of the state owned commercial banks in Bangladesh, at the end

of 2014 the Bank held Deposit BDT 5,16,010 million, Advance BDT 3,19,773 million

with Authorized capital BDT 30,000 million and Paid-up Capital BDT 19,140 million,

reserve of Tk.17976.20 million. The Bank has a total asset of Tk. 586082.98 million as

on 31st December 2014.

Janata Bank Limited currently operates through 904 branches including 4 overseas

branches in United Arab Emirates. It is linked with 1239 foreign correspondents all over

the world.

The Bank employs around 14,244 (As on 01.05.2015) personnel.

The mission of the bank is to actively participate in the socio- economic development of

the nation by operating a commercially sound banking organization, providing credits to

viable borrowers, efficiently delivered and competitively priced, simultaneously

protecting depositors’ funds and providing a satisfactory return on equity to the owners.

The Board of Directors is composed of 13 (thirteen) members headed by a Chairman.

The Directors are representatives from both public and private sectors.

The Bank is headed by the Chief Executive Officer & Managing Director, who is a

reputed banker.

The corporate head office of the Bank is located in the capital city Dhaka with 12(twelve)

Divisions comprising of 44 Departments.

3.3. Corporate Information

The corporate head office is located at Dhaka with 10 (ten) Divisions comprising of 38 (thirty

eight) Departments.

Name : Janata Bank

Registered Address : Janata Bhaban

110, Motijheel Janata Area

Dhaka- 1000. Bangladesh

Legal Status : Public Limited bank

Date of Incorporation : 21 May, 2007

Authorized Capital : TK. 20,000 Million

Paid up Capital : TK. 5,000 Million

Reserve : TK.10823.01 Million

Retained surplus : Tk. 5167.18 Million

Asset : Tk. 345233.92 Million

Face value of per share : TK. 100 per share

Shareholding Pattern : 100% Share owned by the Government of Bangladesh.

3.4. Branches of JBL

SL Categories Branches01 Local office 01

02 Corporate-1 Branch 12

03 Corporate-2 Branch 40

04 Overseas Branch 04

05 Grade-1 Branch 204




Total= 904

Table-1: Branches of JBL

3.5. Objectives of JBL

To beat mean Total Shareholder Return performance of a peer group of financial institutions

over a three-year rolling average, with a minimum objective to double shareholder return value

in five years.

Janata Bank objectives are to provide innovative products supported by quality delivery of

systems and excellence customer services, to train and motivate staffs and to exercise social

responsibility. By combining regional strengths with group network Janata Bank aim is to be the

one of the leading banks in its principle markets. Janata Bank goal is to achieve sustained

earnings growth and to continue to enhance shareholders value.

3.5.1. Vision

To become the effective largest Janata Bank in Bangladesh to support socio-economic

development of the country and to be a leading banks in South Asia.

3.5.2. Missions

Janata Bank Limited will be an effective bank by maintaining a stable growth strategy,

delivering high quality financial products, providing excellent customer service through an

experienced management team and ensuring good corporate governance in every step of bank

‘sing network.

3.6. Hierarchy of JBL

Board of Directors

Chairman

Directors

Managing Director

Deputy ManagingDirector

General Manager

Deputy General Manager

Assistant General Manager

First Assistant General Manager

Senior Executive Officer

Executive Officer

Assistant Executive Officer

Assistant Officer Grade-1

3.7. Functions of JBL

Janata Bank being the financial institution performs diverse types of functions. It satisfies the

financial needs of the sectors such as agriculture, industry, trade, communication, etc. That

means they play very significant role in a process of economic social needs. The functions

performed by banks are changing according to change in time and recently they are becoming

customer centric and widening their functions. Generally the functions of Janata Bank are

divided into two categories. Primary functions and the secondary functions. The following chart

simplifies the functions of banks.

3.7.1. Primary Functions of Janata Bank Limited

Janata Bank performs various primary functions some of them are given below;

Accepting Deposits

Making Advances

Credit creation

3.7.2. Secondary Functions of Janata Bank Limited

Agency Functions

General Utility Functions

Assistant Officer Grade-2

Caretaker-1

Assistant Caretaker-2

3.8. Products of the Bank

3.8.1. Deposit Products

Current Deposit Account

Short Term Deposit

Savings bank Deposit Account

Inward remittance Outward remittance Fixed Deposit

Foreign Currency Deposit

Monthly Savings Scheme

Monthly Profit Based Savings Scheme

Janata Bank Savings Pension Scheme (JBSPS)

Janata Bank Deposit Scheme (JBDS)

3.8.2. New/Special Products

Financing IT Sector

Financing of Industries

Ready Cash

Windows for SMEs

Loan to Travel Agencies

Loan to Diagnostic Centres

Chapter Four Theoretical Aspect

4.1. Human Resource Management

Human Resource Management is a field of management involves planning, organizing, directing & controlling the functions of procuring, developing, maintaining & motivating a labor force. It is the process of acquiring, retaining & terminating, developing & properly using the human resources in an organization. “Human resource management is the set of organizational activities directed at attracting, developing & maintaining an effective work force.” -- R. W. Griffin.

4.2. Principles of HRM

There are some principles that are followed by the Human Resource Management. That are

stated below:

Treat People with respect & dignity.

Treat people as adults.

Deal with people as complete individuals.

Treat employees with justice.

Provide people with opportunities for growth & development.

Make people’s feelings that they are important.

Reward should be earned, not given.

Do not underestimate the potentials of people.

Supply people with all relevant information.

To maintain proper communication.

To create a sense of belongingness.

Proper use of potentiality.

Marinating a labor between stability & flexibility.

4.3. Importance of HRM in an Organization

Strategy

Benefits

Safety

Liability

Training & Development

Employee Satisfaction

Recruitment

Selection

Compliance

4.4. Functions of HRM

There are four basic functions of HRM. These are:

a) Acquisition function.

b) Training & development.

c) Motivation.

d) Maintenance.

4.5. Promotion

In simpler terms, promotion refers to upward movement in present job leading to greater

responsibilities, higher status and better salary. Promotion may be temporary or permanent

depending upon the organizational requirement. “Promotion is the transfer of an employee to a

job which pays more money or one that carries some preferred status.” A promotion is the

appointment of a current, active classified employee (“employee”) to a position in a higher salary

range than the one to which the employee is presently assigned. A promotion is also

advancement to a position that requires performing accountabilities of significantly increased

complexity or responsibility. Most promotions will occur as a result of a job posting. In the

corporate sector employee promotions doesn't make much difference as that of in government

sector. In the government the word promotion is the ultimate desire for an employee for the

service rendered by him in the organisation and this is the only way for an employee career

development in the government sector. Promotion is the ultimate motivating factor for any

employee because moves employee forward in hierarchy of concern organisation added with

additional responsibility, higher respect, honour, with increase in grade pay and allowances.

4.5.1. Purposes and Advantages of Promotion

Promotion stimulates self-development and creates interest in the job. According to Yoder,

“promotion provides incentive to initiative, enterprise and ambition; minimizes discontent and

unrest; attracts capable individuals; necessitates logical training for advancement and forms an

effective reward for loyalty and cooperation, long service etc.” The purposes and advantages of

promotions are to:

Recognize employee’s performance and commitment and motivate him towards better

performance.

Develop competitive spirit among employees for acquiring knowledge and skills for

higher level jobs.

Retain skilled and talented employees.

Reduce discontent and unrest;.

To fill up job's vacant position that is created due to retirement, resignation or demise of

an employee. In this case next senior employee will be promoted to the vacant job.

Utilize more effectively the knowledge and skills of employees; and attract suitable and

competent employees.

4.5.2. Models and Types of Promotions

There are several different schemes and models and types of promotions. Every organization

either chooses one of these methods or applies a combination of one or more such models to

promote their employees. Let’s take a look at some of the most used and popular methods:

a. Noncompetitive Model of Promotion

Promotions that are based on the standard set of achievements and accomplishments of

employees are known as noncompetitive promotions. In such promotions, employees are

promoted once they reach a certain milestone in their career journey, irrespective of variable

features like performance and dedication, etc. These types of promotions work seamlessly for

all the employees, and there is no scope for a bias or unfair appraisal.

Time scale promotion (Based merely on seniority) – A time scale promotion is a kind of a

non-competitive promotion which takes place after the person has spent a standard or

fixed number of years working for the organization or working at a particular position in

the organization.

Accretion of Duties – In the case when a person has to be promoted due to an increase in

his/her workload or duties is also a non-competitive method of promotion.

Aphorism – In some cases, an organization may have to promote someone without

following any policy but just to meet the needs of crucial or urgent times or situations.

b. Competitive Model of Promotion

A competitive model of promotion is a method in which employees have to prove their worth

to employers in order to be promoted to a higher rank or position. Unlike the noncompetitive

method, this method takes into account employee performance, productivity, skills,

experience, knowledge and other such factors. There is a comparison of employees on the

basis of their hard work and performance in this model.

Merit-Based Promotion – Merit-based promotions are competitive types of promotions in

which a person is promoted on the basis of their skills, performance, knowledge, hard

work and qualifications.

Merit-Cum-Seniority – Merit-cum-seniority promotions are those types of promotions

where a balance between the merit as well as the seniority of the individual is kept in

mind before considering a promotion.

c. Up-gradation Promotion or Out Promotion

This is the kind of a promotion method in which when the amount of pay increases without a

change in the job or rank. In case of out promotion, an employee seeks employment

somewhere else because of being offered a better pay-scale.

d. Dry Promotion

In this type, promotion is given in lieu of increase in salary. For example, when a university

professor is made Head of the Department, there is no increase in salary.

e. Paper Promotion

Paper promotion happens on seniority of employee in government sector having different

departments. Paper promotion is an employee promotion given to the employee belonging to

the parent department, but indeed working in another department on transfer, on request of

employee or due to exigency of work. Paper promoted employee draws salary pertaining to

job in another Department, but not according to promotion’s job in the parent Department.

The reason for giving paper promotion is, generally in government sector, employee

promotion will be given in order of seniority of employees subjected to the vacancy position

created. Whoever is most senior employee amongst all employees in the same cadre, out of

them top senior employee will be given promotion. When a top senior is working in another

Department, in such cases to fill up the vacancy position, promotion on paper will be given to

such employee, because he’s not occupying job in the parent Department. Subsequently

promotion will be given to the next top senior who is working in the parent Department.

Paper promoted employee draws salary pertaining to the job of another Department only but

not according to the job, which got paper promoted in the parent Department.

4.5.3. Promotion Program and Procedures

The following procedures are maintained in an organization to offer promotion:

a. Formulation of Promotion Policy

Each organization needs to maintain a balance between the internal sources of personnel

promotion and external sources by means of recruitment. Hence, promotion must be based on

consistent, fair and clear cut policy. The National Institute of Personnel Management (NIPM)

has suggested a promotion policy on the following lines:

Encouragement of promotion within the organization instead of looking outside to fill

vacancies in higher places.

An understanding that ability as well as seniority will be taken into account in making

promotions. Ability, efficiency, attitude, job performance, physical fitness, leadership,

experience, and length of service are some of the factors considered in making

promotions.

Drawing up an organization chart to make clear to all the ladder of promotion. Where

there is a job analysis and a planned wage policy, such chart is quite easy to prepare.

Making the promotion system clear to all concerned who may initiate and handle cases of

promotion. Though departmental heads may initiate promotion, the final approval must

lie with the top management, after the personnel department has been asked to check

from its knowledge whether any repercussion is likely to result from the proposed

promotion.

All promotions should be for a trial period to ascertain whether the promoted person is

found capable of handling the job or not. Normally, during this trial period, he draws the

pay of the higher post, but it should be clearly understood that if “he does not make the

grade” he will be reverted to his former post and former pay scale.

b. Promotion Channels

Promotion channels should be identified and recorded on paper. This process is

related with job analysis and career planning of an organization.

http://i2.wp.com/www.cleverism.com/wp-content/uploads/2015/06/career-path.jpg

c. Promotion Appraisals

The promotion of an employee is entirely dependent upon his/her performance

appraisal outcome.

d. Centralized Records

The education, experience, skills, abilities and evaluation of all employees should

be recorded and maintained in a centralized manner by the department of the

organization, because basing on these attributes; promotion is given to an

employee.

4.6 Job satisfaction

Job satisfaction is in regard to one’s feeling or state-of-mind regarding the nature of their work.

It can be influenced by a variety of factors, e.g., the quality of one’s relationship with their

supervisor, the quality of the physical environment in which they work, degree of fulfilment in

their work. Job satisfaction is a worker’s sense of achievement and success on the job. It is

generally perceived to be directly linked to productivity as well as to personal well-being. Job

satisfaction further implies enthusiasm and happiness with one’s work. It is the key ingredient

that leads to recognition, income, promotion, status, honour and the achievement of other goals

that lead to a feeling of fulfilment. Job satisfaction can be defined as the extent to which a

worker is content with the rewards he or she gets out of his or her job, particularly in terms of

intrinsic motivation. The term job satisfaction refers to the attitude and feeling people have about

their work. Positive and favourable attitudes towards the job indicate job satisfaction .Negative

and unfavourable attitudes toward the job indicate job dissatisfaction. Job satisfaction is the

collection of feeling and beliefs that people have about their current job. People’s levels of

degrees of job satisfaction can range from extreme satisfaction to extreme dissatisfaction, in

addition to having attitudes about their job as a whole. People also can have attitudes about

various aspects of their jobs such as the kind of work they do, their co-workers, supervisors or

subordinates and their pay. Job satisfaction is a complex and multifaceted concept which can

mean different things to different people. Job satisfaction is usually linked with motivation, but

the nature of this relationship is not clear. Satisfaction is not the same as motivation. Job

satisfaction is more of an attitude, an internal state. It could, for example, be associated with a

personal feeling of achievement, either quantitative or qualitative. We consider that job

satisfaction represents a feeling that appears as a result of the perception that the job enables the

material and psychological needs. In order for an organization to be successful they must

continuously ensure the satisfaction of their employees. Job satisfaction is defined as “an

individual’s reaction to the job experience. There are various components that are considered to

be vital to job satisfaction. These variables are important because they all influence the way a

person fees about their job, these components include the following: pay, promotion, status,

honour, benefits, supervisor, co-workers, work conditions, communication, safety, productivity,

and the work itself. Each of these factors figures into an individual’s job satisfaction differently.

One thinks that pay is considered to be the most important component in job satisfaction,

although this has not been found to be true. Employees are more concerned with working in an

environment they enjoy. Importance of job satisfaction

1. Increased Productivity

2. Reduction in Turnover

3. Reduce Absenteeism

4. Reduce Union Activity

5. Reduce Grievance

4.7. Nature and Features of Job Satisfaction

1. Increasing quality and quality of production.2. Measuring job satisfaction.3. Influencing on living.4. Types of job satisfaction Internal feeling to work of employee. 5. Increased morale.6. General attitude.

4.8. Factors Affecting Job SatisfactionThe factors of job satisfaction are stated below:

A) Job Related Factors

1. Promotion2. Salary3. The work itself4. Opportunity of Development5. Relation with co- worker6. Supervision7. Autonomy8. Work environment9. Stability in work10. Relation with subordinate11. Responsibilities12. Job security13. Employee welfare measures14. Proper communication system

B) Personal Related Factors

1. Age2. Sex3. Intelligence4. Personality5. Experience6. Experience7. Educational qualification8. Occupational level9. Health

4.9. Job Satisfaction Model

Figure: Job Satisfaction Model

Chapter Five Analysis and Data Interpretation5.1. Data Analysis and Interpretation

After collection the data were processed and analyzed. Technically speaking, processing implies

editing, coding classification, tabulation of collecting data so that they are amenable to analyze.

The analysis of data in general way involved a number of closely related operations, which are

performed for the purpose of summarizing the collected data and organizing them in such a

manner that they answer the research question. In this study, I followed above process carefully

and it is presented in this chapter.

5.2. Factors of Promotion Influences the Employee Job Satisfaction

In modern age every organization employees wants a bright future. The organization tries to

provide their employee’s better future and make the job satisfying. Janata Bank Limited provides

different kinds of compensation package to make satisfying the employees. The employees do

not want to continue with the organization without job satisfaction. In Janata Bank Limited,

organization’s employees want different kinds of compensation package as promotion factors

that influence the level of an employee’s job satisfaction shown below the table:

Employee Job Satisfaction

Dependent VariableIndependent Variables

Salary

Advancement to a Position

Higher Status and Honour

Greater Responsibilities

Job Security

Other Monetary Benefits (medical and house rent allowance, provident fund, increment, transport facilities, fringe benefits)

Training and Career Development

5.3. Questionnaire Analysis of Job Satisfaction

1. Gender Distribution of Janata Bank Limited

Table: Gender Distribution

Serial No Gender No of respondent Percentage 1 Male % 2 FemaleTotal 100%Inference: From the above Table it is inferred that out of total 12 employees, 75% of the employees are male and rest 25% are female. It indicates working males are greater than working females in selected area.

2. Age distribution of Janata Bank Limited

Table: Age

Serial No Age distribution No of respondent Percentage1 Under 25 or 25 %2 26-35 %3 36-45 %4 46-50 %5 Above 50 %Total 100%

34%

58%

8%

Age Distribution

Under 25

25-35

35-45

45-50

Above 50

Inference: From the above Table it is inferred that out of 12 employees, 0 % of the employee fall into the age category of below 25, 34% belongs to the age group 25-35, 58% belongs to 35-45 ,and, 8% responders are in the age group of 45-50, and the rest 0% of the employees are of above 50 age.

3. Designation of Janata Bank Limited

Table: Designation

Serial numberDesignation No of respondent Percentage

1 FAGM 2 SEO3 EO 4 AEO5 OFFICER 6 STAFF Total 100%

FAGM8%

SEO17%

EO17%Officer

33%

Staff25%

Designation

Explanation :The above diagram represents the designation of responders, among

them,8% responders are belong to FAGM (First Assistant General Manager),the

17%and 17%responders are belong to SEO and EO respectively, another 33% responders

are officers and finally 25% responders are Staff.

4. What is preferred more in case of promotion?

Table: Preference in case of promotion

Serial numberPreference in case of promotion

No of respondent Percentage

1 Experience 2 Seniority3 Juniority 4 Performance5 Nepotism Total 100%

5. Are you satisfied with your salary?

Table: Salary

Serial No Salary No of respondent Percentage1 Highly satisfied

2 Satisfied3 Neutral4 Dissatisfied 5 Highly dissatisfiedTotal 100%

Highly S

atisfied

satisfi

ed

Neutra

l

Dissati

sfied

Highly d

issati

sfied

00.05

0.10.15

0.20.25

0.30.35

8%18%

8%

33% 33%

Salary

Series2Series1

Explanation : The above diagram represents among the total number of responders,8% are Highly satisfied, among them,18% responders are satisfied,8% are neutral ,33% responders are Dissatisfied and33% highly Dissatisfied respectively. That means the company does not provide reasonable salary to their employees.

Interpretation: That means most of the employees are not satisfied with their salary. Only few employees are satisfied and these are the administrative people. Others are neutral.

6. Are you satisfied with your other monetary benefits or allowances?

Table: Other monetary benefits/allowances (medical and house rent allowance, provident fund, increment, transport facilities, fringe benefits

Serial No Other monetary benefits/Allowances

No of respondent Percentage

1 Highly satisfied 2 Satisfied3 Neutral4 Dissatisfied

5 Highly dissatisfiedTotal 100%

Highly sat -isfied

Satisfied Neutral Dissatisfied Highly dissatisfied

0%5%

10%15%20%25%30%35%40%45%

8% 8% 8%

33%42%

Allowances

Series1

Explanation: The above diagram represents among the total number of responders, 8% are Highly satisfied, among them, 8% responders are satisfied, 8% are neutral, 33% responders are Dissatisfied and 42% highly Dissatisfied. More employees are not satisfied for other benefits (medical and house rent allowance, provident fund, increment, transport facilities, fringe benefits).

Interpretation: That means most of the employees are not satisfied with their overall others benefits like medical and house rent allowance, provident fund, increment, transport facilities, fringe benefits. Only few employees are satisfied and these are the administrative people. Rest of the employees are neutral.

7. Are you satisfied with the company recognition?

Table: Recognition

Serial No Recognition No of respondent Percentage1 Highly satisfied 2 Satisfied3 Neutral4 Dissatisfied 5 Highly dissatisfiedTotal 100%

8. Are you satisfied with the promotion policies?

Table: promotion policies

Serial No promotion policies No of respondent Percentage1 Highly satisfied 2 Satisfied3 Neutral4 Dissatisfied 5 Highly dissatisfiedTotal 100%

Highly sat -isfied


0%

10%

20%

30%

40%

50%

60%

17%

50%

0%

33%

0%

Recognition promotion policies

Series1

Explanation: The above diagram represents among the total number of responders, 17% are Highly satisfied, among them, 5o% responders are satisfied, 0% are neutral, 33% responders are Dissatisfied and 0% highly Dissatisfied. More employees are dissatisfied about their Management policies

Interpretation: Maximum employees are satisfied with their Recognition and promotion policies because about more than fifty percent employees express themselves positive about their institution.

9. Are you satisfied with the pension system?

Table: Pension

Serial No Satisfaction/Dissatisfaction No of respondent Percentage1 Highly satisfied 2 Satisfied3 Neutral4 Dissatisfied 5 Highly dissatisfiedTotal 100%

10. Are you satisfied with your position?

Table: Position


11. Are you satisfied with your increment?

Table: Increment


12. Are you satisfied with company job status?

Table: Company job status


13. Are you satisfied with company job security?

Table: Company job security


Highly sat -isfied


0%

10%

20%

30%

40%

50%

60%

70%

25%

58%

17%

0% 0%

Job status and Job security

Series1

Explanation: The above diagram represents among the total number of responders, 25% are Highly satisfied, among them, 58% responders are satisfied, 17% are neutral, 0% responders are Dissatisfied and 0% highly Dissatisfied. More employees are satisfied about their Company job status job security

5.4. Overall Employees’ job Satisfaction level

Variable Satisfied and highly satisfied

Neutral Dissatisfied and highly dissatisfied

Salary 26% 8% 66%

Other monetary benefits/allowances (medical and house rent allowance, provident fund, increment, transport facilities, fringe benefits

16% 9% 75%

Job status and job security

83% 17% 0%

Training and development facilities

50% 0% 0%

Recognition and promotion polices

67% 0% 33%

Overall job satisfaction

67% 0% 33%

Chapter Six Findings

6.1. Major Findings

On the basis of salary and other benefits: Only few employees are satisfied and these

are the administrative people. The rest of the employees are neutral like.

On the basis of Management policies, Recognition and promotion policies: Although

the government bank’s management policies and promotions are not alike private bank,

Maximum employees are satisfied with their Recognition and promotion policies because

about more than fifty percent employees express themselves positive about their

institution.

On the basis of Company job status and job security: Maximum employees believe

that government bank is more secure than private bank. The employees are satisfied

about their Company job status job security.

On the basis of Company Freedom of job, Training and development facilities: Most

of the employees are satisfied with their Company Freedom of job, Training and

development facilities. Training and Development plays a significant role in improving

the efficacy of the work-force which makes him feel better equipped for the job at hand.

It also helps in the career planning of the employees. Both these aspects provide a sense

of job satisfaction to the work-force as well as to the leader

Overall Job Satisfaction: The study shows overall that most of the employees of Janata

Bank Limited are satisfied with their job.

Promotion disappointed some employees: Some employees who are not promoted will

be disappointed when their colleagues with similar qualifications and experience are

promoted either due to favoritisms or due to lack of systematic promotion policy.

Employee may develop negative attitude and reduce their contributions to the

organization and prevent organizational and individual advancement.

Some employee refuse promotion: There is a general tendency that employee accept

promotion. But there are several incidents where employees refuse promotions. These

include promotion together with transfer to an upward place, promotion that level where

the employee feels that he will be quite incompetent to carry out the job, delegation of

unwanted responsibilities, and when trade union leader feel that promotion causes

damage to their position in trade union.

The other problems associated with the promotion are: some superiors will not

relieve their subordinates who are promoted because of their indispensability in the

present job and inequality in promotional in different departments, regions and categories

of jobs.

The bank use paper promotion system that focuses on the seniority.

There is no such discrimination in the promotion system.

Promotion increases complexity and responsibility.

Sometimes promotion system becomes unfair and impartial. Nepotism or networking is

existed in JBL and thus, improper person get the opportunity of promotion.

Lack of career counseling is existed hear.

1. It reduces labor turnover.

2. Promotion is given to the employees to develop a feeling of content with the existing

conditions of the company and a sense of belongingness.

Measurement or judging of merit is highly difficult.

Many people, particularly trade union leaders, distrust the management’s integrity in

judging merit.

Chapter Seven

Conclusion and Recommendations

7.1. Conclusion

Janata Bank Limited plays a vital role like other banks, in the development process of the

country through financing industrial and agricultural process, local and foreign trade. The

performance of any bank mostly depends upon the level of its customer satisfaction as well as

employee satisfaction. Janata Bank Limited is not an exception from it. Everybody will confess

the truth that a set of dissatisfied employees can’t satisfy its customers perfectly. Bank, as a

service oriented organization, will lose confidence of the clients if it fails to serve them properly.

Any problem related to customer service causes customer dissatisfaction. Janata Bank Limited

has an enriched & effective Human Resource department which tries to ensure their employees’

job satisfaction by successfully implementing HR function. By collecting primary and secondary

data and after analysing those it is realized that employee job satisfaction helps the organization

to utilize its human resource in a more productive and efficient manner. The system identifies

weakness and threats of the employees and takes appropriate measures to overcome the

unfavourable circumstance.

Job satisfaction of this organization ensures the employees’ satisfaction, interest of work,

accountability and does any work satisfactorily. Job satisfaction results help the organization to

achieve its goal and objective in time. Total success of the bank depends on the employees’

performance, efficiency, honesty, diligence and integrity. So special care should be taken to

increase and maintain their level of job satisfaction and thereby assist them to increase their

efficiency and productivity since they are playing a vital role in the economic development of the

country.

At last, it can be said that employees are not overall satisfied with their job because they are not

contented with their salary, promotion, opportunity of training and development, and Job status.

7.2. Recommendations

The recommendations for Policies for improvement of the level of job satisfaction of Janata

Bank Limited officers are as follows:

This study discovered the major areas of dissatisfaction. These are: salary, promotion and

benefits/allowances. The dissatisfaction regarding promotion is serious than any other

issue. It is true that the promotion opportunity is narrower in the upper levels. In spite of

this the authority should think positively and take care of it so that the dissatisfaction

level can be reduced at least up to an acceptable level.

Salary is the primary and most important factor for satisfaction. It should be high enough

to maintain the living standard of employees. The authority should consider that salary

structure and benefits should be reasonable and comparable with that of other banks or

other similar institutions.

The bank should have a transparent standing policy for promotion of employees so that

an officer not getting promotion can clearly understand the causes behind it and may

devote him to be fit for promotion. So that they can improve their working standard with

a competitive attitude to make themselves fit for the future promotion.

In addition to salary, there are some kinds of allowances or benefits such as medical

allowances, insurance coverage, and other fringe benefits. There should be maintained

equality for every level of officers according to their position in providing these benefits.

To get rid of the problems created by the leader of workers’ unions by promoting them to

the officer’ levels where they are less effective in creating problems.

The study determined some areas of job satisfaction of JBL officers. They are: nature of

work and communication system, advancement in position, job status, job security,

honour, recognition, training and development. The bank authority should be careful to

maintain this trend, so that the level of job satisfaction can prevail in the minds of

officers.

There should be provision for different kind of rewards for better performance. It will

encourage the employees to take responsibility and also will improve their willingness to

perform better.

Promotion problems can be minimized though career counselling by the superiors and by

formulating a systematic promotion policy.

The JBL has to specify clearly its policy regarding promotion based on its corporate

policy.

It should be considered the sense that policy should be applied uniformly to all

employees irrespective of the background of the persons,

It should be fair and impartial. In other words it should not give room for nepotism,

favoritism etc.,

Systematic line of promotion channel should be incorporated

It should provide equal opportunities from promotion in all categories of jobs,

departments, and regions of an organization

It should insure open policy in the sense that every eligible employee should be

considered for promotion rather than a closed system which consider only a class of

employees

It should contain clear cut norms and criteria for judging merit, length or service,

potentiality etc.

Appropriate authority should be entrusted with the task of making final decision

Favoritism should not be taken as a basis for promotion

It should contain promotional counseling, encouragement, guidance and follow-up

regarding promotional opportunity, job requirement and acquiring the required skills,

knowledge etc. it should also contain reinforcing the future chances in the mind of

rejected candidates and a provision for challenging the managements decision and action

by employee or union within the limits of promotion policy.

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Report

1. Annual Report 2014, Janata Bank Limited

2. Annual Report 2013, Janata Bank Limited

Appendix

Acronyms

BBA-Bachelor of Business Administration

DMCH-Dhaka Medical College Hospital

HRM-Human Resource Management

HR-Human Resource

HRD-Human Resource Development

JBL-Janata Bank Limited

FAGM- First Assistant General Manager

Questionnaire sample

Dear Respondents,

I am Md. Sajib Uddin Ripon, A student of BBA program University of Dhaka, conducting a

survey on “Effects of promotion system on employee job satisfaction of Janata Bank Limited”.

The following questions are designed to get your valuable opinion regarding the promotion and

job satisfaction of your organization. Kindly noted that this is an academic study and the findings

will remain confined within academic interests. No part of this study will be disclosed. Your

kind Cooperation will be highly appreciated.

Please read carefully the question and put tick (√) in the respective number and kindly give your responds where necessary.

Questionnaire

Questionnaire on “Effects of Promotion system on employee Job Satisfaction of Janata Bank Limited”.

Section-01 Personal Information

1. Name of the Respondent…..................................................................................

2. Age ……………………….

3. Gender:

o Maleo Female

4. Designation

o Assistant General Managero Senior Executiveo Executiveo Officero Staff

5. What do you prefer more in your job?

o Salaryo Recognitiono Securityo Promotiono Honouro Contacto All of the above

6. In thinking about the variety of tasks your position requires, would you say that there are too many, enough or not enough?

o Too manyo Enougho Not enough

7. Would you advise a friend to apply for a job at this company?

o Definitelyo Probablyo Not sureo Probably noto Definitely not

8. Have you observed or experienced any of the following forms of discrimination on the promotion system at this company?

o Gender discriminationo Racial discriminationo Rural discriminationo Urban discriminationo Other discriminationo None observed

9. What is preferred more in promotion system?

o Experienceo Seniorityo Juniorityo Performanceo Nepotism

Section-02 Question and Responses (please put a tick-√ in the following box)

SL NO.

Questions 1.Highly Dissatisfied

2.Dissatisfied

3.Neutral

4.satisfied

5. Highly satisfied

1. I am satisfied with my salary?

2. I am satisfied with the promotion process on my job?

3. I am Satisfied with my increment?

4. I am Satisfied with the allowances of my job?

5. I am satisfied with the bank’s recognition?

6. I am satisfied with my job status?

7. I am satisfied with my job security?

8. I am satisfied with my position?

9. I am satisfied with my job?

10. I am satisfied with the pension system?

11. My salary matches my job performance?

12. My pay is fair for my position?

13. Promotion is the best reward as a best performer?

14. The bank maintains competitive pay and benefits package?

15. I am overall satisfied with my job?

Thank You

Documents

Sajib final internship report