Survey of Job Satisfaction among Employees of State Bank of India, Coimbatore.

Groups Members: K Arun, Final Year B Com,

Saranya, Kantimati, Ashik Ivar,

G Vikram,

Dr G R Damodaran College Of Management Neelambur, Coimbatore 641 041.

CHAPTER - I INTRODUCTION ABOUT THE STUDY JOB SATISFACTION Definitions: Job satisfaction does not seem to reduce absence, turnover and perhaps accident rates. -Robert L. Kahn Job satisfaction is a general attitude towards ones job: the difference between the amount of reward workers receive and the amount they believe they should receive. -P. Robbins Job satisfaction defines as The amount of over all positive affect (or feeling) that individuals have toward their jobs. -Hugh Feldman Job satisfaction is the amount of pleasure or contentment associated with a job. If you like your job intensely, you will experience high job satisfaction. If you dislike your job intensely, you will experience job dissatisfaction. By Andrew J DuBrins, J. Arnold and Daniel C.

Human life has become very complex and completed in now-a-days. In modern society the needs and requirements of the people are ever increasing and ever changing. When the people are ever increasing and ever changing, when the peoples needs are not fulfilled they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to function successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction. Any business cab achieve success and peace only when the problem of satisfaction and dissatisfaction of workers are felt understood and solved, problem of efficiency absenteeism labour turnover require a social skill of understanding human problems and dealing with them scientific serves the purpose to solve the human problems in the industry. a) Pay. b) The work itself. c) Promotion d) The work group. e) Working condition. f) Supervision. Determinants of job satisfaction: While analyzing the various determinants of job satisfaction, we have to keep in mind that: all individuals do no derive the same degree of satisfaction though they perform the same job in the same job environment and at the same time. Therefore, it appears that besides the nature of job and job environment, there are individual variables which affect job satisfaction. Thus, all those factors which provide a fit among individual variables, nature of job, and situational variables determine the degree of job satisfaction. Let us see what these factors are. investigation

Individual factors: Individuals have certain expectations from their jobs. If their expectations are met from the jobs, they feel satisfied. These expectations are based on an individuals level of education, age and other factors. Level of education: Level of education of an individual is a factor which determines the degree of job satisfaction. For example, several studies have found negative correlation between the level of education, particularly higher level of education, and job satisfaction. The possible reason for this phenomenon may be that highly educated persons have very high expectations from their jobs which remain unsatisfied. In their case, Peters principle which suggests that every individual tries to reach his level of incompetence, applies more quickly. Age: Individuals experience different degree of job satisfaction at different stages of their life. Job satisfaction is high at the initial stage, gets gradually stage, and finally dips to a low degree. reduced, starts rising upto certain

The possible reasons for this phenomenon are like this. When individuals join an organization, they may have some unrealistic assumptions about what they are going to drive from their work. These assumptions make them more satisfied. However, when these assumptions fall short of reality, job satisfaction goes down. It starts rising again as the people start to assess the jobs in right perspective and correct their assumptions. At the last, particularly at the fag end of the career, job satisfaction goes down because of fear of retirement and future outcome. Other factors: Besides the above two factors, there are other indiidual factors which affect job satisfaction. If an individual does not have favourable social and family life, he may not feel happy at the workplace. Similarly, other personal problems associated with him may affect his level of job satisfaction. Personal problems associated with him may affect his level of job satisfaction. Nature of job: Nature of job determines job satisfaction which is in the form of occupation level and job content. Occupation level: Higher level jobs provide more satisfaction as compared to lower levels. This happens because high level jobs carry prestige and status in the society which itself becomes source of satisfaction for the job holders. For example, professionals derive more satisfaction as compared to salaried people:

factory workers are least satisfied. Job content: Job content refers to the intrinsic value of the job which depends on the requirement of skills for performing it, and the degree of responsibility and growth it offers. A higher content of these factors provides higher satisfaction. For example, a routine and repetitive lesser satisfaction; the degree of satisfaction progressively increases in job rotation, job enlargement, and job enrichment.

Situational variables: Situational variables related to job satisfaction lie in organizational context formal and informal. Formal organization emerges out of the interaction of individuals in the organization. Some of the important factors which affect job important factors which affect job satisfaction are given below: 1. Working conditions: Working conditions, particularly physical work

environment, like conditions

of workplace and associated facilities for

performing the job determine job satisfaction. These work in two ways. First, these provide means job performance. Second, provision of these conditions affects the individuals perception about the organization. If these factors are favourable, individuals experience higher level of job satisfaction. 2. Supervision: The type of supervision affects job satisfaction as in each type of supervision; the degree of importance attached to individuals varies. In employee-oriented supervision, there is more concern for people which is perceived favourably by them and provides them more satisfaction. In job oriented supervision, there is more emphasis on the performance of the job and people become secondary. This situation decreases job satisfaction. 3. Equitable rewards: The type of linkage that is provided between job performance and rewards determines the degree of job satisfaction. If the reward is perceived to be based on the job performance and equitable, it offers higher satisfaction. If the reward is perceived to be based on considerations other than the job performance, it affects job satisfaction adversely. 4. Opportunity: It is true that individuals seek satisfaction in their jobs in the context of job nature and work environment by they also attach offer. If the importance to opportunities for promotion that these job

present

job

offers

opportunity

of

promotion

is

lacking,

it

reduces

satisfaction. 5. Work group: Individuals work in group either created formally of they develo on their own to seek emotional satisfaction at the workplace. To the extent such groups are cohesive; the degree of satisfaction is high. If the group is not cohesive, job satisfaction is low. In a cohesive group, people satisfying leading to job satisfaction. derive satisfaction out of their interpersonal interaction and workplace becomes

Effect of Job Satisfaction Job satisfaction has a variety of effects. These effects may be seen in the context of an individuals physical and mental health, productivity, absenteeism, and turnover. Physical and Mental Health: The degree of job satisfaction affects an individuals physical and mental health. Since job satisfaction is a type of mental feeling, its favourableness or unfavourablesness affects the individual psychologically which ultimately affects his physical health. For example, Lawler has pointed out that drug abuse, alcoholism and mental and physical health result from psychologically harmful jobs. Further, since a job is an important part of life, job satisfaction influences general life satisfaction. The result is that there is spillover effect which occurs in both directions between job and life satisfaction. Productivity: There are two views about the relationship between job satisfaction and productivity: 1. A happy worker is a productive worker, 2. A happy worker is not necessarily a productive worker. The first view establishes a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more

vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. The another view: That is a satisfied worker is not necessarily a productive worker explains the relationship between job satisfaction and productivity. Various research studies also support this view. This relationship may be explained in terms of the operation of two factors: effect of job performance on satisfaction performance. 1. Job performance leads to job satisfaction and not the other way round. The basic factor for this phenomenon is the rewards (a source of satisfaction) attached with performance. There are two types of rewardsintrinsic and extrinsic. The intrinsic reward stems from the job itself which may be in the form of growth potential, challenging job, etc. The satisfaction on such a type of reward may help to increase productivity. The extrinsic reward is subject to control by management such as salary, bonus, though these factors increase job satisfaction. 2. A happy worker does not necessarily contribute to higher productivity because he has to operate under certain technological constraints and, therefore, he cannot go beyond certain output. Further, this constraint affects the managements expectations from the individual in the form of lower output. Thus, the work situation is pegged to minimally acceptable level of performance. However, it does not mean that the job satisfaction has no impact o productivity. A satisfied worker may not necessarily lead to increased productivity but a dissatisfied worker leads to lower productivity. Absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is related to absenteeism. Employee turnover: etc. Any increase in these factors does not hep to increase productivity and organizational expectations from individuals for job

urnover of employees is the rate at which employees leave the organization within a given period of time. When an individual feels dissatisfaction in the organization, he tries to overcome this through the various ways of defense mechanism. If he is not able to do so, he opts to leave the organization. Thus, in general case, employee turnover is related to job satisfaction. However, job satisfaction is not the only cause of employee turnover, the other cause being better opportunity elsewhere. For example, in the present context, the rate of turnover of computer software professionals is very high in India. However, these professionals leave their organizations not simply because they are not satisfied but because of the opportunities offered from other sources particularly from foreign companies located abroad. Improving job satisfaction: Job satisfaction plays significant role in the organization. Therefore, manager should take concrete steps to improve the level of job satisfaction. 1. Re-designing the job. 2. Improving the quality of work life. 3. Linking rewards with performance. 4. Improving overall organizational climate.

PROFILE OF SBI The origin of the State Bank of India goes back to the first decade of the nineteenth century with the establishment of the Bank of Calcutta in Calcutta on 2 nd June 1806. Three years later the bank received its charter and it was rend January 1809). A unique institution, it was the

designed as the Bank of Bengal (2

first joint-stock bank of British India sponsored by the Government of Bengal. The Bank of Bombay (15 th April 1840) and the Bank of Madras (1 st July 1843)

followed the Bank of Bengal. These three banks remained at the apex of modern banking in India till their amalgamation as the Imperial Bank of India on 27 January 1921. ESTABLISHMENT The establishment of the Bank of Bengal marked the advent of limited liability, joint-stock banking in India. So was the associated innovation in banking, viz. the decision to allow the Bank of Bengal to issue notes, which would be accepted for payment of public revenues within a restricted geographical area. This right of note issue was very valuable not only for the Bank of Bengal but also its two siblings, the Banks of Bombay and Madras. The three banks were governed by royal charters, which were revised from time to time. Each charter provided for a share capital, for-fifth of which were privately subscribed and the rest owned by the provincial government. The members of the board of directors, which managed bank, weremostly proprietary directors representing the large th

European managing agency houses in India; The rest where government nominees invariably civil servants. One of whom was elected as the president of the board. MAJOR CHANGE IN THE CONDITIONS A major change in the conditions of operation of the Banks of Bengal, Bombay and Madras occurred after 1860. With the passing of the Paper Currency Act of 1861, the right of note issue of the presidency abolished and the Government banks was of India

assumed from 1 March 1862 the sole power of issuing paper currency within British India. The task of management and circulation of the new currency notes was

conferred on the presidency banks and the Government undertook the transfer the Treasury balances to the banks at places where the banks would open branches. None of the three banks had till than any braches (except the sole attempt ad that too a short-lived one by the Bank of Bengal at Mirsapore in 1839) although the charters had given them such authority. But as soon as the three presidency band were assured of the free use of government.

IMPERIAL BANK The Imperial Bank during the three and a half decades of its existence recorded an impressive growth in terms of offices, reserves, deposits, investments and advances, the increases in some cases amounting to more than six-fold. The financial status and security inherited form its forerunners no doubt provided a form and durable platform. But the lofty traditions of banking which the Imperial Bank consistently maintained and the high standard of integrity it observed in its operations inspired confidence in its depositors that no other bank in India could perhaps then equal. All these enabled the Imperial Band acquire a pre-eminent position in the Indian banking industry and also secure a vital place in the countrys economic life. When India attained freedom, the Imperial Bank had a capital base (including reserves) of Rs.11.85 crores, deposits and advances of Rs.275.14 crores and Rs.72.94 crores respectively and a new work of 172 branches and more than 200 sub offices extending all over the country. The State Bank of India was thus born within a new sense of social purpose aided by the 480 offices comprising branches, sub offices and three Local Head Offices inherited form the Imperial Bank. The concept of banking as mere repositories of the and economic

communitys savings and lenders to creditworthy parties was soon to give way to the concept of purposeful banking sub-serving the growing diversified financial needs of planned

development. The State Bank of India was destined to act banking system into the exciting field of national development.

WELFARE MEASURE SBI provides educational facilities to its employees children. SBI provides loan to its employees at a low rate of interest. SBI provides health insurance to its employees. The number of employees in State Bank of India is more, so sample size is limited by 100. The information collected by the observation method is very limited. The result would be varying according to the individuals as well as time. Some respondents hesitated to give the actual situation; they feared that management would take any action against them The findings and conclusions are based on knowledge and experience of the respondents sometime may subject to bias

CHAPTER III METHODOLOGY Area of study: This study was conducted in Coimbatore city. Sample size: The researcher has proposed to interview 100 respondents who are working in 7 branches of State Bank of India, Coimbatore and they were selected as the sample for the study. Sources of data: The study is based on both primary and secondary data. Primary data: The primary data were collected through structured questionnaire. Sampling techniques: The methodology followed for collecting data, selection of sample, and analysis of data is as follows: Data collection technique: The questionnaire has been designed and supplied to the respondents for collecting primary data from customers.

Tools for analysis: The following statistical tools are used in the study for the purpose of analysis. Percentage analysis: It refers to a special kind of ratio; percentages are used to comparison between two or more series of data and also to describe the relation. Since the percentage reduced everything to a common base and there by allow meaningful comparison to be made.

ANALYSIS AND INTERPRETATION This chapter is allocated for analysis and interpretation of data. Preparing percentage analysis, two-way table does the analysis of job satisfaction, which are directly extracted from the questionnaire. The variations in the extent of the consumer satisfaction can be measured with the variables such as job secured, promotional opportunity, relationship with management, and satisfaction factors of the respondents.

The following are the tools used to carry out the analysis, are: PERCENTAGE ANALYSIS: It refers to special kind of ratio; percentages are used in making comparison between two or more series of data, and used to describe the relation. Since to percentage reduced everything to a common based and thereby allows meaningful comparison to be made.

TWO-WAY ANALYSIS: The score secured by the respondents who falls between the score as up to 50 indicates less satisfaction of the respondents, from 51 70 are got average satisfaction and 71 90 respondents are highly satisfied.

CALCULATION OF SATISFACTORY SCORES The Respondents were asked to state their level of Satisfaction relating to twenty factors. Based on their responses the Satisfaction score obtained by each respondent was found out. Points or scores were allocated based on the response. For each of the factor three levels of satisfaction were assigned namely high, medium and low. For high satisfaction three points were given, for Medium two and for low satisfaction one point was given. The total scores secured by each respondent were thus arrived at. All the hundred respondents were classified based on their level of satisfaction. Those who have obtained up to 30 points were classified under low satisfaction category, Respondents with 30 45 points were classified under medium satisfaction category and those with more than 45 points were classified under high satisfaction category.

NUMBER OF RESPONDENTS AND LEVEL OF SATISFACTION LEVEL OF SATISFACTION NO. OF RESPONDENTS HIGH SATISFACTION MEDIUM SATISFACTION LOW SATISFACTION TOTAL 23 54 23 100

AGE BELOW 30 31 TO 45 ABOVE 45 TOTAL

RESPONDENTS 39 43 18 100

PERCENTAGE (%) 39 43 18 100

MARITAL STATUS MARTIAL STATUS MARRIED SINGLE TOTAL RESPONDENTS 76 24 100 PERCENTAGE (%) 76 24 100

Table No

4.3

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS GENDER GENDER MALE FEMALE RESPONDENTS 62 38 PERCENTAGE (%) 62 38

TOTAL

100

100

Table No 4.4 TABLE SHOWING OPINION OF RESPONDENTS OF DIFFERENT LEVELS OF JOB LEVEL OF JOB (%) ACCOUNTANT CASHIER CLERK CONSUMER CARE EXECUTIVE MANAGER TOTAL RESPONDENTS 26 21 35 6 12 100 PERCENTAGE 26 21 35 6 12 100

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EXPERIENCE

EXPERIENCE LESS THAN 5 6 TO 10 ABOVE 10 TOTAL

RESPONDENTS 59 36 5 100

PERCENTAGE (%) 59 36 5 100

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS MONTHLY SALARY

MONTHLY SALARY BELOW Rs.10,000 Rs.10,001 TO Rs.20,000 Rs.20,001 TO Rs.30,000 ABOVE Rs.30,000 TOTAL

RESPONDENTS 24 54 16 6 100

PERCENTAGE (%) 24 54 16 6 100

TABLE SHOWING OPINION OF RESPONDENTS TOWARDS EDUCATIONAL QUALIFICATION

EDUCATIONAL QUALIFICATION (%) GRADUATE POST-GRADUATE

RESPONDENTS 37 63 63 100

PERCENTAGE 37

TOTAL

100

Table No 4.8 TABLE SHOWING OPINION OF RESPONDENTS TOWARDS FAMILY SIZE FAMILY SIZE TO 2 3 TO 5 ABOVE 5 TOTAL RESPONDENTS 5 65 30 100 PERCENTAGE (%) UP 5 65 30 100

Table No 4.9 TABLE SHOWING RESPONDENTS OPINION ABOUT SALARY Man work to earn every employee is te organisation will expect a corret pay to be paid for the job done by him. The reasonable pay for each job which is performed in theorganisation. This scale of pay may help for the job satisfaction to a certain extent. SALARY AND NUMBER OF RESPONDENTS PERCENTAGE (%) 61 36 3 100

SALARY SATISFACTION AGREE DIS-AGREE STRONGLY AGREE TOTAL

RESPONDENTS 61 36 3 100

Table No 4.10 TABLE SHOWING RESPONDENTS OPINION ABOUT PROMOTIONAL OPPORTUNITIES PROMOTIONAL OPPORTUNITY SATISFACTION PERCENTAGE (%)

RESPONDENTS

AGREE DIS-AGREE STRONGLY AGREE STRONGLY DIS-AGREE UNDECIDED TOTAL

60 23 6 3 8 100

60 23 6 3 8 100

Table No 4.11 TABLE SHOWING RESPONDENTS OPINION ABOUT WORKING CONDITION OPINION GOOD FAIR EXCELLENT UNDECIDED TOTAL RESPONDENTS 67 22 9 2 100 PERCENTAGE (%) 67 22 9 2 100

Table No 4.12 TABLE SHOWING RESPONDENTS OPINION ABOUT NATURE OF JOB OPINION GOOD FAIR EXCELLENT POOR UNDECIDED TOTAL RESPONDENTS 63 25 2 9 1 100 PERCENTAGE (%) 63 25 2 9 1 100

TABLE SHOWING RESPONDENTS OPINION ABOUT TRAINING OPPORTUNITIES PERCENTAGE (%) 63 26 6 2 3 100

OPINION GOOD FAIR EXCELLENT POOR UNDECIDED TOTAL

RESPONDENTS 63 26 6 2 3 100

Table No 4.14 TABLE SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH MANAGEMENT OPINION RESPONDENTS 70 13 11 3 3 100 PERCENTAGE 70 13 11 3 3 100 (%)

GOOD FAIR

EXCELLENT POOR UNDECIDED TOTAL

Table No 4.15 TABLE SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH CO-WORKERS OPINION GOOD FAIR EXCELLENT POOR TOTAL RESPONDENTS 67 13 17 3 100 PERCENTAGE 67 13 17 3 100 (%)

TABLE SHOWING RESPONDENTS OPINION ABOUT SATISFACTION WITH OTHER FACILITIES OPINION RESPONDENTS 71 16 11 2 100 PERCENTAGE 71 16 11 2 100 (%)

GOOD FAIR

EXCELLENT POOR TOTAL

TWO WAY TABLE - 1 Relationship Between Age And Level Of Satisfaction LEVEL OF SATISFACTION AGE HIGHLY SATISFIED 8(21%) 12(28%) 3(17%) 23 MEDIUM SATISFACTION 23(59%) 18(42%) 13(72%) 54 LOW SATISFACTION 8(20%) 13(30%) 2(11%) 23 TOTAL

BELOW 30 31 45 ABOVE 45 TOTAL

39 43 18 100

WAY TABLE 2

Relationship Between Marital Status And Level Of Satisfaction

MARITAL STATUS

LEVEL OF SATISFACTION HIGHLY SATISFIED MEDIUM SATISFACTION LOW SATISFACTION TOTAL

MARRIED UNMARRIED TOTAL

17(22%) 6(25%) 23

42(55%) 12(50%) 54

17(23%) 6(25%) 23

76 24 100

TWO WAY TABLE 3 Relationship Between Gender And Level Of Satisfaction

LEVEL OF SATISFACTION GENDER HIGHLY SATISFIED 20(32%) 3(8%) 23 MEDIUM SATISFACTION 30(48%) 24(63%) 54 LOW SATISFACTION 12(20%) 11(19%) 23 TOTAL

MALE FEMALE TOTAL

62 38 100

TWO WAY TABLE 4 Relationship Between Experience And Level Of Satisfaction LEVEL OF SATISFACTION EXPERIENCE LESS THAN 5 HIGHLY SATISFIED MEDIUM SATISFACTION LOW SATISFACTION TOTAL

YEARS 6 TO 10 YEARS ABOVE 10 YEAS TOTAL

14(24%) 6(17%) 3(60%) 23

29(49%) 23(64%) 2(40%) 54

16(27%) 7(19%) 0 23

59 36 5 100

TWO WAY TABLE 5

Relationship Between Salary And Level Of Satisfaction LEVEL OF SATISFACTION MEDIUM SATISFACTION

SALARY BELOW

HIGHLY SATISFIED

LOW SATISFACTION

TOTAL

Rs.10,000 Rs.10,001 TO Rs.20,000 Rs.20,001 TO Rs.30,000 ABOVE Rs.30,000 TOTAL

3(12%) 14(26%) 3(19%) 3(50%) 23

16(67%) 32(59%) 3(19%) 3(50%) 54

5(21%) 8(15%) 10(62%) 0 23

24 54 16 6 100

Relationship Between Education Level And Level Of Satisfaction LEVEL OF SATISFACTION EDUCATION HIGHLY SATISFIED MEDIUM SATISFACTION LOW SATISFACTION TOTAL

GRADUATE POSTGRADUATE TOTAL

6(16%) 17(27%) 23

28(76%) 26(41%) 54

3(8%) 20(32%) 23

37 63 100

Relationship Between Nature of Job And Level Of Satisfaction LEVEL OF SATISFACTION HIGHLY SATISFIED 5(19%) 9(43%) 0 0 9(75%) 23 MEDIUM SATISFACTION 14(54%) 7(33%) 24(69%) 6(100%) 3(25%) 54 LOW SATISFACTION 7(27%) 5(24%) 11(31%) 0 0 23 TOTAL 26 21 35 6 12 100

NATURE OF JOB ACCOUNTANT CASHER CLERK CONSUMER CARE EXECUTIVE MANAGER TOTAL

TWO WAY TABLE 8 Relationship Between Family Size And Level Of Satisfaction LEVEL OF SATISFACTION FAMILY SIZE HIGHLY SATISFIED MEDIUM SATISFACTION LOW SATISFACTION TOTAL

UP TO 2 5 3 TO 5 65 ABOVE 5 30 TOTAL 100

1(20%) 15(23%) 7(24%) 23

2(40%) 40(62%) 12(40%) 54

2(40%) 10(15%) 11(36%) 23

Summary of Findings: The following are the findings of the study: PERCENTAGE ANALYSIS 43% of the respondents are in the age group of 31-45 years. 62% of the respondents are male. 76% of the respondents are married. 35% of the respondents are clerk. 59% of the respondents are less than 5 years experience. 54% of the respondents monthly income as Rs. 10,001-Rs. 20,000. Most of the respondents are Post-Graduate. 65% of the respondents are 3-5 members in family. 39% of the respondents are not satisfied and the remaining is satisfied with their salary. Most of the respondents are agree with their promotional opportunities. 67% of the respondents are satisfying their working conditions. 63% of the respondents are satisfied with their job. Most of the respondents agree with their training opportunities. There exists a cordial relationship between employees and management. 67% of the respondents are very much satisfied with their relationship with the co-workers. Most of the respondents satisfied other facilities

Interpretation: Highly satisfied employees are more among the age group of 31-45. Highly satisfied employees are more among the unmarried persons than the married persons. Highly satisfied employees are more among the male respondents than the female respondents. Highly satisfied employees are above Rs.30,000/- income group. Highly satisfied employees are more among the post-graduate than the Graduate employees. Highly satisfied employees are above 10 years experience. The managers are highly satisfied than the other employees. CONCLUSION: From the study, we have come to know that most of the respondents have job satisfaction; the management has taken the best efforts to maintain cordial relationship with the employees. Due to the working conditions prevailing in this bank, job satisfaction of each respondent seems to be the maximum. From the study, we have come know that most of the employees were satisfied with the welfare measures provided by bank. The employees of SBI get more benefits compare to other banks. The main problem of shortage of man power is less in the SBI compare to other banks.