Markentile Bank Internship Report.

Employee Job Satisfaction Level at
Employee Job Satisfaction at Mercantile Bank
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Internship Report on
Employee Job Satisfaction Level at Mercantile Bank Limited.

Prepared For:
Professor M.A. Ghulam Dastagir Secretary & Professor Internship Supervisor

Bangladesh University
Prepared By:
Shajhan Shiraz ID# 200811119055

Batch: 19th
BBA
Date: October 5.2011
Employee Job Satisfaction at Mercantile Bank 37
Eng. Golam Dustogir

Senior Lecturer School of Business Bangladesh University
Subject: Submission of the final report on Employee Job Satisfaction Level at Mercantile Bank Limited Dear Sir, I like to express my gratitude to give me an opportunity to get oriented into the real job market for the implication of my theoretical knowledge into the practical experience. As a part of my BBA program this internship at Mercantile Bank Limited has given me an opportunity to get hands on experience in Banking Arena at Bangladesh perspective.
I enjoyed preparing the report though it was challenging to finish within the stipulated time. In preparing this report, I have tried my level best to furnish all the relevant information and tried to identify the scope of betterment for the employee job satisfaction of Mercantile Bank Limited. I am requesting to acknowledge the report and enable me to fulfill my internship program and oblige thereby.
Thank you Sincerely, Shajhan Shiraz ID# 200811119055
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Executive Summary
A significant portion of the Mercantile Bank Limiteds employees are young people and we know that Young people often have a fall back option that is mostly their parents on which they can depend on to some extent and that plays a role in making them think it is safe to try for another job. Since they are opportunists in nature, they tend to find the earliest chance to grab a promotion and move vertically upward through the hierarchy. Discriminations between employees and departments, the lack of coordination between departments have been a major deal breaker for the MBL employees. And for the finance people who have been working in these financial institutions have quite a number of options when it comes to switching jobs. Especially since the employees at Mercantile Bank Limited are paid less than the other competitors in the banking industry, they often consider leaving their jobs. This report looks into the different factors involving the employee dissatisfaction of Mercantile Bank Limited employees and looks to mitigate the issue to some extent.
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Table of Contents
THE ORGANIZATION PART..........................................................7
1.0 NAME, LOCATION AND HISTORICAL BACKGROUND..................8
2.0 FOUNDERS..........................................................................9
3.0 MISSION, VISION AND OBJECTIVES......................................10
4.0 ORGANIZATIONAL STRUCTURE............................................13
5.0 THE COMPANYS MAJOR FUNCTIONS, DESCRIPTION OF ITS BUSINESS, AND DETAILED DESCRIPTION OF VARIOUS FUNCTIONAL DEPARTMENTS........................................................................14
6.0 THE COMPANYS COMPETITIVE CONDITIONS, INDUSTRY ANALYSIS, AND SWOT ANALYSIS:.............................................24
7.0 STRATEGIC, OPERATIONAL AND LEGAL ISSUES FACED BY MBL ..............................................................................................29
8.0 MBLS CURRENT STATE OF OPERATIONS AND FUTURE DIRECTIONS............................................................................31
THE PROJECT PART..................................................................36
1.0 INTRODUCTION..................................................................37
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2.0 OBJECTIVES OF THE STUDY.................................................39
..............................................................................................41
3.0 SIGNIFICANCE OF THE STUDY..............................................41
4.0 METHODOLOGY..................................................................56
5.0 HYPOTHESES.....................................................................60
6.0 FREQUENCY ANALYSIS........................................................68
7.0 CROSS TABULATION ANALYSIS............................................75
8.0 CORRELATION....................................................................90
9.0 REGRESSION ANALYSIS......................................................93
10.0 RECOMMENDATIONS.........................................................96
11.0 LIMITATIONS OF THE STUDY..............................................99
12.0 CONCLUSION..................................................................100
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The Organization Part
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1.0 Name, Location Background
and
Historical
Mercantile Bank Limited is a scheduled private commercial Bank established on May 20, 1999 under the Bank Company Act, 1991 and incorporated as a Public Limited Company under Companies Act, 1994. The Bank started commercial Banking operations from June 02, 1999. From then within a short time MBL has established itself in a strong position in the economy of the country. It has earned significant reputation in the countrys Banking sector as Bank and created a wide image in the eye of the people. The dreams of creating MBL, which is A Bank of 21st Century has become successful because of the initiative of some persons who are the sponsors of MBL. There are 30 sponsors in Mercantile Bank Limited and all of them are highly regarded for their entrepreneurial competence. The Bank has launched a number of financial products and services since its inception. Among these, Monthly Savings Scheme, Family Maintenance Scheme, Double Benefit Deposit Scheme, Quarterly Benefit Deposit Scheme, 1.5 Times Benefit Deposit Scheme, Advance Benefit Deposit Scheme, Consumer Credit Scheme, Small Loan Scheme, Lease Finance Scheme, Overseas
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Employment Loan Scheme, Car Loan Scheme, Home Loan Scheme and SME Loan have received wide acceptance among the people.
1.1 Deposit Products

1. Monthly Saving Scheme 2. Monthly Benefit Deposit Scheme 3. Double Benefit Deposit Scheme 4. Quarterly Benefit Deposit Scheme 5. Times Benefit Deposit Scheme 6. Advance Benefit Deposit Scheme
1.2 Loan Products

1. Consumer Credit Scheme 2. Small Loan Scheme 3. Lease Finance 4. Doctors' Credit Scheme 5. SME Loan Scheme 6. Personal Loan Scheme 7. Car Loan Scheme 8. Home Loan Scheme 9. Overseas Employment Loan Scheme
2.0 Founders
Mr. Abdul Jolil (M.P.) is a Bangladeshi politician. He is a former minister of Bangladesh Government and the member of Central Committee of Bangladesh Awami League and current general secretary of Awami League. He is founder Chairman of Mercantile Bank Limited. He expressed his satisfaction at the achievement of the bank during the year 2002 and advised the executives and officers to come forward with new banking products and innovative ideas. He is a current Member of Parliament and elected from Naogoan District. Employee Job Satisfaction at Mercantile Bank 37
3.0 Mission, Vision and Objectives

3.1 Mission To become the most caring bank To be focused for equitable growth based on diversified deployment of resources Nevertheless to remain healthy and gainfully profitable Bank.
3.2 Vision MBLs vision is to become the Bank of Choice by transforming the way it does business and developing a truly unique financial institution that delivers superior growth & financial performance and be the most Recognizable Brand in the financial services in Bangladesh. MBL dreams to become the bank of choice of the general public which includes both the consumer and the corporate clients. They want to build such an image that whenever people will think of a bank, they will think of Mercantile Bank. 3.3 Objectives MBL is always ready to maintain the highest quality to services by upgrading banking technology prudence in management and by applying high standard of business ethics through its established commitment and heritage.
MBL is committed to ensure its contribution to national economy by increasing its profitability through professional and disciplined growth strategy for its customer and by creating corporate culture in international banking arena.
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The objective MBL is not only to earn profit but also to keep the social commitment and to ensure its co-operation to the person of all level, to the businessman, industrialist-specially who are engaged in establishing large-scale industry by consortium and the agro-based export oriented medium & small-scale industries by self-inspiration.
MBL is always pre-occupied to encourage the inventors for purchasing its share by creating the opportunity of long-term investment and increasing the value of share through prosperity as developed day by day.
MBL is playing a vital role in Socio-economic development of Bangladesh by way of linkage with rest of the world by developing worldwide network in domestic and international operations.
3.4 Strategies Mercantile Bank Limited will be a world class organization in terms of service quality and establishing relationships that will help its customers to develop and grow successfully. MBL will be the market leader in the concept of Excellence in Banking by providing accurate, reliable and timely services. That is the reason it has created some values which support their strategies. The values are given below. Shareholders - Create sustainable economic value for our shareholders by utilizing an honest and efficient business methodology. Community - Committed to serve the society through employment creation, support community projects and events and be a responsible corporate citizen.
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Customers Render state-of-the-art service to our customers, offering diversified products and aspiring to fulfill their banking needs to the best of our abilities. Employees Be reliant on the inherent merit of the employees and honor our relationship as a tribute to be a part of the renowned financial institution. Work together to celebrate and reward the unique background, viewpoints, no matter what the job is. Accountability As a bank, we are judged solely by the successful execution of our commitments, and we expect and embrace that form of judgment. We are accountable for providing the highest level of services along with meeting the strict requirements of regulatory standards and ethical business practices. Trust We value mutual trust, which encompasses transparent and candid communications among all parties.
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4.0 Organizational structure

4.1 Corporate Hierarchy
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5.0 The companys major functions, description of its business, and detailed description of various functional departments
5.1 Major Functions
The functions of commercial Banks are now wide and varied. However, the functions of Commercial Banks may broadly be classified under the following two categories1. Primary Functions 2. Secondary Functions
5.1.1 Primary Functions:
The primary functions of Mercantile Bank Limited are same as other Commercial Banks. These functions includesi. Accepting deposits; ii. Lending money; iii. Creating credit; iv. Creating medium of exchange.
5.1.2 Secondary Functions:

Modern commercial Banks like MBL, besides performing the functions, cover a wide range of financial and on-financial services to meet the growing needs of the time. Some of these services are available only to the customers while others are available to the public in general. The subsidiary services provided by a modern banker may be classified into following three groupsi. Agency Services ii. Generally Utility Services Employee Job Satisfaction at Mercantile Bank 37
iii. Foreign Exchange Business
5.2 Divisions of Mercantile Bank Limited:

If the jobs are not organized considering their interrelationship and are not allocated in a particular department it would be very difficult to control the system effectively. If the departmentalization is not fitted for the particular works there would be haphazard situation and the performance of a particular department would not be measured. Mercantile Bank Limited has nine divisions which are as follows:
5.2.1 Credit Risk Management:
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The primary objective of this division is to evaluate the credit worthiness and debt payment capability of present loan customers and loan applicants. The respective branches send all loans and advances proposals from the prospective borrowers to the Head office Credit Risk Management (HOCRM) for an approval. If this department finds the loan proposal attractive, it either approves it or sends it for board approval. It is also responsible for keeping track of the credit portfolio by obtaining regular information from the branches. It sets prices for credits and ensures affecting it at the branches. This department also monitors the various loan accounts of the branches and prepares various statements for Bangladesh Bank. The Credit Risk Management Department is assisted by the Credit Administration Department, which is mainly concerned with the post-approval functions of the division. The aspects that are critically tracked and monitored by Credit Admin are Credit expiry Past dues Excess over limit Document deficiency Reporting Credit Administration is involved in basically 2 broad functions: Loan Monitoring Documentation
Loan Monitoring: The important aspects of this part are: Follow approval terms Proper loan disbursement Monitor interest payments
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Monitor principal repayment Balance with general ledger
Documentation: The important functions of this part are: Look at sanction terms Fill up loan documentation checklist Ensure Proper loan documentation Obtain client sign off Filing with the Registered Joint Stock Corporation ( RJSC) Registered mortgage deed execution
5.2.2 Consumer Banking Division:

The mission of Consumer Banking is to serve individual customer throughout every stage of their life stage. The consumer banking activities are being carried out through the 50 branches of Mercantile Bank Limited operating countrywide. Among these branches 19 branches are located in Dhaka. The broad functions of this division are: Settlement of accounts Building strong relationship with individual customers Identifying individual needs of the customers and thus helping design products that will meet their needs. Providing locker services Providing ancillary services
5.2.3 Human Resources Division:
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The employees are Mercantile Banks most valuable resource. Having competent and professional employees is becoming increasingly important in todays competitive world, and MBL has a significant competitive advantage in this respect. Also the new employees are recruited with sound academic background and given proper training after recruitment to groom up for their responsibilities. The broad functions of this division are: Staffing: An important task of the HR division is to prepare all formalities regarding appointment and joining of the successful candidates. Training: HR department emphasizes on training and development in order to minimize the knowledge and skill gaps and enhance business awareness among the bank employees. To this effect, this department arranges various training programs for the bank employees both at the Banks own Training Institute at Purana Paltan and at various outside locations.
5.2.4 Audit and Compliance Division:

The main function of this division is to provide legal assistance to the branches and to ensure strict adherence of rules and policies by all concerned officials of the bank through routine and surprise inspection and audit. The functions of this division are as follows: Implement rescheduling process of stuck-up loan to the branches for obtaining
repayment schedule through strong persuasion and serve final notice etc. as the condition required. Monitor the individual cases with respect to their securities, value of securities, and
finally review of possibility of recovery of banks stuck-up classified loan. Investigate suspicious or irregular matters being directed by higher management.
Also conduct such inquiry being requested by affected branch-in-charges. Time to time follow-up of stuck-up advances of branches and keep the branches
under constant pressure. Employee Job Satisfaction at Mercantile Bank 37
Inspect all branches operations at least once in a year. Carry out surprise audit as felt necessary.
5.2.5 Finance and Accounts Division:

Finance and Accounts division is a very important division for any Bank, because its task is to -- Maintain daily liquidity positions, treasury bills, call money, debentures, placement
of funds etc. Monthly-accrued interest calculation of all interests bearing accounts, inter-branch
calculation for Head Office, amortization of all fixed and other assets. Preparation of statement of accounts and profit and loss account for the bank. Weekly deposit and advance analysis of the bank. Cost of fund analysis. Maintenance of accounts, preparation of annual report of the bank, maintenance of
provident fund accounts, maintenance of income and expenditure posting, maintenance of salaries and wages of the employees etc. Fulfilling reporting requirements of Bangladesh Bank.
5.2.6 Information Technology Division:

With the implementation of Information Technology, the IT division has become a very important contributor to the banks overall efficiency and profitability. At present, the IT department serves the following functions: Development of softwares for banks operation according to need, their maintenance and purchase of new softwares. Maintenance of computer hardwares and upgrading the PCs whenever required. Training of the staff so that they can perform properly in the automated environment. Employee Job Satisfaction at Mercantile Bank 37
Preparing training materials. Troubleshooting with the new software.
5.2.7 Administration:
This department looks after the administrative matters and procurement and supply of all tangible goods to the branches. Some of the main functions of this division are described as follows: Make arrangement for branch opening such as making lease agreement, internal decorations etc. Print all security papers and bank stationery. Purchase necessary stationery items. Distribute this stationery to the branches. Purchase all sorts of furniture and fixtures for the branches. Install and maintain different facilities for the branches etc. Issuance of power of attorney to the officers of the branches. Issuance of different circulars of Bangladesh Bank and other banks. General correspondence with Bangladesh Bank and other banks. Advertise in the different media about tender notice, general meetings and public interests.
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5.3 Products and Services

5.3.1 Small & Medium Enterprise (SME)
Over the years, continuous time and effort has been put in to understand the target market and their needs. The SME unit has worked on risk management system to cover the typical needs that the clients might have and has come up with flexible payment patterns which will help all the clients in the long run.
5.3.2 Corporate Banking

Mercantile Bank Limiteds Corporate Banking team provides banking services as well as financial support to local large and medium organization. Corporate Banking is the most conventional mode of business in low risk sectors. Services that corporate team provides are:
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5.3.3 Personal Banking

MBL exerts special effort to develop and introduce new products and services through extensive market research to meet every facet of modern business. Different products of Personal Banking are as follows:
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5.3.4 Depository Product:
5.3.5 New Product and services

The bank has its concentration for new product and services development for satisfying its customer and increasing its customer base. The bank firmly believes that technology based product and services will play significant role in the performance of the bank as people are getting more conscious about their service quality. There are some new products and services that Mutual Trust Bank Limited has lately introduced. These are:
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6.0 The companys Competitive Conditions, Industry Analysis, and SWOT Analysis:
6.1.1 World Economy- An over view
In the era of trade liberalization, globalization has presented new challenges as well as greater opportunities for countries all over the world. Economic boundaries of nations are being abolished and the world is gradually becoming one global village. E-commerce is becoming the predominant mode of transactions. Revolutionary changes in the fields of cost control, retail channels, range and delivery of services, accessibility and reach are being witnessed.
6.1.2 Bangladesh Economy-An over view

The macro economic development during financial year 2008-2009 was marked by a healthy GDP growth and moderate inflation. For the second year running bumper rice harvest maintained growth at above 6% and GDP growth during the FY 2008 was at 5.59%. On the other hand, the growth performance in industry was slow with manufacturing growth 7.4% being one of the lowest rates in the recent years. Several unfavorable factors contributed to this situation which included disturbance in the supply of natural gas which in the turn affected the power supply and production activities. Other than that import of raw materials and private sector credit also affected the manufacturing growth. Furthermore, labor disputes during the second quarter of the year badly affected the operation of Chittagong port. In the services sector, growth in transportation, storage and communication contributed to about 13% to the total GDP but growth in trade sector was slow due to lower import growth. During the year some positive initiative were taken in the banking sector with improvements in the legal and regulatory environment to improve loan recovery but unfortunately the high quantum of nonperforming assets and under capitalization continued to plague the entire
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banking sector thus causing a major threat to the macroeconomic stability. The size of classified loans increased significantly which contributed to lower profitability of the banks.
6.1.3 Industry Analysis

We know that this is a monopolistic competitive market where a companys main focus is to have service differentiation. Banks are competing with each other on the basis of service differentiation. Bangladesh economy has been experiencing a rapid growth since the '90s. Urbanization and lifestyle changes along with the economic development have created a demand for banking products and services to support consumer investments in a profitable manner. To meet the overgrowing demand of consumers the number of commercial banks in Bangladesh is increasing day by day. The total number of banks operating in Bangladesh is 49. Out of the 49 banks, four are Nationalized Commercial Banks (NCBs), 28 local private commercial banks, 12 foreign banks and the rest five are Development Financial Institutions (DFIs). Bangladesh Bank (BB) regulates and supervises the activities of all banks.
6.1.3.1 Nationalized Commercial Banks (NCBs)

1. Sonali Bank 2. Janata Bank 3. Agrani Bank 4. Rupali Bank
6.1.3.2 Private Commercial Banks (PCBs)

1. Pubali Bank 2. Uttara Bank 3. National Bank Ltd. 4. The City Bank Ltd. 5. United Commercial Bank Ltd. 6. Arab Bangladesh Bank Ltd. 7. IFIC Bank Ltd. 15. Al-Arafah Islami Bank Ltd. 16. Social Investment Bank Ltd. 17. Dutch-Bangla Bank Ltd. 18. Mercantile Bank Ltd. 19. Standard Bank Ltd. 20. One Bank Ltd. 21. EXIM Bank 37
8. Islami bank Bangladesh Ltd. 9. Al Baraka Bank Bangladesh Ltd. 10. Eastern Bank Ltd. 11. & Commerce Bank Bank Ltd.) 12. Prime Bank Ltd. 13. South East Bank Ltd. 14. Dhaka Bank Ltd.
22. Bangladesh Commerce Bank Ltd. 23. Mutual Trust Bank Limited 24. First Security Bank Ltd.
National Credit 25. The Premier Bank Ltd. Ltd. (NCC
26. Bank Asia Ltd. 27. The Trust Bank Ltd. 28. Shah Jalal Bank Limited (Based on Islamic Shariah)
6.1.3.3 Foreign Banks

1. American Express Bank 2. Standard Chartered Grindlays Bank 3. Habib Bank Ltd. 4. State Bank Of India 5. Credit Agricole Indosuez (The Bank) 6. National Bank of Pakistan 7. Muslim Commercial Bank Ltd. 8. City Bank NA 9. Hanvit Bank Ltd. 10. HSBC Ltd. 11. Shamil Islami Bank Of Bahrain EC 12. Standard Chartered Bank
6.1.3.4 Development Banks

1. Bangladesh Krishi Bank 2. RajshahiKrishiUnnayan Bank 4. Bangladesh ShilpaRin Sangstha 5. Bank of Small Industries & Commerce Bangladesh Ltd. 3. Bangladesh Shilpa Bank
6.1.3.5 Other Banks

1. Ansar VDP Unnayan Bank 2. Bangladesh Samabai Bank Ltd. (BSBL) 3. Grameen Bank 4. Karmasansthan Bank 37
The banking industry is quite saturated and competitive. Some of the major players in this industry are the Hong Kong and Shanghai Banking Corporation (HSBC), Standard Chartered Bank (SCB), City bank, Islami Bank Limited, BRAC Bank, Prime Bank Limited, Mercantile Bank Limited and Dutch Bangla Bank Limited. Over the years these banks are significantly holding the market share and continuously exerting pressure over one another. This highly competitive and profitable industry therefore inspired others to come forward and thus made this industry even more competitive and tougher. Mercantile Bank Limiteds direct competitors are the:
6.2 SWOT Analysis of MBL

SWOT analysis is used to measure views of a single issue from different patterns. From historical data and practical observation, I found the following Strength opportunity, weakness and threat under SWOT analysis of Mercantile Bank Limited:
6.2.1 Strengths

Not engaged in unfair business practice. Well-known reputed bank in the market. 37
Concentrated market. Officers are highly educated and experienced. Deposit is larger than advance. Attractive credit and deposit schemes than competitive markets. Well-furnished and Air-conditioned Bank. Strictly complies of government banking rules, regulations and acts.
6.2.2 Weakness

Small market shares in Banking-business. Short time experience in the banking sector. Growth is slower than other competitive banks. Training programs to officers are not so effective and adequate. Lack of advance technology utilization in all aspects.
6.2.3 Opportunities

Can provide more attractive and deposit facilities and credit facilities. Take incentives to provide high quality service. Can increase the advertising of the Bank to highlight latest services of
MBL.
Can adopt high technology based inter-branch networking system.
6.2.4 Threats

The number competitors in banking sectors are increasing. Governments increasing rules and regulations are not so inspiring. Competitive performance is in high positive flow. Competitors are using more advance technological system. Government tendency of imposing tax and VAT is becoming stricter. 37
7.0 Strategic, Operational and Legal Issues faced by MBL

7.1 Issues to be considered
1. The current era of banking has become more uncertain and challenging. Traditional concepts have changed and innovative products and channels of delivery such as: telephone and internet banking are gaining popularity which is resulting in the reduced necessity for the brick and mortar branch banking system. Another trend that is apparent in the banking sector, is the shifting of focus from corporate banking to accommodate retail and SME banking with a view to minimize risk and diversify the portfolio. Another issue that attracts considerable attention is the increase in operating costs due to improved service quality level which has become compulsory to meet the requirements of the customers. 2. However, apart from these changes, the major problem that faces Mercantile Bank Limited is the substantial increase in the inflation level worldwide which can be attributed as the primary reason for the growth of the financial sector. This is because, due to sharp changes in industrial inputs and food grains prices, the same volume of imported resulted in higher bills without bringing in proportionate enhancement in real economic activity. Another issue to consider for Mercantile Bank is the slowdown in industrial credit because of various socio-political changes.
7.2 Strategies to Address the Issues & Problems

1. The approach that Mercantile Bank Limited should take in addressing the various issues and problems is through means of adaptability. But this could only be done if the bank has a motivated pool of competent, talented and trained employees, who has the Employee Job Satisfaction at Mercantile Bank 37
ability to foresee the changes and devise business directions accordingly. Therefore, investment in human resources should be of top priority. 2. In addition, the management of the bank has already recognized the elements that will pose risks in the near future in retaining the banks superior position. And accordingly have developed strategies and listed priorities in order to overcome these risks.
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8.0 MBLs Current State of Operations and Future Directions

8.1 Current Operations of MBL
The incessant fall out of international credit market due to world economic meltdown resulting sluggish growth has put significant pressure on financial performance of banks and financial institutions worldwide. MBL has achieved continuous growth in almost all arenas of its business despite this economic crisis, facing intensified competition of the industry. The bank remained in strong financial strong position with its continued focus on the vision of becoming countrys finest corporate citizen, providing excellent and need based customer service. The recent fiscal years have all contributed to the achievement of the financial sector of Bangladesh. This performance was praiseworthy considering the worldwide economic downturn. In this time, Bangladesh Bank has increased the capital adequacy requirement of the banks from 9 percent to 10 percent of RWA (Risk Weighted Assets) and has also introduced general provision on Off-balance sheet items in an effort to reduce inflation and strengthen lending facilities of Commercial banks for better asset and liability management. These steps have affected both the banks and the borrowers. And due to the political situation in recent times, the lack of business confidence and cautionary monetary policy resulted in excess liquidity in the banking sector. The growth of deposits and lending activities has also slowed down from the level of last year. These incidents will result in a reduce return on assets and equity for the sector. The recent trend of the customers to be more interest sensitive has led to the lowering of the spread for the banks. Even with all these adverse conditions the
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Private Commercial Banks continued to perform better due to balanced diversification of its assets among the Retail, SME and Capital Market. The recent years have been all been fruitful for Mercantile Bank Limited despite of shocks in the economy. The bank was able to make a record operating profit of Tk 1.66 billion in 2010, an increase of 29.73 percent from the previous year. Net profit attributable to shareholders reached Tk. 802.52 million. The return on average equity remained 18.80 percent and earnings per share (EPS) stood at Tk. 37.41 during 2010. The non-performing loan ratio is 2.54 percent. Capital adequacy ratio was at 10.48 percent, which is above the required return of 10 percent. Cost income ratio declined to 32 percent from 34 percent of previous year. This strong performance of the bank can be attributed to its continuous growth of loans and deposits and also to the remarkable performance of the merchant banking division. In this time, deposits of the bank rose to 58.30 billion from 49.54 billion in 2010. Indicating a growth of 17.68 percent. Loans and advances stood at 48.30 billion which was 41.99 at the end of year 2009. Percent during the year. The bank transacted foreign trade to the amount of 137.84 billion indicating a growth of 26 percent during the current year. (BDT in million) Particulars Authorized Capital Paid-up Capital Assets Investments Deposits Advances Import Export 2006 1200.00 319.77 16383.17 882.47 15150.42 8896.19 15112.50 11377.30 2007 1200.00 639.53 18324.73 1382.29 16285.19 10775.95 20380.80 15250.60 2008 1200.00 799.41 24098.09 2107.26 22385.19 17669.29 28325.20 17411.00 2009 1200.00 999.27 28890.48 3517.68 25727.43 21857.05 33271.90 24108.57 2010 1200.00 1199.12 37159.65 5407.90 33317.64 26842.14 N/A N/A
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Profit after tax Earning Per Share Price earning ratio No. of Branches No. of Employees
256.74 70.59 15 663
215.91 57.88 20 879
312.58 31.28 17 times 25 945
386.83 32.26 9 times 28 1,115
494.22 41.22 10 times 31 1315
8.2 Future Directions

It is expected that in the years to come, increased remittance flow, good export performance, steady industrial growth, accelerated performance in small and medium enterprise and consumer loan, implementation of efficient risk management and corporate governance are the events that will have positive impact on the performance of the banking sector. Mercantile bank is well positioned to meet the challenges of the future as it is expected to continue to harness the potential of retail, credit card, SME (Small & Medium Enterprise) and remittance market. The bank will also focus on its large existing customer base to generate more business from them. However, the continued pressure on interest margins, fees, exchange earnings and increased provision requirement for Retail, Credit Card, SME, Off-balance sheet items and implementation of BASEL II by 2009 will pose a challenge to the financial sector in the near future. Keeping all these in mind, Mercantile Bank is committed to adhere to good governance and practices and sound risk management policies and strict credit evaluation procedure.
8.3 Employees at Mercantile Bank
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Employee satisfaction is the terminology used to describe whether employees are happy and contented and fulfilling their desires and needs at work. Many measures purport that employee satisfaction is a factor in employee motivation, employee goal achievement, and positive employee morale in the workplace. Employee satisfaction, while generally a positive in an organization, can also be a downer if mediocre employees stay because they are satisfied with your work environment. Factors contributing to employee satisfaction include treating employees with respect, providing regular employee recognition, empowering employees, offering above industryaverage benefits and compensation, providing employee perks and company activities, and positive management within a success framework of goals, measurements, and expectations. Employee satisfaction is often measured by anonymous employee satisfaction surveys administered periodically that gauge employee satisfaction in areas such as:

management, understanding of mission and vision, empowerment, teamwork, communication, and Co-worker interaction.
MBL believes that employee satisfaction drives the bank work better and therefore the bank tries to provide every facility it can to the employees. HR policies laid emphasis on the employee benefits as the bank thinks them as valuable assets and the bank intends to make them more valuable providing them sufficient pecuniary benefits, nurturing their knowledge as well. Good work environment is a very important factor for the employees and MBL does 37
offer a hygenic work environment. Better career growth has been ensured so that the employees can lead a standard life. Attractive compensation bonus, yearly and festival bonuses, training faclity, retirement facility, providend fund facility, gratuity fund, leave fare assistance, disability benefits, health care benefits by permanent doctors and variety of loan facilities at a lower interest rate- these benefits are always available for the employees. Costs incurred for nursing the employees in the year 2010 and 2009 are as follows:
Employee benefits
Basic Salary (BDT in million) Festivals and incentive bonus (BDT in million) Allowances (BDT in million) Training expenses (BDT in million)
Year 2010 Year 2009

351.43 218.94 243.27 9.09 255.66 165.96 196.42 7.00
Growth
37.45% 31.92% 23.85% 29.85%
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The Project Part
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1.0 Introduction
Employee satisfaction surveys provide the information needed to improve levels of productivity, job satisfaction, and loyalty. There is a direct link between employee satisfaction and financial results. In addition to the intrinsic desirability of having employees at the workplace who are satisfied, administrators have also been concerned about the job involvement of employees which enhances the goal commitment and reduces the turnover of employees. Employees with higher job satisfaction believe that the organization will be satisfying in the long run, care about the quality of their work, are more committed to the organization, have higher retention rates, and are more productive. Job satisfaction, which has been studied extensively, is a function of several important variables - especially the characteristics of the job itself (Hackman and Oldham, 1975), and the organizational climate (Litwin and Stringer, 1968). Job characteristics have been shown in many studies to influence the job satisfaction of employees (see for instance, the extensive review by Rabinowitz and Hall, 1977). Organizations can identify the root causes of job issues and create solutions for improvements with an accurate perspective of employee views. There is a need to discover what motivates people, what drives loyalty, and what genuinely makes and keeps your employees happy. Satisfaction levels will increase when employees know that their issues are being addressed.
This research has been undertaken with objective of: Finding the areas of employee satisfaction or in other words what are the factors that employees deem important to him/her.
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Analyzing and identifying the key factors that will achieve employee satisfaction to optimum levels.
1.1 Purpose of the Research

Mercantile Bank Limited is operating in such a market where they have high competition as it has become a monopolistic competitive market. MBL is expanding its business and because of this reason they need employees especially when they open a new branch. Thats the reason Mercantile Bank Limited is popular among the job seekers but there are plenty of MBL employees who are not satisfied with their job. The purpose of this research is to identify the specific reasons why the MBL employees are dissatisfied with their job. The business reason for this research is that I can provide the information to top level management so that they can reduce the employee job dissatisfaction level.
1.2 Research Question

What are the reasons behind the job dissatisfaction of MBL employees? Does it have any real impact on the banks performance? In the report I have tried to find out answers to the following questions: 1. What is the importance of employee satisfaction? 2. What are the factors that influence the employee satisfaction? 3. Reasons behind the job dissatisfaction of MBL employees? 4. How can the top level management minimize the job dissatisfaction level? 5. What are the roles and responsibilities of a branch manager in order to minimize the dissatisfaction level?
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2.0 Objectives of the study

I tried to finish this specific project based on a survey among the employees of Mercantile
Bank Limited. Along with that, to fulfill the requirement of this course (BUS 498) in a
realistic and practical way, what I guess it will be helpful for me in future.
2.1 Broad objective

To find out the reasons behind the job dissatisfaction among the employees of MBL. The general purpose of this study is to determine the influential factors making the MBL employees dissatisfied with their job and linking these factors with the possible problems that MBL can face in future. This broad objective is to find out the reason why MBL employees are dissatisfied even though this is a lucrative work place for the job seekers.
2.2 Specific objective

To present an overview and brief introduction of Mercantile Bank Limited. To find out what may occur if employees are dissatisfied. The possible ways to reduce their dissatisfaction level.
I decided to pursue my research goal through a questionnaire based survey conducted on the employee of Mercantile Bank Limited. My targeted respondents were the employees of MBL who have served MBL for at least one year. The questionnaires were designed as the apparatus with which I could shape this project. They were designed on the basis of Relevance, Accuracy and Consistency. The questionnaires were Relevant in the sense that only the most important questions were entered, Accurate in the sense that the questions were designed to gather accurate and error free information from the respondents and finally Consistent in the sense that, some questions were added simply to verify the consistence in the response patterns of the respondents and thus verifying whether they actually understood the topic. Employee Job Satisfaction at Mercantile Bank 37
2.3 Scope of the Study

Since the most important factor for any service sector is to retain the trained and experienced employees and hence increase productivity. If majority of the employees are dissatisfied then they will eventually quit the company in future and this is a big threat for a company as they are the people who provide the services and earns profit for the company. This report looks to find out the dissatisfaction level of the employees of MBL and the factors on which the job dissatisfaction level depends, which affects the revenue of the bank. The scope is that, this report may give ideas to the management, so that they can take decisions regarding modifying the strategies of providing incentives to the employees to reduce the current job dissatisfaction level.
2.4 Types of Information

The survey gathered information about employee satisfaction level in these key areas:
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3.0 Significance of the Study

The purpose of conducting this research is to find out the employee satisfaction level and the scope of improvement in order to achieve more productivity. This study will help MBL to gain more knowledge about the satisfaction level of the employees and will help them to redefine their strategies to increase productivity. It will also assist in developing new ways to keep the employees motivated and reduce cost due to arranging training and workshops. We will be able to get a brief overview of the employee satisfaction level in Financial Sectors in Bangladesh especially in MBL.
3.1 Literature Review 3.1.1 Job Satisfaction and Dissatisfaction

Hezbergs two factor theory of job satisfaction
Hezbergs two factor theory of job satisfaction (Hygiene Theory): Hezbergs two factor theory attempts to explain satisfaction and motivation in the workplace. According his theory, 37
satisfaction driven by motivation and dissatisfaction is driven hygiene factors. Motivating factors are considered to be intrinsic to the job, or the work carried out. Motivating factors are factors those make people want to perform, and achieve. Motivating factors provide people with satisfaction, such as achievements, recognition, promotion opportunities etc. Hygiene factors include aspects of the working environment such as pay, company policies, and other working conditions. According to Hezbergs, adequate fulfillment of Hygiene factor influence employees to be Not dissatisfied and inadequate hygiene fulfillment lead to dissatisfaction. What causes job satisfaction: Studies have shown that, job satisfaction is strongly correlated with the work itself. Enjoying the work itself leads to highest level of job satisfaction. Other job satisfaction facts include, pay, coworkers, opportunity for advancement etc. According to this theory, personality plays a very important role. People with positive personality are generally more satisfied. According to research, money motivates and satisfies employees only up to a certain level. After that level, money cannot satisfy an employee.
Job Dissatisfaction and Retention Rate

If the employees are satisfied then they are not going to switch the job however if they are dissatisfied with their job then in near future they will switch to another organization and this will lead to low retention rate for the company, in this case the company is Mercantile Bank Limited. As we know that trained employees are the valuable resources for a company, if they start switching the job then it can be possible that the company will be collapsed as they are in the service industry and the service providers meaning the employees are leaving the company one by one because of the job dissatisfaction. The more employees will switch the job the more retention rate will be going down for Mercantile Bank Limited.
Factors Contributing To Retention
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The literature clearly indicated that there are six keys to retaining personnel. They are recruiting, communications, training, job satisfaction, pay, and benefits. There is a direct link between job dissatisfaction and retention. The other factors also play important role in determining the workplace environment and retention.
Recruiting
It is evident that the effort to retain the best personnel begins with recruiting. Attracting potential candidates and retaining the performers are not two different things, but is the same thing. Both of these require creating and maintaining a positive reputation, internally as well as externally. By representing the organization realistically, a department will attract those who will be content working within the culture (Marx, 1995). Denton (1992, p.47) follows this up by stating that, The better the match between recruits and the organization the more likely you are to retain them. Lynn (1997) believes that you must take time during the hiring process to make wise decisions. The employer must be open and truthful about the working conditions, responsibilities, opportunities and other details to reduce the chances of making hiring mistakes. Taylor and Cosenza (1997) emphasized this thought by noting that it is imperative that companies give prospective employees a true picture of the organization, if they hope to match the personality type with the climate and culture of the organization so that in future they do not feel cheated and leaves the job.
Communications
Taylor and Consenza (1997) indicate that it is important to communicate the values of the organization to its employees in order to increase their level of consent, participation, and motivation. The vision of the organization must be shared with the employee as well as the importance the employees play in helping fulfill it. Lack of communication may result in gaps between managements perceptions of quality employment and the employees desired and
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perceived quality of employment (Taylor &Consenza, 1997). There must be a common purpose and trust among employees. People want to feel as if they are a vital piece of something larger (Carney, 1998). As Denton (1992) points out, managers must make sure employees know what they should do and why it is important. (Employee Retention, 1999) In the same article (Employee Retention, 1999) Lynn stated that communications must be a two way street to be effective. Employers must listen to what employees have to say. An atmosphere needs to be created in which employees feel comfortable making suggestions and trying our new ideas. The literature revealed that communication must begin early in the employer/employee relationship. Organizational values and culture must be made clear to all employees and their importance within the organization must be continually emphasized.
Training
It is important that the employee feels like a valued member of the organization which will motivate him to take part actively. And in such cases training helps underscore this message. Training personnel is a way to show that he/she is respected and have scopes to grow. The department is making an investment in the employee by offering training (Marx, 1995). Good training can de-emphasize salaries and benefits, in part by building a positive work environment and by giving employees advancement opportunities (Lynn, 1997). Lynn also states that training helps strengthen employee loyalty. (Employee Retention, 1999) Training emphasizes to the employee that they are valued and respected and this turn into increased loyalty.
Job Satisfaction
While an organization must be competitive in terms of compensation and benefits, it is the relationship with the supervisor that is often a crucial factor in determining whether a person
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stays or goes (Mendonsa, 1998). Employees want more interaction with management, more self-satisfaction on the job, more responsibility and more control over decisions affecting them. They want their work to make a difference and want to be part of something that matters (Taylor, 1997). Departments should encourage innovation by soliciting the advice and input of their staff members, followed by responses to ideas, complaints or questions (Taylor, 1997). It is difficult to keep people on the job if they have no say in how to do it (Spragins, 1992). Promoting from within the department shows that there is truly room for advancement and growth within the department. Employee involvement, recognition, importance of work, and career advancement opportunities are all important, when dealing with employee satisfaction and retention.
Pay and Benefits

In general people tend to think that money and benefits are the main reasons people leave their jobs, but this is not always the case. While compensation and benefits may be an important factor in the final decision-making process, there are other important factors that cause people to look for job. Although traditional benefits such as vacation and health are still important, todays workers are also looking for more non-traditional benefits. Benefits such as flexible work hours, availability of childcare, tuition assistance programs and other benefits now top the list. The literature clearly indicates while still factors, money and benefits are not as important as job satisfaction in terms of employee retention.
3.1.2 Importance of Employee Satisfaction

Importance of employee satisfaction for organization
Increase productivity.
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Increase customer satisfaction Reduce turnover, recruiting, and training costs. Enhance customer satisfaction and loyalty. Improve teamwork. Higher quality products and/or services.
Importance of employee satisfaction for employee

Employee will care about the quality of their work. They will create and deliver superior value to the customer. They will be more committed to the organization. Their works will be more productive.
3.1.3 Factors influences to employee satisfaction

Organization development factors
Brand of organization in business field and comparison with leading competitor. Missions and Vision of organization. Potential development of organization.
Policies of compensation and benefits factors

Wage and salary Benefits Rewards and penalties
Promotions and career development factors

Opportunities for promotion. Training program participated or will do. 37
Capacity of career development
Work task factors

Quantity of task Difficult level of task
Relationship with supervisor factors

Level of coaching Level of assignment for employee Treatment to employee
Working conditions and environment factors

Tools and equipment working methods Working environment
Cooperation culture factors

Relationship with coworkers Level of sharing
Competencies, Personalities and Expectations of employee factors

Employees personality. Employees expectations from job.
3.1.4 Reasons behind the job dissatisfaction among the employees of Mercantile Bank Limited
Organization without a shared mission and goals to achieve
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If a company doesnt share its mission, vision and goals with its employees at that time employees will not be feeling that they are the part of this team. Teamwork will not be up to the mark at that point and company will be facing coordination problem because all employees will not work in the same direction. Because of this lack of belongingness employees will be dissatisfied. It is very important that whatever the employees will do should lead to the mission or goals that a company is willing to achieve. For this reason the mission, vision and goals should be shared with the employees. In my internship period I have talked with the employees of MBL and I was surprised to know that no one knows their mission, vision and goals. In some cases they checked it in front of me and that was the first time in their life that they went through these statements. According to them, its not really necessary to know these statements because they are the small players in a big game. Lack of sense of belongingness exists among them and it proves that they are dissatisfied with their job.
Rewards do not match expectations

We all know that different people have different needs. It will be wrong if the organization start thinking that every employee wants higher salary. There are some employees who prefer to have promotion. In the Mercantile Bank Limited employees are getting less salary compare to their workload. Most of them are dissatisfied because of this reason. However, there is one employee, working in the cash department in my branch where I have done my internship, who is serving MBL for last three years. A few months back she has got an increment of BDT 5000, but she was expecting a promotion also which she hasnt got and because of this reason she was very upset for a few days. This is also a case of job dissatisfaction.
Unfair rewards and performance appraisal system
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Favoritism exists in Mercantile Bank Limited. A few days back 18 new employees were joined in MBL family. After talking with one of them I came to know that on the basis of favoritism or nepotism most of the employees were selected and this is a trend which they follow form the very beginning. Her uncle is in the top level position in the HR department and in the interview board she was asked: How is your father and others in the family? She had no prior experience and she has completed her honors from Jagannath University in second class but she is enjoying BDT 21,000 salary per month as an entry level post; interestingly her major was in political science. On the other hand an officer, Dhaka University graduates majoring in finance, who is serving MBL for last two and half year is getting only BDT 24,500. Though he is very productive and smart his salary is very poor because he doesnt have any uncle like her. This officer is also very dissatisfied because of this unfairness. We know that if an employee realizes that the performance appraisal system is unfair, he will not put in his maximum effort. He perceives that his effort will not provide the promotion, salary increase, reward, career advancement and personal growth.
Employee conflict
A significant portion of an employees daily life is spent at the office. They need to communicate with the other employees and customers. If employers practice discrimination and favoritism at the workplace, employee conflict is likely to happen. This will further lower the staff efficiency and productivity. In MBL, the assistant officer cannot tolerate the front desk officer because sometimes he has to do some of her office works along with his work which is an extra hassle, according to him. Even some of the higher officer cannot tolerate her supervisor because the supervisor gives her a lot of works.
Lack of reinforcement
An immediate praise for a job well done is motivating. If an employee gets feedback on how well he has done his job, he will do better. A superior can acknowledge an employee's performance by personally congratulating him, offering an incentive or celebrating the success, even in a small way. In my twelve week internship period in Mercantile Bank LimitedI havent seen this happening for single time. In the HR courses we have learned that without reinforcement an employee can't measure his performance and is uncertain of his progress toward the company's objective and even his own goals.
Inadequate tools, insufficient resources and non-supportive working conditions

Having a supportive, safe and clean working condition with adequate tools makes it comfortable to work and provide employee satisfaction. He is able to facilitate a good job in a situation where he can work with ease and perform at his highest level. A supportive supervisor and a cooperative atmosphere allow him to put in the efforts. Giving coaching, training and development programs will educate, encourage and motivate him to perform better. In MBL, it is seen that there shortage of some very important tools, i.e. red pens, staplers, calculators and punching machines. Some of them have written their names on these tools however because of the shortage employees have to share these with each other. Sometime they do some serious jokes about this. Once my immediate boss was annoyed on another employee as he took his red pen. Though this was very funny for me to but it happens with them every day and that makes them dissatisfied because at the time of doing a big calculation if someone doesnt find his pen then it will discomfit him.
Communication breakdown
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When I was in MBL I have found that most of the time it was one way communication, upward to downward. When employees can't communicate and voice out their opinions and ideas, either because of an imposed barrier or improper communication system, frustration develops and this creates job dissatisfaction.
Lack of trust and integrity

If lack of trust and integrity exist in the company then the employees will be dissatisfied. MBL employees are not integrated at all. They act like selfish people and they start backbiting about everyone in the company. This is also an indication that they are not satisfied with their job.
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3.1.5 How the top level management of MBL can minimize the job dissatisfaction level
After finding out the possible reasons behind the job dissatisfaction of the MBL employees now its time to have a discussion about how to resolve this problem, if not possible at least how to minimize the job dissatisfaction level. Because at this point we all know that it is very necessary for a company to have satisfied employees otherwise the company will suffer huge loss in future. It is easier to find out how to minimize the job dissatisfaction level because right now we know what the reasons are because of which the MBL employees are dissatisfied. But in reality the difficult part will be to implement these findings as these will increase the total expenses. In short-run this cost may look like a huge expense but truly this is going to be the biggest investment as MBL will be earning profits through its satisfied loyal employees in future. For the time being, lets only discuss how the top level management of MBL can minimize the job dissatisfaction level and the implementation part will be discussed later.
Job specification, roles and responsibilities

Every employee of MBL should know their roles, responsibilities and job functions appropriately. They should concisely know what is expected from them. An employee must know these from the start of his employment so that it will be easy for him to decide if he wants to become a part of the establishment.
The leadership
One of the areas that MBLs top management has to look into if employee dissatisfaction is prevalent they have to evaluate the performance of their managers and supervisors. These leaders can make or break the team and the business.
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The Tools
MBL should provide the necessary tools and resources to help the employees become more efficient and productive. Employees should be encouraged to learn and study more about their work and the banking industry. Top level management should keep one thing in their mind that- well trained and motivated staffs are the assets of Mercantile Bank Limited.
Building relationship
Business is not only about making profits. Its growth depends on building relationships with everyone involved meaning the stakeholders. Both the clients' and employees' interests are important to the business. Well-trained, motivated and satisfied employees render outstanding services and bring satisfaction to clients. Happy clients provide more income and referrals.
Building Trust
Trust that MBL employees will do their jobs and that they'll do them well. Employee should have a say and the power to make decisions relating to his assigned task. If they feel trustworthy then they will be feeling satisfied thus they'll prove what they are capable of doing.
Working Environment
More organized and healthy working environment should be built as employees spend at least one third of their working hours there. Practicing favoritism, allowing backbiting and encouraging gossiping are some of the examples of a bad working culture. A healthy workplace with equal opportunities should be given to everyone, which will reduce the employee job dissatisfaction.
The reward
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Receiving a bonus is always a delight for employees. Getting a raise and a promotion is every worker's expectation. Other than this, getting or receiving compliments, recognitions, and approval on a regular basis are also very important. These boost morale and these make one feel appreciated and acknowledged.
Appraisal program
Top level management should build the proper evaluation and encourage employees to perform better. Getting or receiving compliments, recognitions, and approval on a regular basis are very important. This boost morale and make one feel appreciated and acknowledged.
Organization development
A corporate culture should be built in which employees will be an integral part of the company. This can be an effective way of satisfying them and getting the most from the talents or competencies brought to the company by each employee.
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3.1.6 Roles and responsibilities of a branch manager to minimize job dissatisfaction level
Supervise and manage the overall performance of staff in his branch. Analyzing, reporting, giving recommendations and developing strategies on how to improve the employee dissatisfaction level. Making sure that everyone in his branch knows their roles and responsibilities. Inclusion of employee career development programs, succession planning and periodic training for the employees. Appreciate employees good work which will satisfy them. Communicating with the employees and minimize the personal distance. Identifying problems related to job dissatisfaction and report to the top level management.
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4.0 Methodology
This research is cross sectional by nature. At first phase qualitative research was undertaken. It was covered through the secondary literature survey and primary qualitative analysis. To assess all the factors related with this topic, a structured questionnaire was prepared to test the outcome of the decision and discussion. The questionnaire primarily found out the exact reasons because of which the employees are dissatisfied in Mercantile Bank Limited. For the survey about 50 personnel from Mercantile Bank Limited were approached and most of them reluctantly agreed to take part in the survey. After the survey data were compiled a series of data analysis were conducted of which the frequency distribution, cross tabulation and regression were most noteworthy. Thereby, assessing the validity of the respondents the dissatisfaction level of the employees is measured.
4.1 Research Design

During the proper research paper plan, I had to accumulate, gather and analyze information. It is a framework for the research plane of action. For this research purpose, I have done both quantitative and conclusive research design. After doing exploratory research to find the initial problem, I have done descriptive and causal research for the detail and more depth research. Descriptive research also helps to find out the reasons that influence the job dissatisfaction. In research design, I have precise what data to gather, from whom, how and when to collect the data, and how to investigate the data obtained. I have formulated the research design plan into few stages.
4.1.1 Problem discovery and definition
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At first, I discovered the problem that MBL employees are dissatisfied. Then after going through exploratory research, I have defined the problem more accurately by giving rise to the hypothesis Compensation is not the only reason for the job dissatisfaction of the MBL employees.
4.1.2 Planning the research design

The research is designed in such a way so that we can have accurate answer form the respondents and finally I can come to a decision.
4.1.3 Selecting sample

I interviewed some of the employees at the time of doing survey. I have selected a sample where the employees are serving MBL for at least one year.
4.1.4 Gathering data

I took 50 respondents for the survey. I have personally collected data from 50 employees of the branch. Two of my bosses have helped me too collect the rest of the data as they had to attend the training program in other branches.
4.1.5 Data processing and analysis

I have used the SPSS for data analysis part. At first I have prepared the codebook by keying the answer options with a specific number then I gave the inputs.
4.1.6 Conclusion and report writing

Conclusion is drawn based on the research findings and in-depth interpretation of the statistical figures.
4.1.7 Survey
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My plan was to develop a questionnaire through which I can ask questions to the targeted sample and I solely dependent on the results of responses. The planning was to deal with quantitative information. The method of managing the questionnaires would be through survey.
4.1.8 Primary data

Primary refers to core data that I have got from primary sources such as Survey Questionnaires, Standardized Tests, Observational Forms, etc also known as Raw Data. The research is mostly based on the primary data, which I have collected from the primary sources mostly from the survey. I have also talk with them personally in order to obtain more information. I have conducted a survey on 50 employees to collect the primary data to find out the attitude of the employees of Mercantile Bank Limited. It was rather difficult to manage and convince the employees to take part in the survey. It was often asked to take the data from the internal source of MBL which the HR Division was reluctant to share stating it was classified and they would prefer to have a new perspective from the research instead of inclining the research finding aligned with the internal study.
4.1.9 Secondary data

Secondary data refers to literature studies made by others for their own purpose. As secondary data I have search the relevant information from Internet, newspaper, magazines, researched data etc. Different articles were published in the newspapers and web sites and intra-net of Mercantile Bank Limited but regarding employee satisfaction it was very difficult to get the information because hardly any information were available in the articles.
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4.1.10 Purpose of descriptive research

In this research, I have conducted descriptive research to identify 1. Whether employee satisfaction is important or not. 2. How different factors influence the employee satisfaction level? 3. Reasons behind the job dissatisfaction of MBL employees? 4. Steps that top level management can take to minimize the job dissatisfaction level. 5. How can a branch manager minimize the dissatisfaction level?
4.1.11 Purpose of causal research

In this case, we have done causal research to identify weather the change of one variable affect the other variable.
4.1.12 Problem Statement

Now a days job satisfaction is an important factor that drives people in workplaces and it is prominent in every sphere of life. In all industries we see job satisfaction directly related to productivity, attitude and dedication. People leave jobs for various reasons but when a large number of people leaves or switches jobs in a short period of time that makes people curious to find out the reason behind such behavior. In Mercantile Bank Limited, it is evident that the employees are dissatisfied though they dont state this to their top level management however they express this when they start gossiping with other employees and some of the customers. This research aims to find out the reasons behind this kind of job dissatisfaction. Considering the above, the main research topic or the problem statement has been developed as:
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5.0 Hypotheses
5.1 Primary Hypothesis
In order to test the primary hypothesis five supporting hypotheses was used so that we can know whether we can accept the primary null hypothesis or not. Through these series of hypotheses testing it can be found out that compensation is not the only reason for the job satisfaction of an employee. After testing all supporting hypothesis, if we at least find out one Employee Job Satisfaction at Mercantile Bank 37
supporting hypothesiss null hypothesis not being rejected then it implies that our primary null hypothesis should not be rejected; meaning that compensation is not the only reason for job satisfaction of the MBL employees. In the Discussion of the Results part the author has described this in details. The Five supporting hypotheses are discussed in the following page.
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5.2 Supporting Hypotheses 5.3 Questionnaire Design
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The research was designed to find out the reasons behind the job dissatisfaction of MBL employees. For the research I developed a questionnaire with specific questions designed to find out the relationship between the different variables. Mostly, the questionnaire was developed in the Likert scale with several statements being made and with the options ranging from Strongly Agree to Strongly Disagree. The fundamental reason for conducting this research is to find out the perception of the employees about their job. This is why I added a Likert scale attitude test of MBL employees. Later I added a ranking test, in which the respondents are asked to rank the decisive factors that they consider at the time of looking for a job. Brand name, salary, benefits, promotion opportunities, convenience, nature of work, work environment, workload, they were provided with these options so that I can know which factor they value most and which one is the least according to them. The reason I kept this for last is because I wanted to see finally how my respondents would rate these key areas with respect to job.
5.4 Survey Data Editing

Data editing is a key segment for survey research. This step is very important to get an accurate picture of the overall situation. In an effort to improve the quality of the researchwork, my editing considered the three following parts:
At first, I conducted pretesting of my questions before finally distributing it to the respondents. During the editing process I checked the data for omissions for legibility for consistency and thus prepared the collected data for coding.
5.5 Survey Data Entry
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I was very conscious about the data entry process and carefully entered the values in SPSS. The software allowed me to enter and view data in two different ways:
The data view was used to enter the coded data into the software and the variable view was used to describe and code the variables.
5.6 Survey Data Summarization Frequency

I used frequency distribution tables to summarize the gathered data. This is a process where I recorded the number of times a particular value of a variable occurs. The mean, standard deviation and other descriptive statistics were also calculated along with the frequency distribution.
Cross tabulation
I used cross tabulation, a technique to organize data by groups, categories, or classes, and thus facilitating comparisons, and a joint frequency distribution of observations on two or more sets of variables. I also conducted cross tabulation analysis in this research.
Hypothesis Testing
The hypothesis testing method was applied to analyze the data at hand. By this procedure I tried to figure out whether the hypothesis I came up with was justified or not.
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Regression
I also performed linear regressions to understand the relationships between the different variables. This helped me to form the composition of my research since linear regression prove or refutes the hypothesis developed.
Limitations
I faced some problems while conducting the research. The respondents were reluctant to give any information. Time was the key constrains of my report. Due to lack of time I had to complete the report in a hurry. There was some uncertainty about few responses. There are scope for social desirability bias and deliberate falsification.
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6.0 Frequency Analysis

The frequency analysis is basically done in order to find out what percentage of the respondents answered to a specific question. In the frequency analysis part some of the vital questions were analyzed and interpreted accordingly.
6.1 Age
Age Frequency Valid 23-27 28-32 33-37 38-42 42+ Total System 7 15 18 6 4 50 72 122
Percent 13.9 25.4 18.0 4.9 3.3 65.6 34.4 100.0
Valid Percent 21.3 38.8 27.5 7.5 5.0 100.0
Cumulative Percent 21.3 60.0 87.5 95.0 100.0
Missing Total
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This graph shows the age differences of the respondents. We can observe from the graph that the majority portion of our respondents is aged between 28 and 37. I had the majority 38.8% of the respondents who were aged within the range of 28 to 32. 27.5% respondents were aged within the range of 33 to 37; these people are the experienced employees of MBL. Around 21.3% of the respondents were young employees of MBL, who are aged between 23-27. Remarks: Majority of the employees were young and these young people if MBL can motivate these people are make them satisfied then they will stay in this bank and make valuable contribution to this bank.
6.2 Gender
Gender Frequency Valid Male Female Total System 34 16 50 42 122 Percent 68.0 32.0 65.6 34.4 100.0 Valid Percent 71.3 28.8 100.0 Cumulative Percent 71.3 100.0
Missing Total
This table shows my respondents gender variability. Here, the graph demonstrates that I have surveyed on 68.0% male and 32.0% female during the research. My main focus was to Employee Job Satisfaction at Mercantile Bank 37
conduct a survey which is independent of any kind of bias effects. In MBL the split between male and female is 70%-30%, my survey was very close to the actual scenario.
Remarks: 68.0% male and 32.0% female respondents will produce a almost bias free, realistic result reflecting employees attitude.
6.3 Job Nature
The job I do is interesting Frequency Valid Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing Total System 8 10 6 20 6 50 72 122 Percent 6.6 8.2 4.9 16.4 4.9 41.0 59.0 100.0 Valid Percent 16.0 20.0 12.0 40.0 12.0 100.0 Cumulative Percent 16.0 36.0 48.0 88.0 100.0
From the frequency analysis above it is observed that a greater percentage of the respondents have agreed to the statement that is 40%, furthermore 12% were strongly agree. Where only 12% went neutral and 20% disagreed and 16% strongly opposed the
statement. Typically, the segment of the respondents who disagreed
(20+16=36%) does not find their job to be interesting and vice versa.
6.4 Relationship with peers

The peers/colleagues are friendly with me Frequency Valid Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing Total System 7 8 13 11 11 50 72 122 Percent 5.7 6.6 10.7 9.0 9.0 41.0 59.0 100.0 Valid Percent 14.0 16.0 26.0 22.0 22.0 100.0 Cumulative Percent 14.0 30.0 56.0 78.0 100.0
From the frequency analysis above it is observed that more of the respondents were neutral (13) about the case and also most of them agreed (11+11=22) to have friendly relationship with their peers. However, a minor amount (7+8=15) of these respondents indicated of having hostile relationship with peers. Apparently this group, no matter what their size is, can be a matter of concern for the organization.
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6.5 Utilization of skill in the given position
I am fully able to use my skills in this position Frequency Valid Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing Total System 7 10 8 17 8 50 72 122 Percent 5.7 8.2 6.6 13.9 6.6 41.0 59.0 100.0 Valid Percent 14.0 20.0 16.0 34.0 16.0 100.0 Cumulative Percent 14.0 34.0 50.0 84.0 100.0
Regarding this Question, the good numbers of responses were positive (34+16 =50%). Where 14+20=34% disagreed to the statement and 16% remained neutral.
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6.6 Compensation
I am happy with my compensation Frequency Valid Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing Total System 7 7 7 26 3 50 72 122 Percent 5.7 5.7 5.7 21.3 2.5 41.0 59.0 100.0 Valid Percent 14.0 14.0 14.0 52.0 6.0 100.0 Cumulative Percent 14.0 28.0 42.0 94.0 100.0
Answering the question of compensation a mass number of the respondents replied to be positive about the statement. This is a 58% of the positive responses. However, the other responses were 14% for each of them respectively.
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6.6 The Job Satisfaction
I am happy with this organization Frequency Valid Strongly Disagree Disagree Neutral Agree Strongly Agree Total Missing Total System 7 11 12 9 11 50 72 122 Percent 5.7 9.0 9.8 7.4 9.0 41.0 59.0 100.0 Valid Percent 14.0 22.0 24.0 18.0 22.0 100.0 Cumulative Percent 14.0 36.0 60.0 78.0 100.0
Here comes the most vital question of the research that is, the satisfaction of the employees with the organization. Observing the responses it is found out that a mixed number of employees are showing mixed number of feelings towards the job satisfaction. The Numbers simply indicates 20 of the respondents answered positively where 18 answered negatively and also, 12 remained neutral.
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7.0 Cross Tabulation Analysis

7.1 Hypothesis Testing 7.1.1 Primary Hypothesis
Null Hypothesis (H0): Compensation is not the only factor that affects Job Satisfaction Alternative Hypothesis (H1): Compensation is the only factor that affects Job Satisfaction Before discussing further it should be proved that Compensation is a factor for the job satisfaction of MBL employees. Null Hypothesis (H0): Compensation is a factor for the job satisfaction of MBL employees. Alternative Hypothesis (H1): Compensation is not a factor for the job satisfaction of MBL employees.
I am happy with this organization * I am happy with my compensation - Cross tabulation Count I am happy with my compensation Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 1 2 0 0 7 5 1 0 0 7 4 2 0 0 7 1 5 9 10 26 0 2 0 1 3 11 12 9 11 50 4 Disagre e 1 1 1 Neutral Agree Strongly Agree 0 7 Total
Question number 9 and 18 was selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 7+7 = 14 of them disagreed, meaning, they are not happy with their compensation in response none of them agreed to be happy with this organization by responding their answers either by disagreeing or remaining 37
neutral. Similar thing happens for the cases of those who are happy with compensation tend to be also happy with the organization. This Crosstab analysis precisely indicates Compensation is truly the indicator of their happiness in the organization.
The Chi-Square Test table below was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .894which is more than 0.05 (alpha value). Obviously, this sample is statistically significant. In words, these results indicate that the obtained frequencies do not differ significantly from those that would be expected if all cell frequencies were equal in the population. Hence the null hypothesis will be accepted which is Compensation is a factor for the job satisfaction of MBL employees.
Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association 47.314
a
df 16 16 1
Asymp. Sig. (2-sided) .894a .807a .828a
49.812 21.916
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N of Valid Cases
50
a. 22 cells (88.0%) have expected count less than 5. The minimum expected count is .42.
7.1.2 Supporting Hypotheses

From the previous hypothesis test it was determined that Compensation is definitely a factor of job satisfaction. Now the other supporting hypotheses need to be proved in order to make primary null hypothesis accepted. Supporting Hypothesis 1 H0: MBL employees dont like the nature of their work. H1: MBL employees like the nature of their work. Supporting Hypothesis 2 H0: MBL employees think that their job environment is unfriendly. H1: MBL employees think that their job environment is friendly. SupportingHypothesis3 H0: MBL employees think that their hard work is not appreciated. H1: MBL employees think that their hard work is appreciated. Supporting Hypothesis 4 H0: Poor relationship with peers is present among MBL employees. H1: Strong relationship exists among the peers of MBL. Supporting Hypothesis 5 H0: MBL employees dont think that their job has security H1: MBL employees think that their job has security Supporting Hypothesis 6 H0: Employees do not have healthy relationship with Superiors Employee Job Satisfaction at Mercantile Bank 37
H1: Employees have healthy relationship with Superiors
Supporting Hypothesis 1
H0: MBL employees dont like the nature of their work. H1: MBL employees like the nature of their work.
I am happy with this organization * The job I do is interesting - Cross tabulation Count The job I do is interesting Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 5 1 0 0 8 5 1 0 0 10 0 1 2 2 6 1 8 5 6 20 0 1 2 3 6 11 12 9 11 50 2 Disagre e 4 1 0 Neutral Agree Strongly Agree 0 7 Total
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Question number 1 and 18 were selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 8+10 = 18 of them disagreed, meaning, they do not find their job nature to be interesting in response none of them agreed to be happy with this organization by responding their answers either by disagreeing or remaining neutral. Similar thing happens for the cases of those who are happy with job nature have a propensity to be happy with the organization. This Crosstab analysis precisely indicates job nature is the indicator of their happiness in the organization.
Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases expected count is .84. 50 a. 25 cells (100.0%) have expected count less than 5. The minimum 40.028a 48.938 24.416 df 16 16 1 Asymp. Sig. (2-sided) .542a .502a .521a
The Chi-Square Test table above was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .542which is more than 0.05 (alpha value). Hence the null hypothesis will be accepted which is MBL employees dont like the nature of their work
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H0: MBL employees think that their job environment is unfriendly. H1: MBL employees think that their job environment is friendly.
I am happy with this organization * I am provided adequate facilities to do my job - Cross tabulation Count I am provided adequate facilities to do my job Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 4 1 0 0 7 3 1 0 0 7 2 3 0 0 7 2 3 4 3 12 0 4 5 8 17 11 12 9 11 50 2 Disagre e 3 2 0 Neutral Agree Strongly Agree 0 7 Total
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Question number 6 & 7 were designed to prove the Supporting Hypothesis No. 2 however, question 6 was used in the analysis to prove whether the hypothesis to be accepted or rejected. Question number 6 and 18 were selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 14 of them disagreed, meaning, they do not have adequate facilities to do the job in response none of them agreed to be happy with this organization by responding their answers either by disagreeing or remaining neutral. Similar thing happens for the cases of those who are happy with job nature have a propensity to be happy with the organization. This Crosstab analysis precisely indicates job nature is the indicator of their happiness in the organization.
Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases expected count is .98. 50 a. 25 cells (100.0%) have expected count less than 5. The minimum 37.386
a
df 16 16 1
48.254 27.149
The Chi-Square Test table above was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .698which is more than 0.05 (alpha value). Hence the null hypothesis will be accepted which is MBL employees think that their job environment is unfriendly
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H0: MBL employees think that their hard work is not appreciated. H1: MBL employees think that their hard work is appreciated
I am happy with this organization * I am appreciated for my hard work Cross tabulation Count I am appreciated for my hard work Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 2 0 0 0 5 8 2 0 0 14 1 2 2 1 6 0 6 4 10 20 0 2 3 0 5 11 12 9 11 50 3 4 0 0 Disagree Neutral Agree Strongly Agree 0 7 Total
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Question number 5 and 18 were selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 17 out of 19 disagreed, to the statement that MBL employees think that their hard work is appreciated at the same time these respondents none of them agreed to be happy with this organization by responding their answers either by disagreeing or remaining neutral. Similar thing happens for the cases of those who are happy with job nature have a propensity to be happy with the organization. This Crosstab analysis precisely indicates appreciation of hard work is the indicator of their happiness in the organization.
Chi-Square Tests Value Pearson Chi-Square Likelihood Ratio Linear-by-Linear Association N of Valid Cases expected count is .70. 50 a. 25 cells (100.0%) have expected count less than 5. The minimum 52.628a 61.902 27.509 df 16 16 1 Asymp. Sig. (2-sided) .751a .706a .789a
The Chi-Square Test table above was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .698which is more than 0.05 (alpha value). Hence the null hypothesis will be accepted which is MBL employees think that their job environment is unfriendly
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H0: Poor relationship with peers is present among MBL employees. H1: Strong relationship exists among the peers of MBL.
I am happy with this organization * The peers/colleagues are friendly with me - Cross tabulation Count The peers/colleagues are friendly with me Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 2 1 0 0 7 5 1 0 0 8 3 4 2 3 13 1 5 3 2 11 0 1 4 6 11 11 12 9 11 50 4 Disagre e 2 1 0 Neutral Agree Strongly Agree 0 7 Total
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Question number 2 and 18 were selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 13 out of 14 disagreed, to the statement that they have poor relationship with peers at the same time these respondents none of them agreed to be happy with this organization by responding their answers either by disagreeing or remaining neutral. Similar thing happens for the cases of those who are happy with peers have a propensity to be happy with the organization. This Crosstab analysis precisely indicates peer relationship is the indicator of their happiness in the organization.
a
df 16 16 1
44.381 26.143
The Chi-Square Test table above was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .596 which is more than 0.05 (alpha value). Hence the null hypothesis will be accepted which is Poor relationship with peers is present among MBL employees
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H0: MBL employees dont think that their job has security H1: MBL employees think that their job has security
I am happy with this organization * The job security is low - Cross tabulation Count The job security is low Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 4 1 0 0 7 5 1 0 0 9 0 2 1 1 6 2 8 6 6 22 0 0 2 4 6 11 12 9 11 50 2 3 2 0 Disagree Neutral Agree Strongly Agree 0 7 Total
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Question number 16 and 18 were selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 14 of the respondents were not satisfied with the organization out of 16 who disagreed, to the statement that the job security is low. Similarly no relation in job satisfaction and job security was found from this crosstab analysis. This Crosstab analysis fails to indicate any relationship between job security and job satisfaction. However by the Chi-square test it will be apparent whether the hypothesis would be rejected or not.
a
df 16 16 1
Asymp. Sig. (2-sided) .000 .000 .000
48.466 25.344
The Chi-Square Test table above was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .000 which is obviously less than 0.05 (alpha value). Hence the null hypothesis will be rejected thus the alternative hypothesis becomes true. So, MBL employees think that their job has security From this hypothesis testing basically we can refer to another statement which can be written in the light of the primary hypothesis and that is, Job security is not a factor that affects the job satisfaction.
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H0: Employees do not have healthy relationship with Superiors H1: Employees have healthy relationship with Superiors
I am happy with this organization * My superior seems to care about me as a person - Cross tabulation Count My superior seems to care about me as a person Strongly Disagree I am happy with this organization Strongly Disagree Disagree Neutral Agree Strongly Agree Total 4 0 0 0 6 3 2 0 0 10 3 3 0 1 7 1 6 4 4 15 0 1 5 6 12 11 12 9 11 50 2 Disagre e 5 0 0 Neutral Agree Strongly Agree 0 7 Total
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Question number 11 & 12 were designed to prove the Supporting Hypothesis No. 6 however, question 12 was used in the analysis to prove whether the hypothesis to be accepted or rejected. Here Question 12 and 18 were selected to build this hypothesis thus the cross tabulation chart was prepared. It is observed that among the fifty respondents 16 of the respondents answered negative about superiors relation and 14 of those respondents were not satisfied with the organization. So, Relationship with supervisor is also a factor of job satisfaction.
a
df 16 16 1
57.372 30.473
The Chi-Square Test table above was used to determine the probability of obtaining the observed results by chance, under the given hypothesis. It is evident from the Chi Square test that the P-value for this hypothesis test is .077 which is more than 0.05 (alpha value). Hence the null hypothesis will be accepted which is Employees do not have healthy relationship with Superiors
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8.0 Correlation
8.1 Correlation among three Dependent variables
In this phase of analysis three of Dependent variables were correlated using the Bi-variate option.
Correlations I am happy with this organization
I would like to stay in this organization for long
I will encourage my family members & friends to join this organization
I am happy with this organization I would like to stay in this organization for long I will encourage my family members & friends to join this organization
Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N Pearson Correlation Sig. (2-tailed) N
1 50 .751
**
.751** .000 50 1 50 .672

**
.783** .000 50 .672** .000 50 1 50
.000 50 .783
**
.000 50
.000 50
**. Correlation is significant at the 0.01 level (2-tailed).
From the above table it is seen that there is a High to moderate correlation among the dependent variables.
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8.2 Correlation among Dependents & Independent Variables
Correlations I am happy with this organization I am happy with this organization Pearson Correlation Sig. (2-tailed) N The job I do is Pearson Correlation Sig. (2-tailed) N The peers/colleagues Pearson Correlation Sig. (2-tailed) N I am appreciated for my hard work Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). .000 50 .000 50 .000 50 50 .000 50 .749** .000 50 .788** 50 .666** .000 50 1 are friendly with me .000 50 .730
**
The job I do is interesting
The peers/colleagues are friendly with me
I am appreciated for my hard work

**
.706
**
.730
.749** .000 50 .788** .000 50 .666**
.000 50 .706
**
.000 50 .652
**
50 1
interesting
.000 50 .652
**
50 1
From the above table most of the variables are having correlations ranging .6 to .8 reflecting Moderate to High level of correlation with each other.
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8.3 Correlation among Dependents & Independent Variables (contd)
Correlations I am happy with this organization The job security is low I am happy with this organization Pearson Correlation Sig. (2-tailed) N The job security is low Pearson Correlation Sig. (2-tailed) N My superiors Pearson Correlation Sig. (2-tailed) N I am provided Pearson Correlation Sig. (2-tailed) N **. Correlation is significant at the 0.01 level (2-tailed). .000 50 .000 50 .000 50 50 adequate facilities to do my job .000 50 .744** .000 50 .787** 50 .780** .000 50 1 motivate me to work better .000 50 .789
**
My superiors motivate me to work better

**
I am provided adequate facilities to do my job
.719
.789
**
.744** .000 50 .787** .000 50 .780**
.000 50 .719
**
.000 50 .792
**
50 1
.000 50 .792
**
50 1
From the above table most of the variables are having correlations ranging .7 to .8 reflecting High level of correlation with each other.
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9.0 Regression Analysis

Regression analysis is a statistical tool for the investigation of relationships between variables. It is a very significant part of this research where the relationship between the dependent variables and the independent variables are sought out. The correlation helps to draw important conclusion regarding the research topic as well as the validity of the entire research procedure. At the time of doing this research I have identified one dependent variable and eight independent variables.
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Coefficientsa Model Unstandardized Coefficients B 1 (Constant) The job I do is interesting The peers/colleagues are friendly with me I am appreciated for my hard work I am provided adequate facilities to do my job My superiors motivate me to work better The job security is low .054 .164 .051 .330 .743 a. Dependent Variable: I am happy with this organization .273 .172 .279 1.586 .120 .140 .146 .149 .960 .342 .207 .177 .186 1.171 .248 .236 .130 .233 1.823 .075 -.001 .053 Std. Error .333 .156 .051 Standardized Coefficients Beta -.003 .337 .997 .738 t Sig.
The above output can be written in the form of a predicted equation as follows: Job Satisfaction, Y= -0.001 + 0.053*(job nature) + 0.236*(peers relationship) + 0.207*(hard work appreciation) + 0.140*(work environment) + 0.273*(superiors relationship) + 0.054*(job security) This equation basically suggests that the Job Satisfaction (Y) is affected by these factors. Somehow the Job nature and Job security has a little impact on the level of Job Satisfaction showing the smaller coefficient with the variables. From the Regression analysis table it is also seen that all of the factors level of significance are more than 5% or 0.05. That indicates the presence of strong relationship between the dependent variable and the Independent factors.
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9.1 Model Variability

Model Summary Mode l 1 .844a .712 R R Square Adjusted R Square .672 Std. Error of the Estimate .782
a. Predictors: (Constant), The job security is low, The peers/colleagues are friendly with me, The job I do is interesting, I am provided adequate facilities to do my job, I am appreciated for my hard work, My superiors motivate me to work better
9.2 ANOVA
ANOVAb Model 1 Regression Residual Total Sum of Squares 65.014 26.266 91.280 6 43 49 10.836 .611 1.739 .152 df Mean Square F Sig.
a. Predictors: (Constant), The job security is low, The peers/colleagues are friendly with me, The job I do is interesting, I am provided adequate facilities to do my job, I am appreciated for my hard work, My superiors motivate me to work better b. Dependent Variable: I am happy with this organization
By the Test of ANOVA basically the F test will be performed. The calculated F value is 1.739 The critical F value for this is dF8, 71= 2.32 Calculated F Value < Critical F value. Therefore I cannot reject the null hypothesis which is Compensation is not the only factor that affects Job Satisfaction.
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10.0 Recommendations
It is seen from the survey that Mercantile Bank Limited has failed to keep its employees motivated due to the various reasons. This report point outs the reasons because of which the MBL employees are dissatisfied. Now it will be easier for the MBL to improve this condition as MBL will have the reasons for the job dissatisfaction of their employees. In order to improve in these areas, MBL can take the following measures to improve the condition to some extent.
10.1 Increase the number of Employees

It is apparent that the Mercantile Bank Limited is understaffed and as a result each individual has to do work more than ones share of work. The pressure gets intense for the employees at the time of budgeting and forecasting. In many cases the employees has to work till 9.00PM at night. This creates dissatisfaction among the employees and demotivates them when in return they are not provided with incentives.
10.2 Keep the employees motivated

The employees at Mercantile Bank Limited are highly demotivated. Majority of them actively or passively think of leaving the job and the lack of incentive leaves them desperate.
10.3 Reduce discrimination

There are various cases of discrimination which leaves the employees feel small. However the discrimination in terms of salary, bonus and promotion plays a major role in the job dissatisfaction of MBL employees.
10.4 Improve department Coordination

From the personal interviews it became clear that the lack of coordination between departments results in the job dissatisfaction. Lack of coordination makes the workplace
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environment unfriendly as there is no bonding between the employees. Top level management should make sure that all of their departments are coordinated otherwise it will be a major problem for them in future.
10.5 Increase HR involvement with the Employees

The HR can play a significant role in ensuring the employees are treated right and are motivated. But as seen there is lack of coordination between HR and other departments which is creating more problems internally.
10.6 Create opportunities to be heard

Even though it is often seen in the bank that the employees are encouraged to step forward if they feel they are not treated right and that they have the right to be heard. But in reality this is not followed in Mercantile Bank Limited.
10.7 A pay rise

Majority of the MBL employees are not satisfied with their salary. As living cost is increasing it is necessary to increase their salary. It is seen that their salary are not adjusted even though every year we are having at least 6% inflation. It means same money but the value of their money is less. They need to spend more money but they are not earning more. It makes them dissatisfied.
10.8 Appraisal for the better performance

I have seen the MBL employees in my internship period. They work like machines, they put their soul in the work but after doing a job they dont get any appraisal for their superior performance. Higher salary is not the only thing that an employee wants, they also need appraisal to feel valued and affirmed in the organization.
10.9 Work-life Balance
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Most of the time MBL employees have to work till 7.00pm at night. I have talked with some employees of MBL. Two of them live in Mohammadpur, they need to catch bus to go to their home and they reach their home around 9.30pm because of traffic jam. After reaching home they dont get any energy to engage in personal interest. MBL should hire more employees and reduce the burden form the shoulder of these employees so that they can leave their office early and can reach their home soon and this is how they will have the work-life balance. If there is work-life balance then MBL employees will be satisfied and will work even better.
10.10 Superior Work Environment

As we all know we all like to work in a place where we have people of similar thoughts and whom we can call as friends. Its a psychological effect where people feel more motivated towards their work and love their workplace. Superior work environment should be created to reduce the dissatisfaction level of the MBL employees. Majority of the MBL employees have complains about their current environment. Most of the employees work as an individual and they dont open them to the employees. But in an organization like Mercantile Bank Limited it is necessary to work collectively.
10.11 Job Rotation Should Take Place

Employees do the same thing again and again. This also makes them dissatisfied with their job. If job rotation takes place then they will have something new to do. This is how they can enjoy their nature of work and will not be bored.
10.12 Two Way Communications

I have observed that majority of the time in MBL there is one way communication. Manager gets order from his superior and he gives orders to his subordinates. They also do the same thing. There is a huge communication gap between the top level management of MBL and the operation level team. However we know that the operation level team deals with the 37
customers, if the top level management dont include them in decision making process then communication gap occurs. Thats when MBL employees start not feeling valued and affirmed. So it is very necessary to have two way communications in MBL.
10.13 Training and workshops

For MBL employees more training programs and workshops should be arranged. As majority of the employees think that they dont have any opportunity to learn new things in MBL. By this kind of training programs employees will learn new things and thats how they will be updated thus this will reduce their dissatisfaction level.
10.14 Necessary materials and equipment should be available

Necessary materials and equipments shouldbe available. Majority of the employees face trouble with finding all the necessary resources to do their work properly what is no ways good for any organizations as if you dont put fuel in the machine then no way that machine can provide you with any useful output the same way if you dont equip your employees with right sort and amount of equipments then they will not be of any use too.
11.0 Limitations of the study

As the research and survey is limited in area, it will not represent the entire population, in this case all the MBL employees. Limitations that I have faced at the time of preparing this report are discussed below: Result that appear after conducting this study may not reflect the same situation for all the branches of MBL as this study is only based on the opinions of respondents of three branches. This research may not contain the actual scenario of the respected topic as the sample size is not that large. Lack of comprehension of the respondents is one of the major problems that may create confusions regarding verification of conceptual questions. Employee Job Satisfaction at Mercantile Bank 37
Every organization has their own secrecy that in not revealed to others. This might be another problem for which the result can be manipulated. Time and cost are the key constraints of my report. Due to lack of time and increased cost I could not raise my total sample size. Therefore lower sample size means more estimation error. The survey may not reflect the true intention of the employees. I couldn't be sure whether the answers given by the respondents were genuine or vague. They might have filled up the questionnaire without getting into the subject matter properly, which created response bias. The research looks at initial preferences. Further research can take place in creation of a strong brand inquiry. There always remains the uncertainty about the cooperation of people at all level of this research.
12.0 Conclusion
After doing the research I have found that most of those employees of Mercantile Bank Limited are disappointed with their job are because of several factors. The factors are Job nature, relationship with peers, hard work appreciation, facilities to do the job, relationship with superiors, Job security, and last but not the least, Compensation. A significant portion of the MBL employees are young people and we know that Young people often have a fall back option that is mostly their parents on which they can depend on to some extent and that plays a role in making them think it is safe to try for another job. Since they are opportunists in nature, they tend to find the earliest chance to grab a promotion and move vertically upward through the hierarchy. Discriminations between employees and departments, the lack of coordination between departments have been a major deal breaker for the MBL employees. It does have its flaws when it comes to employees satisfaction. In Bangladesh currently there
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are more than 60 banks and a lot more financial institutions are operational. And for the finance people who have been working in these financial institutions have quite a number of options when it comes to switching jobs. Especially since the employees at Mercantile Bank Limited are quite dissatisfied with their job they can leave their job for their reasons. It will be a major disadvantage for Mercantile Bank Limited as these employees are trained and experienced. If they start quitting then MBL will face significant loss in future. Now its time for MBL to buckle up and make these dissatisfied employees satisfy so that they can remain competitive.
Appendix
Strength of the Relationship: Pearson's Correlation Coefficient At this point, we can identify the direction of a linear relationship (positive or negative). The next step is to figure out how STRONG the relationship is between the two variables. The most popular way to measure the degree of association between two interval level variables is the Pearson's correlation coefficient. It is usually represented by the letter "r" (think "relationship"). This coefficient ranges from -1 to 1, including 0. Each level of measurement has an appropriate test of association. Ask your evaluator about this. Values closer to +1 indicate a positive relationship. Values closer to -1 indicate a negative relationship. Values closer to 0 represent the absence of a relationship between two variables.
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We have learned that a perfect positive or negative correlation is very rare. In fact, even the strongest correlations we see in the real world fall short of the ranges suggested in textbooks. Below is a reference on how to interpret correlation coefficients. Keep in mind that the same interpretation also applies to negative correlations. Correlation Coefficient Interpretation .00 .19 Slight, almost negligible correlation .20 .40 .70 .90 - 1.00 .39 Low, quite small correlation correlation correlation
.69 Moderate .89 High Very high correlation
Internship Proposal Topic: Employee Job Satisfaction Level at Mercantile Bank Limited
Submitted To: Eng. Golam Dustogir

Senior Lecturer School of Business Bangladesh University
Submitted By: Shajhan Shiraz ID# 200811119055
Date of Submission: 23th September 2011
Introduction
I am interested to work on Employee Job Satisfaction Level at Mercantile Bank Limited. I have started working with The Mercantile Bank Limited, as an intern from Jully 3rd 2011 to present. During my internship, I worked with the General Banking Section, Foreign Exchange Department and Mobile Banking Division of the Bank. I saw the Relationship Managers (RMs) daily workings. I observed on different functions regard the credit administrative division, corporate & investment banking division, Foreign Exchange Section as well as the General Banking section so I have worked with different people around me during my intern. During my work with employees I observed that many of the employees are somehow dissatisfied with their job. This has inspired me to work with this topic and measure the Employee Job Satisfaction Level at Mercantile Bank Limited.
Objectives:
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The objective of the study is to find out the employee job satisfaction at Mercantile Bank Limited. This study will attempt to establish a linear model between the variables and hence will try to quantify the relationship in a linear equation. Various other tests will be done in an attempt to identify a proper statistical relationship. Moreover, it will help to improve the employees performances. Broad objective To find out the reasons behind the job dissatisfaction among the employees of Mercantile Bank Limited. Specific objective To present an overview and brief introduction of Mercantile Bank Limited. To find out what may occur if employees are dissatisfied. The possible ways of reducing the dissatisfaction level of the employees of Mercantile Bank Limited.
Significance of the study:

The study is primarily an internship report but still it will be aimed at helping the management to identify the factors that increases the job satisfaction level of employees. The statistical relationship will help to determine which factors are most important so that the management can focus on those factors. Understanding these factors will be key success of increasing the satisfaction level of Customers. Moreover the study will help my faculty to understand the factors that influence employees performance to other factors of the bank. So purpose of conducting this research is to find out the following factors: This study will help MBL to gain more knowledge about the satisfaction level of the employees and will help them to redefine their strategies to increase productivity. It will also assist in developing new ways to keep the employees motivated and reduce cost due to arranging training and workshops. Employee Job Satisfaction at Mercantile Bank 37
We will be able to get a brief overview of the employee satisfaction level in Financial Sectors in Bangladesh especially in MBL.
Hypothesis Testing:
Primary Hypothesis: Null Hypothesis: H0: Compensation is not the only factor that affects Job Satisfaction in MBL. Alternative Hypothesis: H1: Compensation is the only factor that affects Job Satisfaction in MBL. Supporting Hypothesis (1): Null Hypothesis: H0: MBL employees do not like the nature of their work. Alternative Hypothesis: H1: MBL employees like the nature of their work.
Supporting Hypothesis (2): Null Hypothesis: H0: MBL employees think that their job environment is unfriendly. Alternative Hypothesis: H1: MBL employees think that their job environment is friendly. Supporting Hypothesis (3): Null Hypothesis: H0: MBL employees think that their hard work is not appreciated. Alternative Hypothesis: H1: MBL employees think that their hard work is appreciated. Supporting Hypothesis (4): Null Hypothesis: H0: Poor relationship with peers is present among the MBL employees. Alternative Hypothesis: H1: Strong relationship exists among the peers of MBL. Supporting Hypothesis (5): Null Hypothesis: H0: MBL employees dont think that their job has security. Alternative Hypothesis: H1: MBL employees think that their job has security. Supporting Hypothesis (6): Employee Job Satisfaction at Mercantile Bank 37
Null Hypothesis: H0: MBL employees do not have healthy relationship with Superiors. Alternative Hypothesis: H1: MBL employees have healthy relationship with Superiors.
Methodology:
The study is based on primary data collected from the banks information and allowances given to employees. Every month an internal MIS report is created so that performance of each branch can be measured. These data have been used in this report. Additionally for technical reference, some websites have been quoted in the report which will help to further clarify the statistical relationship. Primary data sources are the questionnaires filled up by the employees of MBL. The secondary data sources are annual reports, manuals, and brochures of The Mercantile Bank Limited and different publications of Bangladesh Bank.
The Eight weeks internship program will take to work in every department in order to have an overview of the total corporate banking. My organizational supervisor is helping me a lot while working in every division of the bank. Keeping this view in mind I will prepare a report, which will be divided in two parts. Thus the structure of this report is two folded. 1. Organizational Part. 2. Project Part. The organizational part of this report will composed of a very brief Performances, Activities and satisfaction of employees of the bank. The Project part will cover the Employee Job Satisfaction Level at Mercantile Bank Limited Bangladesh. This will refer how the bank will serve the customers in corporate & investment banking, Head Office.
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The results of the regression analysis is interpreted and in the Regression Analysis, it is observed that the independent variables that affect the dependent variables (Employees Satisfaction) are Salary Package, Monetary Reward, Job Security, Holiday Planning, Time for friends and family, clearly established career path, cooperativeness of subordinates, Cleanliness, Computer facilities etc.
Limitations of the Study:

The major limitation of the study is that it does not have any primary data. All data have been collected from Consumer Banking division, which have been originally collected for a different purpose.
Secondly, there might be other factors than the variables mentioned in the report that can affect credit card sales. So those variables may be important but might skip this report. So this is another major limitation. Time limitation: The time limit to finish the report was 15 days. I could not work on the project during my internship in Mercantile Bank Limited because of the workload there, but later continuous strike, uncertainty over meeting key personnel, led to uncertainty and frustration over the deadline. Data collection: collecting data through all the filtering and getting approval to use these data was difficult.
Budget of the Study:

Financial Budget:
Type of Cost Conveyances/ Transportation Printing and Binding Others Estimated Cost (tk) 4000 2000 - 3000 1000 37
Total
8000
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Time Frame:
Report Progress Research Proposal Submission Questionnaire Submission Secondary Data Collection Literature Review Survey Data Analysis Report Writing Draft Submission Finalization Report Submission Weeks 1 1 1-2 1-2 1 1-2 2 2 2-3 3 Tentative Date 4th April 2011 4th April 2011 4th April 2011 4th April 2011 4th April 2011 4th - 11th April 2011 11th April 2011 20th April 2011 20th 28th April 2011 28th April 2011
Submission Date:
Before the end of the semester (April 28th, 2011).
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Survey Questionnaire
All the information you provide will be used only for academic purpose and your identity will be kept anonymous and confidential. Thanks in advance for your co-operation.
37
37
N o.
Statements
Strongl y Disagr ee
Disagr ee
Neutr al
Agre e
Strongl y Agree
01 . 02 . 03 . 04 . 05 . 06 . 07 . 08 . 09 . 10 . 11 . 12 . 13 . 14 . 15 . 16 . 17 . 18 . 19 20 .
The job I do is interesting The peers/colleagues are friendly with me I am fully able to use my skills in this position I feel overwhelmed by my responsibilities at work I am appreciated for my hard work I am provided adequate facilities to do my job The work environment is wonderful My opinion has value to others I am happy with my compensation My values fit with the organizational values My superiors motivate me to work better My superior seems to care about me as a person I am given adequate freedom to do my job efficiently I have plans to switch this job I am kept informed about the activities that go on in my organization. The job security is low The workload is too high I am happy with this organization I would like to stay in this organization for
long . Employee Job Satisfaction at Mercantile Bank I will encourage my family members & friends to join this organization
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Age: _________
Gender: Male / Female
Survey Questionnaire (For Hypothesis Testing)

N o. All the information you provide will be used only for academic purpose and your identity will be kept anonymous and confidential. Thanks in advance for your co-operation. Statements Strongl Disagr Neutr Agre y Disagr 01 . 02 . 03 . 04 . 05 . 06 . 07 . 08 . 09 . 10 . 11 . 12 . 13 . 14 . 15 The job I do is interesting The peers/colleagues are friendly with me I am fully able to use my skills in this position I feel overwhelmed by my responsibilities at work I am appreciated for my hard work I am provided adequate facilities to do my job The work environment is wonderful My opinion has value to others I am happy with my compensation My values fit with the organizational values My superiors motivate me to work better My superior seems to care about me as a person I am given adequate freedom to do my job efficiently I have plans to switch this job I am kept informed about the activities that Supporting Hypothesis 6 Primary Hypothesis Supporting Hypothesis 3 Supporting Hypothesis 2 ee Supporting Hypothesis 1 Supporting Hypothesis 4 ee al e Strongl y Agree
37
. 16 . 17 . 18 . 19 . 20 .
go on in my organization. The job security is low The workload is too high I am happy with this organization I would like to stay in this organization for long I will encourage my family members & friends to join this organization
Dependent variables
Bibliography
Retrieved from Mercantile Bank Limited. Website on April 20, 2011 from http://www.mblbd.com/ Gruneberg, M. M. (1979). Understanding job satisfaction . New York: Wiley. Hagedorn, L. S. (2000). What contributes to job satisfaction among faculty and staff . San Francisco, Calif.: Jossey-Bass Publishers. Richardson, P., Moorhead, G., & Griffin, R. W. (1992). Study guide for Moorhead/Griffin: Organizational behavior : managing people and organizations (3rd ed.). Boston: Houghton Mifflin. Griffin and Denisi (2005) Second Ed, Human resource Management. Malhotra, N. K. (2007). Fundamentals of marketing research . Thousand Oaks, CA: Sage Publications. Rashid and Archer (1983) Organizational Behavior Mercantile Bank Limited Annual Report 2010 Retrieved from BMS Website on March 30, 2011http://bms.co.in/829/ Retrieved from Wikipedia Website on March 30, 2011http://en.wikipedia.org/wiki/Two-factor_theory
37
Retrieved from Wikipedia Website on March 30, 2011http://en.wikipedia.org/wiki/Job_satisfaction
Hackman, J. R., & Oldham, G. R. (1976). Motivation through the design of work: Test of a theory. Organizational Behavior and Human Performance, 16, 250-279.
Rafaeli, A., & Sutton, R. I. (1989). The expression of emotion in organizational life. Research in Organizational Behavior, 11, 142.
Brief, 1998 cited in Weiss, H. M. (2002). Deconstructing job satisfaction: separating evaluations, beliefs and affective experiences. Human Resource Management Review, 12, 173-194, p. 174
Bowling, N.A. (2007). Is the Job Satisfaction-Job Performance Relationship Spurious: A Meta-Analytic Examination. Journal of Vocational Behavior, 71, 167-185
Judge, T. A., Thoresen, C. J., Bono, J. E., & Patton, G. K. (2001). The job satisfaction-job performance relationship: A qualitative and quantitative review. Psychological Bulletin, 127(3), 376-407.
Cote S.,Morgan LM (2002).A longitudinal analysis of the association between emotion regulation, job satisfaction, and intentions to quit. Journal of Organizational Behavior vol 23, 947962
Saari, L. M., & Judge, T. A. (2004). Employee attitudes and job satisfaction. Human Resource Management, 43, 395-407
Retrieved from utexas.edu Website on April 02, 2011 http://www.ma.utexas.edu/users/davis/375/popecol/tables/f005.html
The effects of employee satisfaction, organizational citizenship behavior, and turnover on organizational effectiveness: A unit-level, longitudinal study By Koys, Daniel J Publication: Personnel Psychology Date: Sunday, April 1 2001
Measurement of human service staff satisfaction: Development of the Job Satisfaction Survey Paul E. Spector
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Job Satisfaction in Banking: A Study of Private and Public Sector Banks Monika Thakur Article provided by IUP Publications in its journal The IUP Journal of Bank Management. Volume (Year): VI (2007) Issue (Month): 4 (November) Pages: 60-68
Ryan AM, Schmit MJ, Johnson R. (1996). Attitudes and effectiveness: Examining relations at an organizational level. PERsoNNEL PSYCHOLOGY, 49, 853-882. Ostroff C. (1992). The relationship between satisfaction, attitudes, and performance: An organizational-level analysis. Journal of Applied Psychology, 77, 963-974. Iaffaldano MT, Muchinsky PM. (1985). Job satisfaction and job performance: A metaanalysis. Psychological Bulletin, 97,251-273.
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Employee Job Satisfaction Level at

Employee Job Satisfaction at Mercantile Bank

Employee Job Satisfaction Level at Mercantile Bank Limited.

Professor M.A. Ghulam Dastagir Secretary & Professor Internship Supervisor

Shajhan Shiraz ID# 200811119055

Date: October 5.2011

Eng. Golam Dustogir

Thank you Sincerely, Shajhan Shiraz ID# 200811119055

Employee Job Satisfaction at Mercantile Bank

Employee Job Satisfaction at Mercantile Bank

1.0 NAME, LOCATION AND HISTORICAL BACKGROUND..................8

3.0 MISSION, VISION AND OBJECTIVES......................................10

4.0 ORGANIZATIONAL STRUCTURE............................................13

7.0 STRATEGIC, OPERATIONAL AND LEGAL ISSUES FACED BY MBL ..............................................................................................29

8.0 MBLS CURRENT STATE OF OPERATIONS AND FUTURE DIRECTIONS............................................................................31

THE PROJECT PART..................................................................36

Employee Job Satisfaction at Mercantile Bank

2.0 OBJECTIVES OF THE STUDY.................................................39

3.0 SIGNIFICANCE OF THE STUDY..............................................41

6.0 FREQUENCY ANALYSIS........................................................68

7.0 CROSS TABULATION ANALYSIS............................................75

9.0 REGRESSION ANALYSIS......................................................93

11.0 LIMITATIONS OF THE STUDY..............................................99

Employee Job Satisfaction at Mercantile Bank

The Organization Part

Employee Job Satisfaction at Mercantile Bank

1.0 Name, Location Background

Employee Job Satisfaction at Mercantile Bank

1.1 Deposit Products

1.2 Loan Products

3.0 Mission, Vision and Objectives

Employee Job Satisfaction at Mercantile Bank

Employee Job Satisfaction at Mercantile Bank

Employee Job Satisfaction at Mercantile Bank

4.0 Organizational structure

Employee Job Satisfaction at Mercantile Bank

5.1.1 Primary Functions:

5.1.2 Secondary Functions:

iii. Foreign Exchange Business

5.2 Divisions of Mercantile Bank Limited:

5.2.1 Credit Risk Management:

Employee Job Satisfaction at Mercantile Bank

Employee Job Satisfaction at Mercantile Bank

Monitor principal repayment Balance with general ledger

5.2.2 Consumer Banking Division:

5.2.3 Human Resources Division:

Employee Job Satisfaction at Mercantile Bank

5.2.4 Audit and Compliance Division:

under constant pressure. Employee Job Satisfaction at Mercantile Bank 37

5.2.5 Finance and Accounts Division:

5.2.6 Information Technology Division:

Preparing training materials. Troubleshooting with the new software.

Employee Job Satisfaction at Mercantile Bank

5.3 Products and Services

5.3.2 Corporate Banking

Employee Job Satisfaction at Mercantile Bank

5.3.3 Personal Banking

Employee Job Satisfaction at Mercantile Bank

5.3.4 Depository Product:

5.3.5 New Product and services

Employee Job Satisfaction at Mercantile Bank

6.1.2 Bangladesh Economy-An over view

Employee Job Satisfaction at Mercantile Bank