Evaluation of Job Satisfaction of Social Islami Bank Limited.

INTERN REPORT ON
EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED
CHAPTER 01
INTRODUCTION
Chapter Overview Introduction Origin of the Report Objectives Methodology of Data Collection i!itation of the "tudy
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1.0 Introd !tion"

#ith the opening up of the econo!y of $angladesh% a dra!atic change has been observed both in !anufacturing and in service sectors& This has brought higher e!ploy!ent opportunities% increases in inco!e level% and changes in consu!ption pattern and conse'uently there e!erges a co!petitive environ!ent in the country& "pecifically% the e(pansion of ban)ing business% along *ith custo!i+ed services% has created a severe i!plied co!petition in this sector& This co!petition has !ade the service gap *ider as private ban)s offer better services to their internal and e(ternal custo!ers& The scenario has created an urge to the ban) policy !a)ers to identify the underlying reasons and brought the! into consideration the job satisfaction issue& It *ill investigate that officer of "ocial Isla!i $an) !anipulating their services through i!ple!enting policy& i!ited play the )ey role in
1.1 #tate$ent o% the Pro&'e$"

,ob satisfaction is the reaction of the *or)ers against the role they play in their *or)& The studies *ill designee to investigate the level of achieve!ent of -Evaluation ,ob "atisfaction of "ocial Isla!i $an) i!ited&.
1.2 Rationa'e o% the #t d("

Today/s business *orld is dyna!ic and co!petitive therefore organi+ations loo)ing for talent% e(trovert graduates *ho belong to high degree of adaptability 'uality& Today/s business graduates *ill be the core part of business organi+ation& "o business graduates need to have both theoretical 0 practical )no*ledge to !anage the business activity properly& In order to be fa!iliar *ith organi+ational culture and to gain so!e practical )no*ledge about an organi+ation our Depart!ent provides Eight to t*elve *ee) internship progra! as a part of the $$1 progra!& 1fter co!pletion of the progra! period a student !ust sub!it the report on the assigned topic to the "upervisor and the depart!ent& This progra! carries three 234 credit hours out of 567 credit hours of the $$1 progra!&
1.) *a!+,ro nd o% the Report"

I *as assigned in "ocial Isla!i $an) i!ited through !y Internship supervisor& i!ited to perfor! !y internship being the I *as selecting $angladesh "ocial Isla!i $an)
progra! as !y honorable supervisor inspired !e& I thought "I$
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pri!e develop!ent financing institution continued its effort to !a)e an effective contribution to*ards e(pansion of industriali+ation process of $angladesh& It see!s to !e that in "I$ there is a sufficient opportunity to gain practical )no*ledge about the activities of a ban)& The *or)ing environ!ent is good and the e!ployees are very !uch cooperative to provide practical )no*ledge about different functions of the ban)& I selected a topic na!ed -.o& #ati/%a!tion o% #o!ia' I/'a$i *an+ 0i$ited- On the basis of this topic I have prepare !y Internship Report&
1.4 O&1e!tive o% the Report"

1.4.1" *road O&1e!tive" The attitudes regarding job satisfaction are broadly related to the areas of intrinsic nature of *or)% *age and security% supervision% and co!pany policies and practices& The broad objective of the study is descriptive analysis that e!ployee satisfaction of "ocial Isla!i $an) i!ited& 1.4.2 #pe!i%i! O&1e!tive" The "pecific objective of the study is findings the results fro! the balancing and su!!ation of !any specific li)es and disli)es of e!ployees e(perienced in connection *ith their jobs& The present study deals *ith the t*o issues to analy+e the job satisfaction of ban) officers of the "I$ in& The issues are8 The relative i!portance of job satisfaction factors& The i!pact of ban) type% *or) e(perience% age and se( differences on the attitudes to*ard job satisfaction&
1.2 #!ope o% the Report"

"ince I have *or)ed in the "ocial Isla!i $an) i!ited% Ra!pura $ranch% I get the opportunity to gain )no*ledge of different part of ban)ing syste!& The supervisor divided into the *hole ban)ing in three parts& 1s a result I got the opportunity to *or) in all three divisions 2invest!ent division% general ban)ing division% foreign e(change division4& 1nd fro! these three different depart!ents or divisions% I hope that I *ill be capable of doing these types of jobs in the future& Moreover% as I a! a 9R student so !y supervisor helps !e to co!!unicate *ith 9R Depart!ent&
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1.3 4ethodo'o,("
1.3.1 #o r!e/ o% Data Co''e!tion" 1.3.1.1 Pri$ar( #o r!e/" Pri!ary data *ill be collecting by different sources& Observation of ban)ing activities& :ace to face Intervie*s& E!ployee survey data *ere gathering by analy+ing responses to 'uestionnaire& E(periences gained during perfor!ing duties for ;eneral $an)ing depart!ent and 9R depart!ent& Discussion *ith officers of "ocial Isla!i $an) i!ited& 1.3.1.2 #e!ondar( #o r!e/" 1nnual reports of "ocial Isla!i $an) i!ited& <arious docu!ents fro! ;eneral $an)ing depart!ent& Different *ebsites% boo)s& Internal Records&
1.5 0i$itation"
On the *ay of !y study in "ocial Isla!i $an) i!ited% I faced the follo*ing proble!s% *hich !ay be ter!ed as the li!itations of the study& The !ajor li!itations of this study are given as follo*s8 There *ere so!e restrictions to have access to the infor!ation confidential by concern authority& "ufficient records% publications regarding custo!er service *ere not available as per re'uire!ent& Three=!onth is not sufficient ti!e to gain practical )no*ledge and prepare a report& The e!ployees of the ban) are so !uch busy so they cannot provide !e to give infor!ation& I have no proper e(perience to do this )ind of report& "o% ine(perience creates obstacle to follo* the syste!atic and logical research !ethodology&
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CHAPTER 6 02
*AN7IN8 #ECTOR IN *AN80ADE#H
Chapter Overview Definition of $an) Objective of $an) 9istorical $ac)ground of the $an) $an)ing Operations in $angladesh
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2.0 De%inition o% *an+"

1 ban) is a financial institution and a financial inter!ediary that accepts deposits and channels those deposits into lending activities% either directly or through capital !ar)ets& 1 ban) connects custo!ers that have capital deficits to custo!ers *ith capital surpluses& The *ord ban) *as borro*ed in Middle English fro! Middle :rench ban'ue% fro! Old Italian banca% fro! Old 9igh ;er!an banc% ban) >bench% counter>& $enches *ere used as des)s or e(change counters during the Renaissance by :lorentine ban)ers% *ho used to !a)e their transactions atop des)s covered by green tablecloths& Due to their critical status *ithin the financial syste! and the econo!y generally% ban)s are highly regulated in !ost countries& Most ban)s operate under a syste! )no*n as fractional reserve ban)ing *here they hold only a s!all reserve of the funds deposited and lend out the rest for profit& They are generally subject to !ini!u! capital re'uire!ents *hich are based on an international set of capital standards% )no*n as the 1ccords& $an)ing business> !eans the business of receiving !oney on current or deposit account% paying and collecting che'ues dra*n by or paid in by custo!ers% the !a)ing of advances to custo!ers% and includes such other business as the 1uthority !ay prescribe for the purposes of this 1ct receiving fro! the general public !oney on current% deposit% savings or other si!ilar account repayable on de!and or *ithin less than ?3 !onths@ &&& or *ith a period of call or notice of less than that periodA paying or collecting chec)s dra*n by or paid in by custo!ers&
2.1 O&1e!tive o% *an+"

People have traditionally used ban)s as a *ay to safeguard those things !ost i!portant to the!& Not only *ere ban)s used to save deposits and *ithdra* !oney% they *ere also used for loans% docu!ent safety deposits% and financial consulting& Today there are a variety of ban)s that serve different purposes& In order to understand the !ain objective of a ban)% it is i!portant to )no* *hat a co!!ercial ban) is& Bnli)e a traditional ban)% a co!!ercial ban) is a financial institution that provides services pri!arily fro! one business to another& Co!!ercial ban) activities are different than invest!ent or traditional ban)s in that co!!ercial ban)s act as inter!ediaries bet*een an issuer of security and the investing public%
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facilitating !ergers and other corporate reorgani+ation% acting as a bro)er for institutional clients% and under*riting for co!!ercial ac'uisition& The !ain objective of a co!!ercial ban) is to !aintain !a)ing !oney% and they do so in a variety of *ays& One *ay is to )eep !oney !oving% fro! person to person% business to business& "o!e ban)ing institutions associated *ith credit unions% schools or other entities !ay not !a)e their pri!ary objective clear& 9o*ever% co!!ercial ban)s clearly articulate their !ain objective as profitability& 1 co!!ercial ban) having lucrative assets positively affects the co!!unity it/s in% as *ell as having far reaching positive outco!es& 1s businesses thrive and gro*% !ore people are e!ployed% !ore !oney is spent in the !ar)etplace% and the cycle of generating !oney repeats to )eep the econo!y afloat& The !ain objective of co!!ercial ban)s is to !aintain higher profitability by !aintaining circular and efficient flo* of a!ount of !oney deposited by the custo!ers and the lenders& Co!!ercial ban)s contribute to the econo!ic cycle by )eeping the !oney circulation a!ong households% govern!ent and corporate businesses& The co!!ercial ban)s lend !oney to the econo!ic agents through their various products and services by earning interest inco!e on the borro*ed !oney& Co!!ercial ban)s design their short ter! and long ter! loans and other products to cater to the need of custo!ers *hile enhancing their o*n returns& Their objective is to attract !ore custo!ers and build profitable relationships *ith the ne* and e(isting custo!ers& 1lso the !ain objective of a co!!ercial ban) is to provide high standard facilities for transfer of funds% financing the business operations and purchase of households% security and ade'uate return on savings and earns inco!e fro! these activities to provide opti!u! return to its shareholders
2.2 Hi/tori!a' *a!+,ro nd o% the *an+"

The history of ban)ing began around 5CDE% according to !ost historians $an)ing in the !odern sense of the *ord can be traced to !edieval and early Renaissance Italy% to the rich cities in the north li)e :lorence% <enice and ;enoa& The $ardi and Peru++i fa!ilies do!inated ban)ing in 5Fth century :lorence% establishing branches in !any other parts of Europe& Perhaps the !ost fa!ous Italian ban) *as the Medici ban)% set up by ;iovanni Medici in 53GD& The earliest )no*n state deposit ban)% $anco di "an ;iorgio 2$an) of "t& ;eorge4% *as founded in 5FED at ;enoa% Italy&
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The first ban)s *ere the !erchants of the ancient *orld that !ade loans to far!ers and traders that carried goods bet*een cities& The first records of such activity dates bac) to around 6EEE $C in 1ssyria and $abylonia& ater% in ancient ;reece and during the Ro!an E!pire% lenders *ho *ere based in te!ples !ade loans but also added t*o i!portant innovations8 accepting deposits and changing !oney& During this period% there is si!ilar evidence of the independent develop!ent of lending of !oney in ancient China and separately in ancient India& In ancient China starting in the Hin Dynasty 2665 to 6E7 $C4 the Chinese currency developed *ith the introduction of standardi+ed coins *hich allo*ed the !uch easier trade across China and led to the develop!ent of letters of credit& These letters *ere issued by !erchants that acted in *ays that today *e *ould understand as ban)s& The develop!ent of ban)ing spread through Europe and a nu!ber of i!portant innovations too) place in 1!sterda! during the Dutch Republic in the 57th century and in ondon in the 5Dth century& During the 6Eth century% develop!ents in teleco!!unications and co!puting resulting in !ajor changes to the *ay ban)s operated and allo*ed the! to dra!atically increase in si+e and geographic spread& The ate=6EEEs financial crisis sa* significant nu!ber of ban) failures% including so!e of the *orldIs largest ban)s% and !uch debate about ban) regulation& The history of ban)ing is closely related to the history of !oney but ban)ing transactions probably predate the invention of !oney& Deposits initially consisted of grain and later other goods including cattle% agricultural i!ple!ents% and eventually precious !etals such as gold% in the for! of easy=to=carry co!pressed plates& Te!ples and palaces *ere the safest places to store gold as they *ere constantly attended and *ell built& 1s sacred places% te!ples presented an e(tra deterrent to *ould=be thieves&
2.) *an+in, Operation/ in *an,'ade/h"

1fter the liberation *ar% and the eventual independence of $angladesh% the ;overn!ent of $angladesh reorgani+ed the Dha)a branch of the "tate $an) of Pa)istan as the central ban) of the country% and na!ed it $angladesh $an)& This reorgani+ation *as done pursuant to $angladesh $an) Order% 5GD6% and the $angladesh $an) ca!e into e(istence *ith retrospective effect fro! 57 Dece!ber 5GD5& The 5GD5 Mujib regi!e ran a pro=socialist agenda J in 5GD6% the govern!ent decided to nationali+e all ban)s in order to channel funds to the public sector and to prioriti+e credit to those sectors that sought to reconstruct the *ar=torn country J !ainly industries and agricultural sectors&
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9o*ever% govern!ent control at the *rong sectors prevented these ban)s fro! functioning *ell& This *as co!pounded by the fact that loans *ere handed out to the public sector *ithout co!!ercial considerations% that ban)s had poor capital lease% provided poor custo!er services and didn/t have any !ar)et=based !onetary instru!ents& $ut !ostly% because loans *ere given out *ithout co!!ercial sense% and because they too) a long ti!e to call a loan non=perfor!ing% and once they did so% recovery under the erst*hile judicial syste! *as so abjectly e(pensive% and their loan recovery *as abys!ally poor& #hile the govern!ent !ade a point of intervening every*here% it didn/t set up a proper regulatory syste! that *ould diagnose such proble!s and correct the!& 9ence% ban)ing concepts li)e profitability and li'uidity *as alien to ban) !anagers% and capital ade'uacy Too) bac)seat& In 5GC6% the first refor! progra! *as initiated% *here the govern!ent denationali+ed t*o of the si( nationali+ed co!!ercial ban)s and per!itted local private ban)s to create co!petition in the ban)ing sector& In 5GC7% a National Co!!ission on Money% $an)ing and Credit *as appointed to recover the proble!s of the ban)ing sector and a nu!ber of steps *ere ta)en for the recovery targets for the nationali+ed co!!ercial ban)s and develop!ent financial institutions and prohibiting defaulters fro! getting ne* loans% yet% the efficiency of the ban)ing sectors could not be i!proved& <irtually all ban)ing services *ere concentrated in urban areas& The ne*ly independent govern!ent i!!ediately designated the Dha)a branch of the "tate $an) of Pa)istan as the central ban) and rena!ed it the $angladesh $an)& The ban) *as responsible for regulating currency% controlling credit and !onetary policy% and ad!inistering e(change control and the official foreign e(change reserves& The $angladesh govern!ent initially nationali+ed the entire do!estic ban)ing syste! and proceeded to reorgani+e and rena!e the various ban)s& :oreign=o*ned ban)s *ere per!itted to continue doing business in $angladesh& The govern!entIs encourage!ent during the late 5GDEs and early 5GCEs of agricultural develop!ent and private industry brought changes in lending strategies& Managed by the $angladesh Krishi $an)% a speciali+ed agricultural ban)ing institution% lending to far!ers and fisher!en dra!atically e(panded& The nu!ber of rural ban) branches doubled bet*een 5GDD and 5GCF% to !ore than 3%33E& Denationali+ation and private industrial gro*th led the $angladesh $an) and the #orld $an) to focus their lending on the e!erging private !anufacturing sector& "cheduled ban) advances to private agriculture% as a percentage of sectoral ;DP% rose fro! 6 percent in :L 5GDG to 55
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percent in :L 5GCD% *hile advances to private !anufacturing rose fro! 53 percent to F3 percent& 2.).1 0i/t o% *an+/ in *an,'ade/h" The co!!ercial ban)ing syste! do!inates $angladeshIs financial sector& $angladesh $an) is the Central $an) of $angladesh and the chief regulatory authority in the sector& The ban)ing syste! is co!posed of four state=o*ned co!!ercial ban)s% five speciali+ed develop!ent ban)s% thirty private co!!ercial $an)s and nine foreign co!!ercial ban)s& The Nobel=pri+e *inning ;ra!een $an) is a speciali+ed !icro= finance institution% *hich revolutioni+ed the concept of !icro=credit and contributed greatly to*ards poverty reduction and the e!po*er!ent of *o!en in $angladesh& 2.).2 *an,'ade/h *an+" Pursuant to $angladesh $an) Order% 5GD6 the ;overn!ent of $angladesh reorgani+ed the Dha)a branch of the "tate $an) of Pa)istan as the central ban) of the country% and na!ed it $angladesh $an) *ith retrospective effect fro! 57 Dece!ber 5GD5& 2.).) Nationa'i9ed Co$$er!ia' *an+ o% *an,'ade/h" "onali $an) 1grani $an) Rupali $an) ,anata $an) 2.).4 Private Co$$er!ia' *an+/" Private $an)s are the highest gro*th sector due to the dis!al perfor!ances of govern!ent ban)s 2above4& They tend to offer better service and products& "ocial Isla!i $an) i!ited Bnited Co!!ercial $an) i!ited Mutual Trust $an) i!ited $R1C $an) i!ited Eastern $an) i!ited Dutch $angla $an) i!ited Dha)a $an) i!ited Isla!i $an) $angladesh td
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Bttara $an) i!ited Pubali $an) i!ited I:IC $an) i!ited National $an) i!ited The City $an) i!ited NCC $an) i!ited Pri!e $an) i!ited "outheast $an) i!ited 1l=1rafah Isla!i $an) i!ited "tandard $an) i!ited One $an) i!ited E(i! $an) i!ited $angladesh Co!!erce $an) i!ited :irst "ecurity Isla!i $an) i!ited The Pre!ier $an) i!ited $an) 1sia i!ited Trust $an) i!ited "hahjalal Isla!i $an) i!ited IC$ Isla!i $an) 1$ $an) Marcantile $an) i!ited 2.).2 :orei,n Co$$er!ia' *an+/" Citiban) 9"$C "tandard Chartered $an) Co!!ercial $an) of Ceylon "tate $an) of India 9abib $an) i!ited National $an) of Pa)istan #oori $an)
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$an) 1lfalah
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2.).5 #pe!ia'i9ed Deve'op$ent *an+/" Out of the speciali+ed ban)s% t*o 2$angladesh Krishi $an) and Rajshahi Krishi Bnnayan $an)4 *ere created to !eet the credit needs of the agricultural sector *hile the other t*o $angladesh "hilpa $an) 2$"$4 0 $angladesh "hilpa Rin "angtha 2$"R"4 are for e(tending ter! loans to the industrial sector& The "peciali+ed ban)s are8 Kar!asangsthan $an) $angladesh Krishi $an) Rajshahi Krishi Bnnayan $an) Progoti Co=operative and!ortgage $an) i!ited 2Progoti $anK4 ;ra!een $an) The Dha)a Mercantile Co=operative $an) i!ited 2DMC$ 4 $angladesh Develop!ent $an) td $angladesh "o!obay $an) i!ited2Cooperative $an)4 1nsar <DP Bnnyan $an) $1"IC $an) i!ited4 i!ited 2$angladesh "!all Industries and Co!!erce $an)
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CHAPTER 6 0)
AN O;ER;IE< O: #OCIA0 I#0A4I *AN7 0I4ITED

Chapter Overview Organi+ational Overvie* 9istorical $ac)ground of "I$ :or!ation of "ocial Isla!i $an) Objectives 0 ;oals of "I$ <ision 0 Mission "trategic Objectives 0 Co!!it!ents Corporate "ocial Responsibility 2C"R4 Corporate Profile "I$ at a ;lance :unctions of "I$ "I$ Products 0 "ervices "#OT 1nalysis of "I$
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).0 Or,ani9ationa' Overview"

"ince the establish!ent of "ocial Isla!i $an) i!ited has co!e for*ard as a private co!!ercial ban) and very encourage has co!e for*ard as the sti!ulator of econo!ic activities in the country& The ban) has been entrusted *ith the responsibility of underta)ing various steps related to the develop!ent of the country/s co!!ercial% industrial and agricultural sectors& The ban)ing sector of a country is called the econo!ic baro!eter of the country& 1s a pioneer co!!ercial ban) in the private sector in $angladesh% "ocial Isla!i $an) provides considerable financial helps to the business sector that i!ports industrial goods andMor e(ports e(cess production outside the country for profit& Thus for i!ports the "ocial Isla!i $an) provides IM 2 oan against I!port Merchandise4 and TR 2 oan against Trust Receipt4 facility and for e(ports provides both pre ship!ent and post ship!ent finances& Thus *ith these ban) helps the prospects in the business sector has increased !ore than ever before&
).1 Hi/tori!a' *a!+,ro nd o% #I*0"

The "OCI1 I" 1MI $1NK TD 2"I$ 4% a second=generation ban)% operating since 66 Nove!ber% 5GGN based on "hariah Principles% has no* C7 branches all over the country *ith t*o subsidiary co!panies = "I$ "ecurities td& 0 "I$ Invest!ent td& Targeting poverty% "OCI1 I" 1MI $1NK IMITED& is indeed a concept of 65st century participatory three sector ban)ing !odel in one& in the for!al sector% it *or)s as an Isla!ic participatory Co!!ercial $an) *ith hu!an face approach to credit and ban)ing on the profit and loss sharing8 it is a Non=for!al ban)ing *ith infor!al finance and credit pac)age that e!po*ers and hu!ani+es real poor fa!ily and create local inco!e opportunities and discourages internal !igrationA it is a Develop!ent $an) intended to !oneti+e the voluntary sector and !anage!ent of #a'f% Mos'ue properties and introducing cash #a'f syste! for the first ti!e in the history& In the for!al corporate sector% this $an) *ould% a!ong others% offer the !ost up to date ban)ing services through opening of various types of deposit and invest!ent accounts% financing trade% providing letters of guarantee% opening letters of credit% collection of bills% leasing of e'uip!ent and consu!ersI durable% hire purchase and install!ent sale for capital goods% invest!ent in lo*=cost housing and !anage!ent of real estates% participatory invest!ent in various industrial% agricultural% transport% educational and health projects and so on&
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The ban) has ta)en a rene*ed drive ai!ing at consolidating its business in !ore focused areas covering "ME and 1gro=finance *ith e!phasis on searching for alternative delivery channel under *hich "M" ban)ing and !obile based re!ittance pay!ent syste!s that are gradually introduced to disse!inate the "I$ services to the doorsteps of the custo!ers& The ban) has already introduced Internet ban)ing and launched so!e ne* products to strengthen its business& The products are "onali Din% "o!!ridhir "opan% "onchoy Protidin% "*opner "hiri% "hu)her Thi)ana% "abuj Chhya% "abuj "hayanho% "ubarnolata% "ubornare)ha% "anchaita etc& and Oa!il 1TM Debit card& "I$ is a pioneer in introducing on=line ban)ing a!ong all the Isla!i $an)s of the country *ith state=of=the=art ban)ing soft*are% *hich *ill enable the ban) to perfor! as any branch real ti!e ban)ing service to the clients& The state=of=the=art ban)ing soft*are of the ban) *ill enable to perfor! as any branch real ti!e ban)ing service to the clients& "I$ is supported by core ban)ing solutions and our products 0 services are strongly bac)ed by IT infrastructure% *hich are upgraded 0 e(panded on continuous basis& "I$ has set its strategy to convert all its ban)ing activities fro! traditional branch= based ban)ing syste! to an ideal blending of both centrali+ed processing unit 2CPB4 and effective operation of branch that based on !odern essence of ban)ing& The ban) is running its pay!ent syste! successfully through $1CP"% $E:TN under $1C9 in order to boost up its businesses in !ultiple di!ensions& 1dopting $1C9 "yste! as per guidelines of $angladesh $an)% "I$ ensures security% safety and hassle free faster is 'uite conscious of its social business transactions fro! end to end& Moreover% the ban) is effectively adopting regulatory guidelines on IT ris) !anage!ent& "I$ responsibilities and is al*ays trying to participate in various social progra!s in the country under its C"R portfolio giving special e!phasis on health% habitat 0 education& The ban) ensures to provide better integrated idea of for!al% infor!al 0 voluntary ban)ing in the sa!e platfor!& "I$ has its uni'ue feature to !obili+e capital through C1"9 #1H: progra!& "I$ lays e!phasis on e!ploy!ent generated% environ!ent friendly and green ban)ing based invest!ent )eeping an eye on e'uitable distribution of resources over geographical territory for sustainable gro*th of !acro econo!y of the country& The $an)Is continuous effort has been to increase the shareholdersI value% and be valued as
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a co!pliant organi+ation& The Corporate ;overnance syste!s in "I$
ensure
transparency and accountability at all levels in conducting business& "I$ in its journey to*ards continuous e(cellence has changed its brand logo recently& #e ta)e pride in our ne* logo&
).2 :or$ation o% #o!ia' I/'a$i *an+"

The $an) *as incorporated in $angladesh in the year 5GGN as a ban)ing co!pany under the co!panies 1ct% 5GGF% all types of co!!ercial ban)ing services as provided by the $an) fro! ti!e to ti!e besides as a !atter of policy the $an) conducts its $usiness on the principles of Mushata)a% Murabaha% $ai=Mua++al and 9ire Purchase transaction approved by $angladesh $an)&
).) O&1e!tive/ = 8oa'/ o% #I*0"

The )ey sectorial objectives are8 To hu!ani+e corporate finance in the for!al sector through participatory !ar)et !echanis! *ith collateral& To sociali+e non=corporate finance in the non=for!al sector through non=!ar)et and participatory custo!=tailored !icro=level credit pac)age *ithout collateral& To !oneti+e voluntary sector through participatory financing !ainly on joint o*nership basis& To integrate these three sectors operational activities of the $an) to various *ill=conceived and *ell=planned -"ocial 1ssign!ent and Invest!ent "che!es. or -"ocial :und. for !a)ing the! econo!ically and ethically -transparent. and -revealed. Overa'' Operationa' ,oa'/" The )ey thrusts of the operational goals are as follo*s8 E!po*ering the fa!ily of the poor by creating inco!e opportunities as *ell as strengthening the fa!ily of the rich for a better future generation& 1chieving sustainable participatory econo!y% "ocial "ecurity% and peace for a society&
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).4 ;i/ion = 4i//ion o% #I*0"

O r ;i/ion" In our journey to*ards continuous e(cellence *e are striving to beco!e the countryIs leading Isla!ic $an) offering one=step service of an *ide range of value added products and services !eeting the needs of our custo!ersA conducting our business ethically in accordance *ith the la*s of "hariah *hile opti!i+ing best utili+ation of the !ost !odern state=of=the=art technological solutions through creation of pro=active organi+ational culture based on sound tea! spirit% fairness% !utual understanding and prag!atic leadership al*ays re!aining open to ne* ideas and adaptable to the best practices in the !ar)et ensuring recognition and 'uality ban)ing e(perience to our Custo!ers and deliver best value to all our sta)eholders as *ell& O r 4i//ion" Transfor!ation into a service=oriented technology=driven profit earning $an) Ensure fast% accurate and best=in=class custo!er service $alanced 0 sustainable gro*th strategy Opti!u! return on shareholderIs e'uity Introducing innovative Isla!ic $an)ing Products 1ttract and retain high 'uality hu!an resources E!po*ering real poor fa!ilies and create local inco!e opportunities Providing support for social benefit organi+ations by *ay of !obili+ing :unds and social services O r va' e/" Hone/t(" To be honest is ordained by the scripture& #e stic) to this value in all our service provision& Tran/paren!(" Re!aining transparent in all acts is a virtue thatIs builds trust = *e adhere to it& E%%i!ien!(" Efficiency i!plies perfection in any job done = *e strive to render full satisfaction *ith it& A!!o nta&i'it(" To be accountable is to be responsible and above any suspicion = *e are dutifully there& Re'i,io /ne//" "I$ enhances econo!ic *ell=being *ith regard to the bliss of religious ethics&
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Innovation" Our !inds and eyes are open to the evolution in 'uality of life to innovate further benefits for the service ta)ers& :'e>i&i'it(" :le(ibility leads to better understanding and greater satisfaction = *e pursue the 'uality& #e! rit(" Custo!ers !ust feel secure *ith all our products and services = *e )eep on ensuring it& Te!hno'o,(" Modern life is technology dependent = *e )eep loo)ing for the latest develop!ent to provide the best in ease to our clients&
).2 #trate,i! O&1e!tive/ = Co$$it$ent/"

O r #trate,i! O&1e!tive/" Transfor!ation into a service=oriented technology driven profit earning ban)& Ensure fast% accurate and best=in=class custo!er services *ith custo!ers/ satisfaction& $alanced and sustainable gro*th strategy& Opti!u! return on shareholders/ e'uity& Introducing innovative Isla!ic $an)ing Products& 1ttract% !otivate and retain high 'uality hu!an resources& E!po*ering real poor fa!ilies and creating local inco!e opportunities& Providing support for social benefit organi+ations& To achieve global standards in Isla!ic $an)ing& To invest in the priority sector for the overall econo!ic develop!ent& Ensure best C"R 2Corporate "ocial Responsibilities4 practices& Ensure ;reen $an)ing& O r Co$$it$ent/" To the "hariah To the Regulators To the "hareholders To the Nation To the Custo!ers To the E!ployees
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To the other "ta)eholders To the Environ!ent&
).5 Corporate #o!ia' Re/pon/i&i'it( ?C#R@"

"ocial Isla!i $an) i!ited is 'uite conscious of its social responsibility and al*ays trying to participate in social cause progra! in the country& The ban) is co!!itted to serve the society at large through its fa!ily e!po*er!ent Micro Invest!ent% Micro Enterprise and "ME progra!s under non=for!al sector% social capital !obili+ation through C1"9 #1H: and other progra!s under voluntary sector& The ban) has already for!ed C"R Des) *ith the ai! to serve hu!anity through different philanthropic activities giving e!phasis on health and Education& The ban) believes that any )inds of social 0 philanthropic activities *ould i!prove the 'uality of the lives of the poor !asses of the country& The $oard of Directors of the $an) consists of *inning personalities in respective area of Trade% Co!!erce 0 Industry of the country& Bnder the proactive guidance% policy and direction of the $oard% Manage!ent conducts its business operations& The Corporate ;overnance syste!s in "I$ transparency and accountability at all levels in conducting business& ensure
).3 Corporate Pro%i'e"

"ocial Isla!i $an) i!ited 2"I$ 4 *as established in the year 5GGN as a public li!ited co!pany *hich is engaged in "hariah based co!!ercial ban)ing in the country and its !odus=operandi are substantially different fro! other conventional ban)s& This is the second generation pioneer Isla!ic ban) in this country to introduce online ban)ing facilities to its custo!ers& Na!e of the Co!pany 8 #o!ia' I/'a$i *an+ 0i$ited egal :or! 8 Public i!ited Co!pany Co!pany Registration No 8 C=6CD732FF4MGN 1uthori+ed Capital 8 5E%EE%EE%EE%EEE Ta)a Paid up Capital 8 73G% 3G% 6N%DEE Ta)a Registered Office 8 City Center% evel 5G% 6E% 65 0 66 5E3 Motijheel CM1% Dha)a=5EEE Phone8 P1$P CC E6 EG756EE5566 :1P8 CC E6 GN7CEGC E!ail8 infoQsibl=bd&co! #eb8 ***&siblbd&co! "#I:T8 "OI<$DD9 Ta( Payer Identification No 8 E3N=6EE=FGD5
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<1T Registration No Credit Rating 1gency 1uditors
Chair!an Managing Director Chief :inancial Officer Co!pany "ecretary Nu!ber of E!ployees Nu!ber of $ranches Nu!ber of "hareholders Investors/ En'uiry
:or "I$ "ecurities i!ited
:or "I$ Invest!ent i!ited
:or Offshore $an)ing
isting "tatus 2"hares4
8 GE55EF73CE 1rea Code8 GE5E5 8 E!erging Credit Rating td& 8 MM" "yful "ha!sul 1la! 0 Co& Chartered 1ccountants 21 cooperative fir! of B9L4 Para!ount 9eights 2level=74 7NM6M5% $o( Culvert Road Purana Paltan% Dha)a=5EEE Phone8 CC E6 GNNNG5N E!ail8 ssacQssacbd&co! 8 Md& 1nisul 9o'ue 8 Md& "hafi'ur Rah!an 8 #alid Mah!ud "obhani% :CM1 8 Md& 9u!ayun Kabir% 1C" 8 576N 8 C7 2eighty si(4 8 DC%N53 8 "hare Depart!ent City Center% evel=5G 5E3 Motijheel CM1% Dha)a=5EEE Phone8 P1$P CC E6 EG756EE5566 8 Managing Director 2a subsidiary of "I$ 4 3rd floor% 5N Dil)usha CM1% Dha)a=5EEE 8 Managing Director 2a subsidiary of "I$ 4 Dth floor% 7C Dil)usha CM1% Dha)a=5EEE 8 Off "hore $an)ing Bnit FC Ka!al 1ttatur) 1venue $anani% Dha)a=5653 Phone8 P1$P CC E6 EG756EE5566 8 D"E 2Dha)a "toc) E(change48 "y!bol8 "I$ isting Date8 5C&55&6EEE C"E 2Chittagong "toc) E(change48 "y!bol8 "I$ isting Date8 EF&5E&6EEN Mar)et Price as on 35&56&6E56
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D"E8 Ta)a 5G&FE C"E8 Ta)a 5G&3E
Categories8 1 Categories8 1
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).A #I*0 at a 8'an!e"
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).B : n!tion/ o% #I*0"

Mobili+ation of idle resources of the country by accepting Deposits fro! the general public& ;ranting oans and 1dvances to the individual fir!s and co!panies for activating and developing trade% co!!erce and industries and other productive activities in the country& To give facilities to the client and shareholders in a syste!atic *ay& ;ive encourage!ent to the people for savings& To increase invest!ent& To !a)e easy transfer of foreign currency& To identify consu!er/s de!and and fulfill their de!and by supplying !oney& To i!prove econo!y by borro*ing financial facility& To assist capital !ar)et& ).B.1 4ana,e$ent Hierar!h(
C91IRM1N M1N1;IN; DIRECTOR DEPBTL M1N1;IN; DIRECTOR EPECBTI<E <ICE PRE"IDENT "ENIOR <ICE PRE"IDENT <ICE PRE"IDENT "ENIOR 1""I"T1NT <ICE PRE"IDENT 1""I"T1NT <ICE PRE"IDENT :IR"T 1""I"T1NT <ICE PRE"IDENT "ENIOR EPECBTI<E O::ICER EPECBTI<E O::ICER "ENIOR O::ICER O::ICER ,BNIOR O::ICER
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1""I"T1NT O::ICER
).10 #I*0 Prod !t/ = #ervi!e/"

Investment Produ ts Bai-Muazzal De!os"t Produ ts Mudaraba Scheme Deposits C#rds SIB* Credit Card
HPSM
l !adiah Curre"t ccou"t
+isa Islamic Credit Card (Dual)
HPSM- Ijara
Mudaraba Sa#i"$s Deposit
+isa Islamic Credit Card (*ocal)
Murabaha
Mudaraba %erm Deposit
SIB* ,ameel Debit Card
Musharaka
Mudaraba &otice Deposit
Bill Purchase
Cash !a'() Deposit
Bai-Salam (PC)
Quard
).10.1 Inve/t$ent Prod !t/" *ai64 a99a' $ai=Muajjal is a contract bet*een $uyer and "eller under *hich the seller sells certain specific goods 2 per!issible under "hariah and a* of the country 4% to the $uyer at an agreed fi(ed price payable at a certain fi(ed future date in lu!p su! or *ithin a fi(ed period by fi(ed install!ents& The seller !ay also sell the goods purchased by hi! as per order and specification of the $uyer& In $an)Is perspective% $ai=Muajjal is treated as a contract bet*een the $an) and the Client under *hich the ban) sells to the Client certain specified goods% purchased as per order and specification of the Client at an agreed price payable *ithin a fi(ed future date in lu!p su! or by fi(ed install!ents& HP#46 Hire P r!ha/e nder #hir+at ' 4e'+ 9ire Purchase 2participatory o*nership4 !ode both the $an) and the client supply e'uity in e'ual or une'ual proportion for purchase of an asset li)e land% building% !achinery% transport etc& Purchase the asset *ith that e'uity !oney% o*n the sa!e jointlyA share the benefit as per agree!ent and bear the loss in
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proportion to their respective e'uity& The share% part or portion of the asset o*ned by the $an) is hired out to the client partner for a fi(ed rent per unit of ti!e for a fi(ed period& astly the $an) sells and transfers the o*nership of its share M part M portion to the client against pay!ent of price fi(ed for that part either gradually part by part or in lu!p su! *ithin the hired period after the e(piry of the hire agree!ent& HP#46 I1ara The !ode under *hich any asset o*ned by the ban)% by creation% ac'uire!ent or building=up is rented out is called 9P"M 2Ijara4& In this !ode% the client pays the $an) rents at a deter!ined rate for using the assetsMproperties and returns the sa!e to the $an) at the e(piry of the agree!ent& The $an) retains absolute o*nership of the assetsMproperties in such a case& 9o*ever% at the end of the period of 9P"M 2Ijara4% the asset !ay be sold to the client at an agreed price& 4 ra&aha $ai=Murabaha is a contract bet*een a $uyer and "eller under *hich the "eller sells certain specific goods per!issible under Isla!ic "hariah and a* of the land to the $uyer at a cost plus agreed profit payable in cash on any fi(ed future date in lu!p su! or by install!ents& The profit !ar)ed=up !ay be fi(ed in lu!p=su! or in percentage of the cost price of the goods& In case of $ai= Murabaha $an)s procure the goods as per indent of the custo!er% retain it in its custody and sell the sa!e part by part or at a ti!e to the client *ho gave indent for the goods& 4 /hara+a Mushara)a !eans partnership business& Every partner has to provide !ore or less e'uity funds in this partnership business& $oth the $an) and the invest!ent client reserve the right to share in the !anage!ent of the business& $ut the $an) !ay opt to per!it the invest!ent client to operate the *hole business& In practice% the invest!ent client nor!ally conducts the business& The profit is divided bet*een the ban) and the invest!ent client at a predeter!ined ratio& oss% if any% is to be borne by the ban) and the invest!ent client according to capital ratio& *i'' P r!ha/e
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$ill Purchase% in trade finance% allo*s a seller to obtain financing and receive i!!ediate funds in e(change for a sales docu!ent not dra*n under a letter of credit& The ban) *ill send the sales docu!ents to the buyer/s ban) on behalf of the seller& *ai6#a'a$ ?PC@ This is e(port finance& $ai="ala! is a ter! used to define a sale in *hich the buyer !a)es advance pay!ent% but the delivery is delayed until so!eti!e in the future& Bsually the seller is an individual or business and the buyer is the ban)& C ard It is a !ode to provide financial assistanceM loan *ith the stipulation to return the principal a!ount in the future *ithout any increase thereon& ).10.2 Depo/it Prod !t/" Mudaraba "che!e Deposits Kafela=Mudaraba 9ajj "che!e Proshanti=Mudaraba Oa)at "avings 1ccount "a!riddhir "opan= Mudaraba Double ;ro*th Deposit "che!e "onali Kabin= Mudaraba Mohorana "avings "che!e "harno "i)hor= Mudaraba Kotipoti "che!e "uborna Diganto=Mudaraba Millionaire "che!e "achchondo Protidin= Mudaraba Monthly Profit Deposit "che!e "I$ Dipti= Mudaraba Education "avings "che!e "I$ Loung "tar 1ccount "ubarnolota="pecial "avings "che!e for #o!en "onali Din= Mudaraba deposit Pension "che!e "u)her Thi)ana= "pecial "avings "che!e for lo*er=inco!e group *or)ers& "*apner "iri= Mudaraba a)hopothi Deposit "che!e "abuj Chhaya="pecial "avings "che!e for "enior Citi+ens "abuj "ayannho= "pecial Deposit "che!e for "enior Citi+ens "anchita="pecial Deposit "che!e
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"ubarno Re)ha J "pecial "avings "che!e for #o!en& A' <adiah C rrent A!!o nt 1 #1DI19 Current Deposit 1Mc is opened on proper introduction *ith !ini!u! initial deposit fi(ed by the $an)& 1 #1DI19 Deposit is accepted on 1 #1DI19 principles *hich !ean al 1!anah *ith per!ission to use& 1ccording to this principle $an) can use the fund of the account along*ith other funds as per "hariah at ban)Is o*n ris)& 1ccount holder2s4 *ill not share any profitMloss& The a* and regulation of $angladesh% usual custo!s and procedures co!!on to ban)s in $angladesh including Isla!ic $an)ing Principles shall apply to and govern the conduct of account opened *ith the $an)& #ithdra*al can be !ade only through che'ues issued by the ban)& The 1Mc& holder2s4 shall preserve the che'ue boo) *ith ut!ost care so that it !ight not be lost or stolen& :or any !isappropriation ta)en place through any such stolen or lost che'ue% the $an) shall not be held responsible& The depositor shall ta)e bac) the pay=in=slip after deposit of any !oney or che'ues etc& clearly specifying the nu!ber and title of account in the slip& 1ll che'ues% DDMPO etc shall be crossed before deposit& $an)ers shall note >"top pay!ent> of the account holder *ith due care& Pay!ent of any such che'ue% the $an) shall not be held responsible& 1ny change in the address of the depositor should be i!!ediately co!!unicated to the ban)& No responsibility can be accepted by the ban) for delay% non=delivery etc& of letters% re!ittances etc sent through Post office and other agents& $an) !a)es entry in the account *ith due care& 9o*ever% for any *rong entry% the $an) reserves the right for adjust!entMcorrection and no responsibility can be accepted by the ban) for any loss caused by the caused by the account holder due to such inadvertentM*rong entry passed by the $an)er&
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The $an) reserves the right to close any account *ithout notice and alter% add any or all of the rules and such alteredMadditional rules shall i!!ediately thereafter be dee!ed to be binding on the account holder&
4 dara&a #avin,/ Depo/it" To open a Mudaraba "avings Deposit account in our $an) the follo*ing rules and regulations are applied8 Mudaraba i&e& Deposit of one party and on the basis of operation by another party this deposit is ta)en& $y providing Introducer of the account as re'uired by the ban) and by depositing a !ini!u! a!ount any depositor or !ultiple depositors can open single or joint account& 1ny educational institute% Club% 1ssociation or "ocial institutes can open this account& The ban) !ay !erge a!ount collected through this deposit and !ay invest in any shariah allo*ed invest!ents& 1fter deter!ining the annual profitMloss the depositor *ill get his part of profit& In case of balance declining belo* ban) stipulated !argin in any !onth profit shall not be provided for that !onth& 1ny a!ount can be deposited in any *or)ing hour but for applying profit the lo*est a!ount fro! 7th day till the last day of the !onth *ill be ta)en as the deposit of that !onth& 1!ount !ust be *ithdra*n only by ban) issued instru!ents li)e che'ues& 1!ount can be *ithdra*n t*ice a *ee) but highest F ti!es a !onth& One fourth of the deposited a!ount or T)& 6EEEM=% the lo*est can be *ithdra*n *ithout notice& If any a!ount e(ceeding the above is *ithdra*n *ithout providing ED days prior notice then no profit *ill be applied for that !onth& If an account is closed before the declaration of current year/s profit rate then the depositor *ill have to ta)e profit as per previous years declared profit rate& The $an) has the right to deny opening any account or can close do*n any e(isting *ith sho*ing any reason&
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The ban) operates the client accounts *ith ut!ost attention but still if any !iscalculation occurs the ban) holds the right to !a)e adjust!ents and rectify the proble!s& $ut in this situation if any !iscreants occur *hich is caused by the client the ban) *ill not be hold liable for that& The $an) !ay change M a!end M rectify any rules and regulations of this account and the client !ust abide by the rules& The depositor by *ill !ay contribute a !ini!al percentage to his selected "ocial Develop!ent *or)s&
4 dara&a Ter$ Depo/it Mudaraba Ter! Deposits are accepted by the ban) *ith a su! of T)& NEEE or above 2!ultiple of 5EEE4 fro! individuals 2single and joint4% fir!s 2proprietorshipMpartnership4% li!ited co!panies% autono!ous bodies% charitable institutions% association% educational institution% local bodies% trusts% etc&% against issuance of non=transferable receipts in ac)no*ledge!ent of MTD account !ay be opened in the na!es of !inors jointly *ith their guardians% for e(a!ple 8 Received fro! Mr& P ;uardian of MisterMMiss&&&& 2Minor4 The !udaraba ter! deposits are accepted for periods of 56% 6F% 37 !onths& #eightage on the rate of return is given to deposits of longer !aturity& The $an) reserves the right to invest the funds received in !udaraba ter! deposit accounts% in its sole judge!ent% in any interest=free >9alal> business it dee!s fit& Mudaraba ter! deposit account holder *ill share the profit of invest!ent *ith "ocial Isla!i $an) td% at the rate declared by the ban) fro! ti!e to ti!e& 1ny loss *hich cannot be covered by the invest!ent loss offsetting reserve *ill be adjusted fro! Mudaraba fund and in that case the ban) shall not ta)e any re!uneration for the service rendered in !anaging the fund& The profit earned on Mudaraba Ter! Deposit account *ill be credited as deter!ined by the ban) as its sole direction on the basis of its net*or)ing results at the end of the year% *ithin a reasonable ti!e fro!
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the dae of the close of the boo)s of accounts of the ban)& The ban)s decision in this respect *ill be final 0 binding on the Mudaraba Ter! depositors& If the Mudaraba Ter! Deposit account is closed before declaration of profit of current year% the depositor shall accept profit at the rate declared in the preceding year& In that case% both the ban) 0 the depositor *ill relin'uish their clai! on difference a!ount of profit% *hich !ay accrue at the close of the year& The account holder is not allo*ed to *ithdra* the a!ount before !aturity date& $ut on obtaining the $an)Is prior consent the depositor !ay *ithdra* the deposit before !aturity *ithout any profit i&e& no profit a loss basis& MTD account holder !ay *ithdra* the profit a!ount annually if he so desires on condition the final adjust!ent& If needed% *ill be !ade at the end of the year& MTD account holder *ill give an underta)ing to that effect& If the profit a!ount is not *ithdra*n it *ill auto!atically be added to the principal a!ount annually and the entire a!ount *ill earn profitMloss& MTDR is not transferable instru!ent 0 as such it cannot be endorsed in favor of others& The MTDR should be preserved properly& In case of loss% the account holder should notify the issuing branch i!!ediately by 'uic)est possible !eans so that the ban) can ta)e care of& Matured deposit if not encashed *ithin one !onth of !aturity% the deposit shall auto!atically be rene*ed for the period it )ept before& 1ny change in the address of the depositor should be i!!ediately co!!unicated to the ban)& No responsibility can be accepted by the ban) for delay% non=delivery etc& of letters% re!ittances etc& sent through Post office and other agents& The ban) retains the right of refusing to accept any deposit fro! any person in MTD account *ithout assigning any reason&
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The ban) reserves the right to add or alter any or all the rules governing this sche!e and such altered or additional rules shall be i!!ediately thereafter be dee!ed to be binding on all depositors&
Ca/h <aD%. Depo/it In the <oluntary "ector% "I$ has also introduced Cash #a'f Certificate% a ne* product for the first ti!e in the $an)ing history so that a ne* beginning can be !ade for a participatory econo!y& This sche!e has been *ell received by the public in general for its uni'ue features& "I$ as a pioneer of this innovative financial product of social capital !obili+ation has received both local 0 international accreditation& $y opening a Cash #a'f Deposit 1MC so!eone can get an opportunity to do *elfare to the !an)ind through "ada)a=e=,ariah& "I$ urges to all religious 0 affluent persons of the society to co!e for*ard to !obili+e Cash #a'f Deposit so that the profit !ay be utili+ed for the *ell= being of !an)ind& The ;uidelines for operation of this sche!e are stated belo*8 Cash *a'fs shall be accepted as endo*!ent in confor!ity *ith the "hariah& $an) *ill !anage the *a'f on behalf of the *a'if&& #a'fs are done in perpetuity and the account shall be opened in the title given by the *a'if& The 36 purposes under F !ajor fields li)e 254 :a!ily Rehabilitation 264 Education 0 Culture 234 9ealth 0 "anitation 2F4 "ocial Btility and 2N4 Others are considered as ;eneral ;uidelines for distribution of profit of Cash *a'f 1MCs& In the case% *here only fields2s4 for distribution of profit are !entioned *ithout specifying the na!e of the beneficiary2s4 *hether individual2s4 or institution2s4% those Cash #a'f *ill be treated as ;eneral Cash #a'f and the profit of those 1MCs *ill be spent for *elfare of !an)ind in the field of 254 :a!ily Rehabilitation 264 Education 0 Culture 234 9ealth 0 "anitation 2F4 "ocial Btility and 2N4 Others& On the other hand% #a'if !ay choose distribution of the profit to any specific individual2s4M institution2s4& That 1MCs *ill be treated as "pecific Cash #a'f% the profit of that 1MCs *ill be sent to the beneficiary2s4 as specified by the #a'if& The a!ount deposited in the Cash #a'f 1MCs *ill be invested as per $an)/s o*n decision in confor!ity *ith the "hariah and the Cash #a'f a!ount *ill earn profit at the highest rate offered by the $an) fro! ti!e to ti!e& The *a'f a!ount *ill re!ain intact and only the profit a!ount
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*ill be spent for the purpose2s4 specified by the #a'if& Bnspent profit a!ount *ill auto!atically be added to *a'f a!ount and earn profit to be gro*n over the ti!e& No che'ue boo) *ill be issued in this account& #a'if !ay also instruct the $an) to spend the entire profit for the purpose specified by hi!Mher& #a'if has the opportunity to create cash *a'f at a ti!e& Other*ise heMshe !ay declare the a!ount heMshe intends to build up and !ay start *ith a !ini!u! deposit of T)& 5%EEEMR 2one thousand4 only 2or e'uivalent foreign currency4& The subse'uent deposits shall also be !ade in hundred or in !ultiple of hundred Ta)as& 9o*ever% ;eneral Cash #a'f 1MCs 2*here na!e of beneficiary *hether Individual2s4 or Institution2s4 are not !entioned4 !ay be opened by depositing a !ini!u! su! of T)& 5%EEEMR only& "pecific Cash #a'f 1MCs 2*here na!e of beneficiary *hether Individual2s4 or Institution2s4 are !entioned4 by depositing a !ini!u! su! of T)& N%EEEMR 0 above #a'if shall also have the right to give standing instruction to the ban) for regular reali+ation of cash *a'f at a rate specified by hi!Mher fro! any other 1MC !aintained *ith "I$ & Cash *a'f shall be accepted in specified endo*!ent Receipt <oucher and a Certificate for the entire a!ount shall be issued as and *hen the declared a!ount is built& 1ccounts of Cash #a'fs are !aintained in a separate ledger and necessary charges as per rules !ay be deducted therefro!& In case of any change of address of the #a'if or beneficiary% !ust be infor!ed by the #a'if to the $an) i!!ediately $an) ho*ever reserves the right to regret to open any Cash #a'f 1ccount& The rules of Cash #a'f 1ccount are subject to a!end!ent in confor!ity *ith the "hariah at any ti!e by the $an)& ).10.) Card/" ).10.).1 Credit Card" A&o t #I*0 ;I#A I/'a$i! Credit Card"
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In todayIs !odern *orld Credit Card is a very e(tensively used !ode of financial transaction and it is *idely )no*n as -Plastic Money.& It has created an i!!ense i!pact in the life of the people all over the *orld& The sa!e trend is being follo*ed in $angladesh too& No*adays the popularity of Isla!ic Credit Cards in $angladesh Is gro*ing by leaps and bounds as do!estic and foreign ban)s are earning substantial profit through this product& 1n increased use of both local Dual Currency Isla!ic Credit Card is ta)ing place side by side *ith the e(pansion of personal ban)ing services& Cross=border business and travels are also helping the e(pansion& "I$ is al*ays *illing to offer ne* and Isla!i "hariah co!pliant financial products to its clients& Though "I$ is !a)ing late entrance in the card !ar)et% still *e are planning to co!plete significantly *ith other issuers& 1. #I*0 Credit Card/" 1s per Isla!ic $an)ing ;uidelines% $ai=Murabha !eans buying goods and services ans selling it to the custo!ers *ith !ar)up profit& It can be sold to the custo!ers against full pay!ent at the ti!e of sale or install!ent pay!ent in future date& "I$ <isa Isla!ic Credit Card *ill be issued under $ai=Murabha !ode of Invest!ent& Learly 6DS Mar)=up Profit *ill be charged *ith the purchase price og ;oods and "ervices& Other charges *ill be as per slandered of e(isting Card Mar)et of $angladesh& T(pe/ o% Card/" <I"1 ocal Classic <I"1 ;old Classic <I"1 Classic Dual <I"1 ;old Dual :eat re/" "hariah Co!plaint Co!petitive profit charge Dual Currency facility $alanced Transfer facility up to GES of Card li!it Bsable at all Merchants and 1TMs that display the -<I"1. logo International Roa!ing facility 6FMD hours custo!er services help des)
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"upple!entary Card :ree ;race period !a(i!u! N5 days No hidden charges Huic) Replace!ent of ostM"tolen card Cards dues notification through "M" 1uto rene*al before e(piry Cash advanced facility up to GES of Card li!it E'i,i&i'it(" ?A,e@ :or Pri!ary card J 65 years to 7N years :or "upple!entary card J 5C years to 7N years 0en,th o% #ervi!e E * /ine// EPra!ti!e" "alaried E(ecutives8 1t least si( !onths e!ploy!ent *ith present e!ployer or case to case basis Professional8 Mini!u! 5 year of practice in the profession $usiness!an8 Mini!u! 5 year of business establish!ent 4ini$ $ 4onth'( In!o$e" Mini!u! T)&5E%EEEM= 2;ross !onthly inco!e4 Deter$ination o% In!o$e" #a'aried" ;ross Monthly Inco!e 2;MI4 is defined as the total inco!e of an applicant including overti!e and other allo*ance received on a regular basis before any deductionsMloan install!ents as reflected in the salary certificate or pay=slips or the ban) state!ents& #here free acco!!odation is provided by the e!ployer % up to 6N S of the salary and allo*ances as !entioned in the salary Certificate !ay be added to circulate at ;MI& #e'%6e$p'o(ed" ;MI is defined as the average !onthly inco!e of an applicant after deduction of all business e(penses& ;MI is deter!ined on the basis of inco!e Te(t Return
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2IT CC4 *hich gross yesrly inco!e before deduction and *hich is divided by t*elve to arrive at ;MI and *ill be also calculated on the basis of judg!ent& E>!eption/" :or reno*ned business!an% high ;ovt& Officials only visiting card *ill be applicable to support the aforesaid criteria& Additiona' In!o$e" Rental Inco!e% "pouse Inco!e ReD ired Do! $ent/" :illed 1pplication :or! 6 copies of passport si+e photographs "alary Certificate TIN Certificate ien of MTDR
Trade icense of business!an $an) "tate!ent 2last 7 !onths4 Btility $ill 2;asMElectricityMMobile Phone $illM and Phone $ill4 Copy of PassportMNational ID Photocopy of passport fro! 5 to D pages including endorse!ent pages if any& Other ban)Is card bill 2if applicable4 Deed of PartnershipMMe!orandu! and 1rticle of 1ssociation 2. ;i/a I/'a$i! Credit Card ?D a'@" ocal and foreign currency in sa!e plastic& over 6F !illion <I"1 outlets *orld*ide& 1ll foreign currency transactions *ill be converted to B" Dollars& Issued under Personal travel Huota% R:CD Huota and ERH entitle!ent& 1ny a!ount up to GES of credit li!it is available to you as cash fro! any ocal and foreign <I"1 1TMs
Is accepted at any <I"1 and H=cash !erchant outlets around the country and
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1ny a!ount up to GES of credit card li!it $DT can be transferred to M"D account *ith "I$ by fund transfer Roa!ing bill of cell phone is payable through "I$ Dual Credit card Eco!!erce transaction can be e(ecuted by "I$ Card ). ;i/a I/'a$i! Credit Card ?0o!a'@" Is accepted at any <I"1 and H=cash !erchant outlets around the country 1ny a!ount up to GES of credit li!it is available to you as cash fro! any 1TM displaying the <I"1 logo 0 H=Cash logo& 1ny a!ount up to GES of credit card li!it can be transferred to M"D account *ith "I$ by fund transfer ).10.).2 #I*0 Fa$ee' De&it Card" 1 debit card 2also )no*n as a ban) card or chec) card4 is plastic cart that provides the cardholder electronic access to his or her ban) account2s4 at a financial institution& "o!e cards have a stored value *ith *hich a pay!ent is !ade% *hile !ost relay a !essage to the cardholder/s ban) to *ithdra* funds fro! a designated account in favor of the payee/s designated ban) account& The card can be used as an alternative pay!ent !ethod to cash *hen !a)ing purchases& 1n electronic card issued by a ban) *hich allo*s ban) clients access to their *ithdra* cash or pay for goods and services& This re!oves the need for ban) clients to go to the ban) to re!ove cash fro! their account as they can no* just go to an 1TM or pay electronically at !erchant locations& This type of card% as a for! of pay!ent% also re!oves the need for chec)s as the debit card i!!ediately transfers !oney fro! the client/s account to the business account& 1 card issued by a ban) that co!bines the functions of an 1TM card chec)s& 1 debit card can be used *ithdra* cash at a ban) li)e an 1TM cart% and it can also be used at stores to pay for goods and services in place of a chec)& Bnli)e a credit card% a debit card auto!atically *ithdra*s !oney fro! your chec)ing account at the ti!e of the transaction& #I*0 ;I#A E'e!tron" <isa Electron cards are issued against custo!ers account !aintained *ith any of our branches& Cards are issued against the follo*ing accounts8 <I"1 Isla!ic Dual Credit
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Mudaraba "avings Deposit J "taff Mudaraba "avings Deposit J Client 1l=*adiah Current Deposit J Client Mudaraba Notice deposit J Client "I$ Loung "tar 1ccount J client :eat re/" Round the cloc) transaction facility Directly lin)ed to Cardholders 1ccount at "I$ $alance In'uiry PIN Change Mini state!ent 1ccepted for purchase at all <I"1 ter!inal Mini!i+ing ris) of carrying cash
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).11 #<OT Ana'(/i/ o% #I*0"

#tren,th" "ocial Isla!i $an) is a ne* co!!ercial ban) in ban)ing sector but it has built strong reputation in short ti!e& It provides e(tra ordinary services to its custo!ers& The financial condition of "ocial Isla!i $an) is very strong% its loan and deposit 'uality is better than any other co!!ercial ban)s of $angladesh& It has a strong net*or) throughout the country and it provides services of good 'uality to every level of custo!ers& Their corresponding relationships *ith !ore than 6EE international and local ban)s of different countries have created global accessibility and relationship *ith people& Installation and use of highly sophisticated% auto!ated syste! that enables the ban) to have on ti!e co!!unication *ith all branches reduces e(cessive paper *or) and ti!e for valued custo!er transaction& "ocial Isla!i $an) is a ne* co!!ercial ban) in ban)ing sector but it has built strong reputation in short ti!e& It provides e(tra ordinary services to its custo!ers& The financial condition of "ocial Isla!i $an) is very strong% its loan and deposit 'uality is better than any other co!!ercial ban)s of $angladesh& It has a strong net*or) throughout the country and it provides services of good 'uality to every level of custo!ers& <ea+ne//" One of the greatest *ea)nesses for "ocial Isla!i $an) is shortage of !anpo*er in every division& During the *or)ing hour of ban)s the e!ployees cannot provide proper attention to the custo!ers that enhances custo!er dissatisfaction& 9igher service charge in so!e areas of its ban)ing operation discourages custo!ers fro! opening or !aintaining accounts *ith this ban)& "ocial Isla!i $an) is facing so!e proble!s fro! their co!petitors because co!petitors are giving a higher interest rate in deposits *ithout any reason *hich *ill deteriorate its position than it *as before& $ecause of this a lot of depositors are leaving "ocial Isla!i $an)& There is a very little practice for increasing !otivation in the *or)ers by the !anage!ent&
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Opport nit(" There is a great opportunity to ta)e ne* di!ension of ban)ing such as Isla!ic ban)ing% speciali+ed ban)ing& Other*ise% there are !any sectors *here this can give special privileges& The credit facility offered by "ocial Isla!i $an) has attracted security and status conscious business!en as *ell as service holders *ith higher inco!e group& Threat/" The e!ergence of several private and foreign ban)s *ithin the past fe* years offering si!ilar services *ith less or free charge for the facilities can be a !ajor threat for the ban)& "ocial Isla!i $an)& "o!eti!es the restrictions i!pose barrier in the nor!al operations and policies of the ban)& Rival ban)s easily copy the product offering of "I$ & Therefore% this ban) is in continuous progress of product innovation to gain te!porary advantages over its co!petitors& "o!eti!e political loans are the threat for this ban)ing service&
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CHAPTER604
RE;IE< O: THE 0ITERATURE

Chapter Overview ,ob "atisfaction Deter!inants of ,ob "atisfaction Measuring ,ob "atisfaction I!portance of job satisfaction Relative I!portance of 1ttitude to*ard ,ob "atisfaction The *idely used instru!ents for !easuring job satisfaction I!pact of $an) type% *or) e(perience% age and se( Differences on ,ob "atisfaction
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4.0 .o& #ati/%a!tion" <hat I/ .o& #ati/%a!tionG

,ob satisfaction describes ho* content an individual is *ith his Mher job& The happier people are *ithin their job% the !ore satisfied they are said to be& ,ob satisfaction is not the sa!e as !otivation or aptitude% although it is clearly lin)ed& ,ob design ai!s to enhance job satisfaction and perfor!anceA !ethods include job rotation% job enlarge!ent% job enrich!ent and job re=engineering& Other influences on satisfaction include the !anage!ent style and culture% e!ployee involve!ent% e!po*er!ent and autono!ous *or) position& ,ob satisfaction is a very i!portant attribute *hich is fre'uently !easured by organi+ations& The !ost co!!on *ay of !easure!ent is the use of rating scales *here e!ployees report their reactions to their jobs& Huestions relate to rate of pay% *or) responsibilities% variety of tas)s% pro!otional opportunities% the *or) itself and co=*or)ers& "o!e 'uestioners as) yes or no 'uestions *hile others as) to rate satisfaction on 5=N scale 2*here 5 represents -not at all satisfied. and N represents -e(tre!ely satisfied.4& ,ob satisfaction has been defined as a pleasurable e!otional state resulting fro! the appraisal of one/s jobA an affective reaction to one/s jobA and an attitude to*ards one/s job& #eiss 26EE64 has argued that job satisfaction is an attitude but points out that researchers should clearly distinguish the objects of cognitive evaluation *hich are affect 2e!otion4% beliefs and behaviors& This definition suggests that *e for! attitudes to*ards our jobs by ta)ing into account our feelings% our beliefs% and our behaviors& One of the biggest preludes to the study of job satisfaction *as the 9a*thorne studies& These studies 25G6FJ5G334% pri!arily credited to Elton Mayo of the 9arvard $usiness "chool% sought to find the effects of various conditions 2!ost notably illu!ination4 on *or)ers/ productivity& These studies ulti!ately sho*ed that novel changes in *or) conditions te!porarily increase productivity 2called the 9a*thorne Effect4& It *as later found that this increase resulted% not fro! the ne* conditions% but fro! the )no*ledge of being observed& This finding provided strong evidence that people *or) for purposes other than pay% *hich paved the *ay for researchers to investigate other factors in job satisfaction& "cientific !anage!ent 2a)a Tayloris!4 also had a significant i!pact on the study of job satisfaction& :rederic) #inslo* Taylor/s 5G55 boo)% Principles of "cientific Manage!ent% argued that there *as a single best *ay to perfor! any given *or) tas)& This boo) contributed to a change in industrial production philosophies% causing a shift
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fro! s)illed labor and piece*or) to*ards the !ore !odern of asse!bly lines and hourly *ages& The initial use of scientific !anage!ent by industries greatly increased productivity because *or)ers *ere forced to *or) at a faster pace& 9o*ever% *or)ers beca!e e(hausted and dissatisfied% thus leaving researchers *ith ne* 'uestions to ans*er regarding job satisfaction& It should also be noted that the *or) of #& & $ryan% #alter Dill "cott% and 9ugo Munsterberg set the tone for Taylor/s *or)& "o!e argue that Maslo*/s hierarchy of needs theory% a !otivation theory% laid the foundation for job satisfaction theory& This theory e(plains that people see) to satisfy five specific needs in life J physiological needs% safety needs% social needs% self=estee! needs% and self=actuali+ation& This !odel served as a good basis fro! *hich early researchers could develop job satisfaction theories& ,ob satisfaction can also be seen *ithin the broader conte(t of the range of issues *hich affect an individual/s e(perience of *or)% or their 'uality of *or)ing life& ,ob satisfaction can be understood in ter!s of its relationships *ith other )ey factors% such as general *ell=being% stress at *or)% control at *or)% ho!e=*or) interface% and *or)ing conditions&
4.1 Deter$inant/ o% .o& #ati/%a!tion"

Co$pen/ation" E!ployee co!pensation refers to all for!s of pay or re*ards going to e!ployees and arising fro! their e!ploy!ent& It has !ain t*o !ain co!ponents direct financial pay!ents 2*ages% salaries% incentives% co!!ission and bonuses4 indirect pay!ents 2paid insurance% vacation4& #ati/%a!tion a&o t :rin,e *ene%it/" Non=!onetary benefits offered to the e!ployees of a co!pany in addition to their *ages and salaries& They include co!pany cars% e(pense account the opportunity to buy co!pany products at reduce rate& Private health plans% canteens subsidies !eals% social club& "o!e of these benefits such as co!pany cars do not escape the ta( net& Pro$otion #(/te$" Ti!ely pro!otion of e!ployees ne(t to higher ran) is also i!portant deter!inant of job satisfaction& If there is any specific pro!otional ruled in the organi+ation that *ill definitely lead to better job satisfaction of the e!ployees&
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Po/tin, and Tran/%er/" In an organi+ation there should be specific syste! posting and transfer &#hile posting and transfer so!e specific rules !ust be follo*s& These !ight have positive i!pact on the job satisfaction of e!ployees& Non6:inan!ia' In!entive/" Non=financial incentives are for! of children/s school facilities% hospital facilities% e!ployee/s transportation facilities% prayer facilities etc& 1lso act as an i!portant deter!inant of e!ployee/s job satisfaction& .o& #tat /" The position of job that is job status is also an i!portant deter!inant of job satisfaction of e!ployees& "uch job status of an e!ployee influences job satisfaction positively& Hea'th Care" This factor e(a!ines the e(tent to *hich an e!ployee is satisfied *ith health care benefits and includes the 'uality of the health benefits% the si+e of the e!ployer/s contribution to the plan and the cost to the e!ployee of the health care benefits& In!o$e Contin ation" This factor e(a!ines the e(tent to *hich an e!ployee is satisfied *ith benefits that provide financial security if the e!ployee is disabled due to an accident or poor health or loses his or her job involuntarily& #ith the e(ception of long ter! disability% these are legally re'uired benefits *hich consist of social security% *or)ers co!pensation and une!ploy!ent co!pensation& # perior6# &ordinate Co$$ ni!ation" "uperior=subordinate co!!unication is an i!portant influence on job satisfaction in the *or)place& The *ay in *hich subordinate/s perceive a supervisor/s behavior can positively or negatively influence job satisfaction& Co!!unication behavior such as facial e(pression% eye contact% vocal e(pression% and body !ove!ent is crucial to the superior= subordinate relationship& Nonverbal !essages play a central role in interpersonal interactions *ith respect to i!pression for!ation% deception% attraction% social influence% and e!otional e(pression& Nonverbal i!!ediacy fro! the supervisor helps to increase interpersonal involve!ent *ith their subordinates i!pacting job satisfaction& The !anner in *hich supervisors co!!unicate their subordinates !ay be !ore i!portant than the verbal content Individuals *ho disli)e and thin) negatively about their supervisor are less *illing to co!!unicate or have !otivation to *or) *here as individuals *ho
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li)e and thin) positively of their supervisor are !ore li)ely to co!!unicate and are satisfied *ith their job and *or) environ!ent& The relationship of a subordinate *ith their supervisor is a very i!portant aspect in the *or)place& Therefore% a supervisor *ho uses nonverbal i!!ediacy% friendliness% and open co!!unication lines is !ore *illing to receive positive feedbac) and high job satisfaction fro! a subordinate *here as a supervisor *ho is antisocial% unfriendly% and un*illing to co!!unicate *ill naturally receive negative feedbac) and very lo* job satisfaction fro! their subordinates in the *or)place& E$otion/" Mood and e!otions for! the affective ele!ent of job satisfaction& Moods tend to be longer lasting but often *ea)er states of uncertain origin% *hile e!otions are often !ore intense% short=lived and have a clear object or cause& There is so!e evidence in the literature that !oods are related to overall job satisfaction& Positive and negative e!otions *ere also found to be significantly related to overall job satisfaction& :re'uency of e(periencing net positive e!otion *ill be a better predictor of overall job satisfaction than *ill intensity of positive e!otion *hen it is e(perienced& E!otion *or) refers to various types of efforts to !anage e!otional states and displays& E!otion !anage!ent includes all of the conscious and unconscious efforts to increase% !aintain% or decrease one or !ore co!ponents of an e!otion& 1lthough early studies of the conse'uences of e!otional *or) e!phasi+ed its har!ful effects on *or)ers% studies of *or)ers in a variety of occupations suggest that the conse'uences of e!otional *or) are not unifor!ly negative& It *as found that suppression of unpleasant e!otions decreases job satisfaction and the a!plification of pleasant e!otions increases job satisfaction& The understanding of ho* e!otion regulation relates to job satisfaction concerns t*o !odels8 E!otional dissonance E!otional dissonance is a state of discrepancy bet*een public displays of e!otions and internal e(periences of e!otions that often follo*s the process of e!otion regulation& E!otional dissonance is associated *ith high e!otional e(haustion% lo* organi+ational co!!it!ent% and lo* job satisfaction& "ocial interaction !odel ta)ing the social interaction perspective% *or)ers/ e!otion regulation !ight beget responses fro! others during interpersonal encounters that subse'uently i!pact their o*n job satisfaction&
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Re'ation/hip/ and Pra!ti!a' I$p'i!ation/" ,ob "atisfaction can be an i!portant indicator of ho* e!ployees feel about their jobs and a predictor of *or) behaviors such as organi+ational citi+enship% absenteeis!% and turnover& :urther% job satisfaction can partially !ediate the relationship of personality variables and deviant *or) behaviors& One co!!on research finding is that job satisfaction is correlated *ith life satisfaction& This correlation is reciprocal% !eaning people *ho are satisfied *ith life tend to be satisfied *ith their job and people *ho are satisfied *ith their job tend to be satisfied *ith life& 9o*ever% so!e research has found that job satisfaction is not significantly related to life satisfaction *hen other variables such as non=*or) satisfaction and core self= evaluations are ta)en into account& .o& #e! rit(" ,ob security refers to the nature of the job that is *hether a job is per!anent% te!porary or ad hoe& ,ob security acts as an i!portant deter!inant of job satisfaction& D ration o% <or+" The *or)ing hour that is the duration of *or) acts an i!portant deter!inant for job satisfaction of e!ployees& "uch duration of *or) !ust be reasonable& In so!e organi+ations e!ployees has to *or) beyond the nor!al duration *hich adversely effects of their job satisfactionT Trainin, :a!i'itie/" Training is *idely considered as an i!portant tool for enhancing a person/s attitude% s)ill and )no*ledge& It is the process of assisting a person for developing his efficiency and effectiveness at *or) by i!proving updating professional )no*ledge and s)ill& "uch training facilities act as an i!portant deter!inant for job satisfaction of an e!ployee he !ore the training facilities the better the job satisfaction and vice and versa& Paid 0eave" 1ny leave facility *ith full pay acts as a direct influence on the job satisfaction of e!ployee& On the other hand leave *ithout pay i!poses adverse i!pact on the job satisfaction of the e!ployee& <or+in, Environ$ent" It also has a direct influence on the job satisfaction of the e!ployee& The *or)ing environ!ent !ust be congenial to the e!ployees& 1ny unfavorable *or)ing environ!ents *ill adversely satisfaction of the e!ployee& Parti!ipative 4ana,e$ent #(/te$" Participative !anage!ent syste! *here every officer can participate in the decision !a)ing process has a positive affect to the job
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i!pact on the job satisfaction of the e!ployees& The !ore presence of participatory !anage!ent syste! in the organi+ation i!proves job satisfaction and vice versa& Tea$ <or+" Tea! *or) also acts as i!portant deter!inant of a job satisfaction of an e!ployee& In case of tea! *or) the concerted effort of the e!ployee can be ensured& #eniorH/ *ehavior" Cordial behavior of the seniors to*ard their juniors also has positive i!pact on the job satisfaction of the e!ployees& The opposite version is also true& Parti!ipation in De!i/ion 4a+in," Participation of the e!ployees in the decision !a)ing process in an organi+ation is another i!portant deter!inant of a job satisfaction of the e!ployees& The !ore participation of the e!ployees in decision !a)ing process it !a)es job satisfaction high& O!! pationa' #tre//" ,ob satisfaction of any e!ployee depends on occupational stress &;enerally the occupational stress has significant adverse i!pact on their job satisfaction& Moreover% the e!ployees *ith lo*er occupational stress should have higher job satisfaction and% on the contrary% the e!ployees *ith higher occupational stress should have lo*er job satisfaction& Nat re o% <or+" ,ob satisfaction of an e!ployee also depends on nature of *or)& If the nature of *or) is !ore co!plicated% probably this *ill lead to negative i!pact on job satisfaction and vice versa& Retire$ent *ene%it/" This factor e(a!ines the e(tent to *hich an e!ployee is satisfied *ith the retire!ent benefits including the 'uality of the plan% the si+e of the e!ployer/s contribution to retire!ent% and the e!ployer/s ability to provide infor!ation about the retire!ent benefits&
4.2. 4ea/ rin, .o& #ati/%a!tion"

4ode'/ o% .o& #ati/%a!tion" Ed*in 1& oc)e/s Range of 1ffect Theory 25GD74 is arguably the !ost fa!ous job satisfaction !odel& The !ain pre!ise of this theory is that satisfaction is deter!ined by a discrepancy bet*een *hat one *ants in a job and *hat one has in a job& :urther% the theory states that ho* !uch one values a given facet of *or) 2e&g& the degree of autono!y in a position4 !oderates ho* satisfiedMdissatisfied one beco!es *hen
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e(pectations areMaren/t !et& #hen a person values a particular facet of a job% his satisfaction is !ore greatly i!pacted both positively 2*hen e(pectations are !et4 and negatively 2*hen e(pectations are not !et4% co!pared to one *ho doesn/t value that facet& To illustrate% if E!ployee 1 values autono!y in the *or)place and E!ployee $ is indifferent about autono!y% then E!ployee 1 *ould be !ore satisfied in a position that offers a high degree of autono!y and less satisfied in a position *ith little or no autono!y co!pared to E!ployee $& This theory also states that too !uch of a particular facet *ill produce stronger feelings of dissatisfaction the !ore a *or)er values that facet& 1 significant !odel that narro*ed the scope of the Dispositional Theory *as the Core "elf=evaluations Model% proposed by Ti!othy 1& ,udge% Ed*in 1& oc)e% and Cathy C& Durha! in 5GGD&?N@ ,udge et al& argued that there are four Core "elf=evaluations that deter!ine one/s disposition to*ards job satisfaction8 self=estee!% general self=efficacy% locus of control% and neuroticis!& This !odel states that higher levels of self=estee! 2the value one places on hisMher self4 and general self=efficacy 2the belief in one/s o*n co!petence4 lead to higher *or) satisfaction& Motivation can be seen as an inner force that drives individuals to attain personal and organi+ational goals 29os)inson% Porter% 0 #rench% p& 5334& Motivating factors are those aspects of the job that !a)e people *ant to perfor!% and provide people *ith satisfaction% for e(a!ple achieve!ent in *or)% recognition% pro!otion opportunities& These !otivating factors are considered to be intrinsic to the job% or the *or) carried out& 9ygiene factors include aspects of the *or)ing environ!ent such as pay% co!pany policies% supervisory practices% and other *or)ing conditions& The ,ob in ;eneral Inde( is an overall !easure!ent of job satisfaction& It is an i!prove!ent to the ,ob Descriptive Inde( because the ,DI focuses too !uch on individual facets and not enough on *or) satisfaction in general&
4.) I$portan!e o% .o& #ati/%a!tion"

1n i!portant finding for organi+ations to note is that job satisfaction has a rather tenuous correlation to productivity on the job& This is a vital piece of infor!ation to researchers and businesses% as the idea that satisfaction and job perfor!ance are directly related to one another is often cited in the !edia and in so!e non=acade!ic !anage!ent literature& 1 recent !eta=analysis found an average uncorrected correlation bet*een job satisfaction and productivity to be r R E&5CA the average true
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correlation% corrected for research artifacts and unreliability% *as r R E&3E& :urther% the !eta=analysis found that the relationship bet*een satisfaction and perfor!ance can be !oderated by job co!ple(ity% such that for high=co!ple(ity jobs the correlation bet*een satisfaction and perfor!ance is higher 2U R E&N64 than for jobs of lo* to !oderate co!ple(ity 2U R E&6G4& ,ob "atisfaction also has high relationship *ith intention to 'uit& It is found in !uch research that ,ob "atisfaction can lead to Intention to "tay M 'uit in an organi+ation 2Ki! et al&% 5GG74& Recent research has also sho*n that Intention to Huit can have effect li)e poor perfor!ance orientation% organi+ational deviance% and poor organi+ational citi+enship behaviors& In short% the relationship of satisfaction to productivity is not necessarily straightfor*ard and can be influenced by a nu!ber of other *or)=related constructs% and the notion that -a happy *or)er is a productive *or)er. should not be the foundation of organi+ational decision=!a)ing& #ith regard to job perfor!ance% e!ployee personality !ay be !ore i!portant than job satisfaction& The lin) bet*een job satisfaction and perfor!ance is thought to be a spurious relationshipA instead% both satisfaction and perfor!ance are the result of personality&
4.4 Re'ative I$portan!e o% Attit de toward .o& #ati/%a!tion"

The attitudes to*ard job satisfaction need clarification for e(ploring their relative i!portance as they are lin)ed to intra=personal disposition of hu!an beings& In this conte(t% job satisfaction projects individual/s attitudes involving infor!ation that is generally ac'uired by an e!ployee about *or)place over a period of ti!e& It results fro! the balancing and su!!ation of !any specific li)es and disli)es of e!ployees e(perienced in connection *ith their jobs 29aung% 5GGGA 5GGFA oc)e% 5GD74& The attitudes regarding job satisfaction are broadly related to the areas of intrinsic nature of *or)% *age and security% supervision% and co!pany policies and practices 2;anguli% 5GGF4&
4.2 The wide'( /ed in/tr $ent/ %or $ea/ rin, 1o& /ati/%a!tion"
,ob Descriptive Inde( 2,DI4 and Minnesota "atisfaction Huestionnaire 2M"H4 that !easure !entally challenging *or)% e'uitable re*ards% and opportunities for pro!otion% supportive *or)ing conditions% and supportive colleagues 29aung% 5GGG4& This factor provides the !a(i!u! insights of job satisfaction of ban) officers in $angladesh& It broadly includes the areas of job satisfaction such as% salary% co!pany
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policies and practices% and pro!otion chance& The eight variables contain in the factor salary are8 satisfied *ith present salary% ban) is sy!pathetic to the officers vie*% ban) appreciates perfor!ance% satisfied *ith incre!ent allocation !ethod% inco!e is higher than other ban)s% satisfied *ith the chances of pro!otion% satisfied *ith the *elfare facilities% and satisfied *ith the chances of inco!e increase& 9ence% the policy !a)ers in the ban)ing sector in $angladesh should give greater i!portance on these variables concerning salary% co!pany policies and practices% and chance for pro!otion to increase job satisfaction of the officers& The second i!portant factor is efficiency in *or) that accounts for G&3DS of the variance and it broadly covers areas of job satisfaction including job security% supervision% and supportive colleagues& The variables are na!ely% not lose job if *or)ed efficiently% i!!ediate supervisor is reasonable% satisfied *ith the recognition by colleagues% and superior encourages suggestions for i!prove!ent& The other si( factors are al!ost e'ual in their ability to account for the variation of level of job satisfaction *ith co!paratively lo* e(igent values&
4.5 I$pa!t o% *an+ t(peI wor+ e>perien!eI a,e and /e> Di%%eren!e/ on .o& #ati/%a!tion"
Previous researchers have found relationships bet*een job satisfaction and age% se(% 2Pugliesi% 5GGNA Cheung and "cherling% 5GGG4 and *or) e(perience 2"teffy and ,ones% 5GGE4& In this section% the i!pacts of ban) type% *or) e(perience% gender% and age on the attitudes% rather than factors% to*ard job satisfaction of ban) officers is assessed& This has been done *ith a vie* to obtaining !ore insights on the i!pact& The results sho*s that the variables recovery significantly *ith the type of ban) V public and private& It !eans that there is a variation in the level of job satisfaction of ban) officers depending on the type of ban) in $angladesh In other *ordsA type of ban) is a significant e(planatory variable for the job satisfaction level& :ourteen job satisfaction variables% broadly representing the areas of co!pany policies and practices% salaries and facilities% opportunities for pro!otion% and relationship bet*een union and !anage!ent% are significantly related to the ban) type& #or) e(perience has the second !ost i!portance on four variables ta)en in the study 2job gives chances to do things felt best% satisfied *ith incre!ent allocation !ethod% inco!e is higher than other ban)s% and *ould not leave job if si!ilar job offer to other organi+ation4& These variables confir! a significant relationship *ith e(perience of ban) officers& These relationships
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broadly indicate that e(perience affects the areas of job satisfaction including policies and practices 2job gives chances to do things felt best and satisfied *ith incre!ent allocation !ethod4% salary and facilities 2inco!e is higher than other ban)s4% and to the co!pany 2*ould not leave job if si!ilar job offer to other organi+ation4& It could be e(plained that officers *ith higher e(perience hold higher level of *or) freedo!% have !ore financial and non= financial benefits% are !ore fa!iliar *ith organi+ational policies and practices% and have greater loyalty to the ban)& "e( and age differences have relatively lo*er level of i!pact on the entire set of variables% *hich are !anifested through the significance of Wban) is sy!pathetic to officer/s vie*s and Wban)s policy is to overdrive *or)ers to get the !a(i!u! respectively in the test& "e( differences have only i!pact on the ban)s sy!pathy to the officer/s vie*s% *hile age differences leave i!pact on ban)s policy to overdrive *or)ers to get the !a(i!u!& "e( differences in particular could be described as an interesting issue in the socio= econo!ic conte(t of $angladesh& It is generally vie*ed that fe!ale e!ployees are so!e*hat neglected in their *or) places and conse'uently% they are prone to a relatively lo*er level of job satisfaction& This study defies this vie* endorsing al!ost no se( discri!ination in the fe!ale ban) officers& 1ge differences of ban) officers have also negligible i!pact on the full set of variables of job satisfaction& None of the interactions fro! these four factors V ban) type% *or) e(perience% se(% and age = *as found significant&
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CHAPTER602
RE#EARCH 4ETHODO0O8J
Chapter Overview Methodology Research Design Research 1pproach Research Instru!ents Data Collection Data Collection Procedure Data 1nalysis Procedures
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2.0 4ethodo'o,("
Methodology can properly refer to the theoretical analysis of the !ethods appropriate to a field of study or to the body of !ethods and principles particular to a branch of )no*ledge& Methodology has been increasingly used as a pretentious substitute for !ethod in scientific and technical conte(ts& -Methodology. is a syste! of precise rules and procedures on *hich research is based and against *hich clai!s for )no*ledge and evaluation& This !ethod is neither closed nor fla*less& Rather the rules and !easures are constantly being i!proved 2David Nach!ias% 5GG64&
2.1 Re/ear!h De/i,n"

The researchers for this study have chosen correlation research design& 1ccording to the proposed fra!e*or) the researchers are finding the significant positive or negative change in variables 2dependent4 because of change in one 2independent4 variable& The previous graphical representation of the proposed !odel portrays the pattern and structure of the relationships a!ong the set of !easured variables& The purpose of the study is to investigate the relationship of the !easured variables and the correlation a!ong the variables&
2.2 Re/ear!h Approa!h"

To investigate the research 'uestions% the researcher gathered infor!ation fro! ban) e!ployees% ban) !anagers and ban) e(perts& 1ll participation *as voluntary& If the participants *ished to ta)e out% they *ere free to do so at any ti!e *ithout any condition& 1ll the participants *ere given a letter fro! the researcher e(plaining the conte(t of the research focus& Participants signed a consent for! and held in reserve a copy as their record& 1 signed copy *as returned to the researcher&
2.) Re/ear!h In/tr $ent/"

The researcher re'uired pri!ary data to investigate the research proble!& $ecause% it *as found that there *as lac) of secondary data 2e&g& articles% journals% !aga+ine% and records on hu!an resource !anage!ent4 in the case of "I$ & To collect data fro! the pri!ary sources% the researcher used 'uestionnaire and intervie* !ethods& In order to gain infor!ation fro! the ban) e!ployees the researcher used the 'uestionnaire !ethod& The 'uestionnaire *as a useful !ethod to collect data fro! e!ployees for the follo*ing reasons&
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:irst of all% survey about 6N e!ployees of the Ra!pura $ranch of "I$ & "econd of all% the e(isting study *as about achieve!ent !otivation and e!ployees perfor!ance% and e!ployees !ight felt unenthusiastic to confer these issues *ith an intervie*er& The researcher selected the intervie* !ethod not only for in=depth infor!ation but to verify the infor!ation gather fro! responses gained fro! the e!ployees 'uestionnaires&
2.4 Data Co''e!tion"

2.4.1" Pi'ot Te/t o% C e/tionnaire The first tread in the data collection *as distribution of the pilot test of the 'uestionnaire& The 'uestionnaire *as pre=tested *ith C "I$ e!ployees have *or)ed in different "I$ e!ployees *ho *ere attending training in $angladesh Institute of $an) Manage!ent 2$I$M4& These branches in $angladesh& $urns and $ush 25GGC4 suggested that a pre=test of N=5E representative respondents is usually ade'uate to identify proble!s *ith a 'uestionnaire& Pilot study is done to chec) out procedures that are to be incorporated into a !ore e(tensive study& The results of a pilot study can considerably i!prove the planning and increase the chances for success of a subse'uent larger scale e(peri!ent 2"aslo*% 5GCD4& 2.4.2" # rve( In/tr $ent/" 2.4.2.1" C e/tionnaire" The data for the present study *ere obtained by the ad!inistration of a 'uestionnaire% *hich contained t*o parts% the first part contained colu!ns for personal infor!ation and the second part contained achieve!ent satisfaction scale as constructed and standardi+ed by 1u 25GDG4 to !easure achieve!ent !otivation& The scale consisted of 6E state!ents concerning achieve!ent the!es% na!ely anti traditionalis!% regularity and punctuality% *or) habit% initiative% sense of responsibility% ris) ta)ing% spirit of independence% opti!is!% leadership 'uality and ability to guide% concern for efficiency% spirit of co!petition and anti=fatalis!& 2.4.2.2" Interview #!hed 'e The intervie* is also used se!i=structured intervie*s as an instru!ent to collect data fro! the ban) !anagers and the ban) e(perts& To collect data% the researcher carried out each intervie* in a face=to=face situation& This dra* near to data collection is
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e(tre!ely useful in situations *here either in=depth infor!ation is needed or little is )no*n in the area 2Ku!ar% 5GGD4& Cooper and "chindler 25GGC4 noted that if the researcher has sa!ple si+e% a self=ad!inistered 'uestionnaire *ould be !ost effective in regard to ti!e and cost& The in depth intervie* distant e(ceeds the infor!ation secured by self=ad!inistered studies& Cooper and "chindler also affir! that intervie*ers can as) additional 'uestions% and gather supple!ental infor!ation through observation& $oth !anagers and e(perts are co!prised of a s!all groupA hence% the study has utili+ed the se!i=structured intervie* !ethod& The !ost i!portant advantage *as derived fro! the capability of the intervie* techni'ue to enable discussions of !ultifarious topics and thus endo* *ith rich and !ore co!plete data 2"!ith% Thorpe% 0 o*e% 6EE64&
2.2 Data Co''e!tion Pro!ed re"

The 'uestionnaire *as ad!inistered individually to the 6N e!ployees in the study& Respondents *ere assured that it *as purely an acade!ic research and that their personal identity *ould be )ept secret& 1ny difficulties in understanding the instructions and in the !ethods of= ans*ering the 'uestionnaire *as !ade clear and it too) 6E !inutes to ans*er the 'uestionnaire& 1fter the 'uestionnaires *ere filled in by the respondents% these *ere collected and chec)ed for consistency& "coring of the responses *as done follo*ing the procedure provided by the author of the achieve!ent satisfaction scale 21li% 5GDG4& 1fter collection of data% perfor!ance of each respondent *as ta)en fro! the concerned ban) !anager of each subject& The content of the se!i= structured intervie* consists of 'uestion *hich *ill be predeter!ined to gain infor!ation about the *ay !anagers sa* the!selves using po*er% !otivational estee!s in relation to their e!ployees&
2.5 Data Ana'(/i/ Pro!ed re/"

To analy+e the 'uantitative data% the researcher e(plored the internal structure and !easure!ent 'ualities of the proposed hypothetical constructs job satisfaction and e!ployees perfor!ance& The output of the research has sho*n in graph by using graphical !ethod&
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CHAPTER605
ANA0J#I# = INTERPRETATION
Chapter Overview 1nalysis Interpretation of the Data
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5.0 Ana'(/i/"
The present study deals *ith the three issues to analy+e the job satisfaction of ban) officers in $angladesh& The issues are8 2i4 The relative i!portance of job satisfaction factorsA 2ii4 The i!pact of ban) type% *or) e(perience% age and se( differences on the attitudes to*ard job satisfaction& It also investigates the i!pacts of ban) type% *or) e(perience% age% and se( differences on the attitudes to*ard job "atisfaction& The result sho*s that salary% efficiency in *or)% fringe supervision% and co=*or)er relation are the !ost i!portant factors contributing to job satisfaction& #or) e(perience is found as the second !ost i!portant factor affecting job satisfaction& "e( and age differences have relatively lo*er level of i!pact on it& The overall job satisfaction of the ban) officers is at the positive level&
5.1 Interpretation o% the Data"

1. A 1o& where the pa( i/ ver( ,ood. :re'uency Percentage S <alid Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E F 5N N 5 6N E 57 7E 6E F 5EE Cu!ulative Percentage S E 57 7E 6E F 5EE E 57 D7 G7 5EE
2. A 1o& where there i/ !on/idera&'e i/ !reative and innovative. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total 3 N 5E N 6 6N 56 6E FE 6E C 5EE 56 6E FE 6E C 5EE 56 36 D6 G6 5EE
). A 1o& where (o are o%ten reD ired to $a+e i$portant de!i/ion/. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S
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"trongly Disagree Disagree Neutral 1gree "trongly 1gree Total
3 F 56 N 5 6N
56 57 FC 6E F 5EE
56 57 FC 6E F 5EE
56 6C D7 G7 5EE
4. A 1o& in whi!h ,reater re/pon/i&i'it( i/ ,iven to tho/e who do the &e/t <or+. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E E 5E 5E N 6N E E FE FE 6E 5EE E E FE FE 6E 5EE E E FE CE 5EE
2. A 1o& in whi!h ,reater re/pon/i&i'it( i/ ,iven to 'o(a' e$p'o(ee/ who have the $o/t /eniorit(. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E 6 5E N C 6N E C FE 6E 36 5EE E C FE 6E 36 5EE E C FC 7C 5EE
5. A 1o& in whi!h (o are not a''owed an( /a( whatever in how (o r wor+ i/ /!hed 'edI or in the pro!ed re/ to &e /ed in !arr(in, it o t. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E 3 5E C F 6N E 56 FE 36 57 5EE E 56 FE 36 57 5EE E 56 N6 CF 5EE
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3. A 1o& where (o r !o6wor+er/ are not ver( %riend'(. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total 6E 6 3 E E 6N CE C 56 E E 5EE CE C 56 E E 5EE CE CC 5EE 5EE 5EE
A. A 1o& with a / pervi/or who i/ o%ten ver( !riti!a' o% (o and (o r wor+ in %ront o% other peop'e. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total 6E 6 3 E E 6N CE C 56 E E 5EE CE C 56 E E 5EE CE CC 5EE 5EE 5EE
B. A 1o&I whi!h prevent/ (o %ro$ /in, a n $&er o% /+i''/ that (o I wor+ed deve'op. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total 6E 6 3 E E 6N CE C 56 E E 5EE CE C 56 E E 5EE CE CC 5EE 5EE 5EE
10. A 1o& with a / pervi/or who re/pe!t/ (o and treat/ (o %air'(. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral E E 5E E E FE E E FE E E FE
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1gree "trongly 1gree Total
5E N 6N
FE 6E 5EE
FE 6E 5EE
CE 5EE
11. A 1o& whi!h provide/ !on/tant new and intere/tin, opport nitie/ %or (o to 'earn. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E E 5N C 6 6N E E 7E 36 C 5EE E E 7E 36 C 5EE E E 7E G6 5EE
12. A 1o& where there i/ a rea' !han!e (o !o 'd &e 'aid o%%. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total 6E 6 3 E E 6N CE C 56 E E 5EE CE C 56 E E 5EE CE CC 5EE 5EE 5EE
1). A 1o& in whi!h there i/ a rea' !han!e %or (o to deve'op new /+i''/ and advan!e in the or,ani9ation. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E 3 5E C F 6N E 56 FE 36 57 5EE E 56 FE 36 57 5EE E 56 N6 CF 5EE
14. A 1o& whi!h provide/ 'ot/ o% va!ation ti$e and an e>!e''ent %rin,e &ene%it pa!+a,e.
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:re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E E 5N C 6 6N E E 7E 36 C 5EE E E 7E 36 C 5EE E E 7E G6 5EE
12. A 1o& with 'itt'e %reedo$ and independen!e to do (o r wor+ in the wa( (o thin+ &e/t. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E E 5E 5E N 6N E E FE FE 6E 5EE E E FE FE 6E 5EE E E FE CE 5EE
15. A 1o& where the wor+in, !ondition are avera,e. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E 3 5E C F 6N E 56 FE 36 57 5EE E 56 FE 36 57 5EE E 56 N6 CF 5EE
13. A 1o& with ver( /ati/%(in, tea$6wor+. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E E 5N G 5 6N E E 7E 37 F 5EE E E 7E 37 F 5EE E E 7E G7 5EE
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1A. A 1o& whi!h reD ire/ (o !ontri& te.
to !ha''en,e !o$p'ete'( i/o'ated !o6wor+er/ to
:re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E 55 5E F E 6N E FF FE 57 E 5EE E FF FE 57 E 5EE E FF CF 5EE 5EE
1B. A 1o& whi!h a''ow/ (o to /e (o r /+i''/ and a&i'itie/ to the % ''e/t e>tent. :re'uency Percentage S <alid Percentage S Cu!ulative Percentage S "trongly Disagree Disagree Neutral 1gree "trongly 1gree Total E E 5E 5E N 6N E E FE FE 6E 5EE E E FE FE 6E 5EE E E FE CE 5EE
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CHAPTER603
:INDIN8I RECO44ENDATION# = CONC0U#ION
Chapter Overview :inding Reco!!endations Conclusion
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5.0 :indin,/"
,ob satisfaction is the total of the senti!ents related *ith the job conducted& If the *or)er perceives that hisMher values are reali+ed *ithin the job% sMhe i!provises a positive attitude to*ards hisMher job and ac'uires job satisfaction 2Mc Cor!ic and Tiffin 5GDF8DF4& I heard a story that Mr& XP/ *or)ed in a !ultinational co!pany *ith a good designation& 1s he *or)s a !ultinational co!pany so his salary% co!pensation and benefits are global standard& 9e get a lot of facilities fro! rising to bed in the !orning to before going to bed at night& No* a !illion dollar 'uestion% -Is he satisfiedT> 1fter analysis and interpreting the data I tried to find that *hy the e!ployees are satisfied and *hy notT "I$ is a private ban)& "o% the e!ployees are getting !ore salary rather than the nationali+ed co!!ercial ban)s& "o% fro! this vie* the
e!ployees of the "I$ are satisfied& The salary range of the "I$ of the entry level is not sufficient *ith the
co!parison of other private ban)s in $angladesh& "o% fro! this vie* they are dissatisfied *ith their salary at the entry level& The e!ployees of "I$ enjoy !uch vacation rather than the other
private co!!ercial ban)s& "uch as fe!ale e!ployees enjoy 3 !onths !aternity leave& The !ale e!ployees also get paternity leave and the length of the leave is 5 !onth& The e!ployees get a big a!ount of !edical convenience t*o ti!es in their *or)ing period& "o% they feel secured of health during their *or)ing period& "I$ provides !ore incentives rather than the other private ban)s& In this year they provide D 2seven4 incentives e(cluding the Eid bonus on their profit& To )eep the e!ployees !otivated% incentives% perfor!ance re*ard%
pro!otion and accelerated pro!otion etc& are given on a regular basis by the "I$ The "I$ authority& has introduced a good nu!ber of stuff *elfare sche!es&
"che!es to be a part *ith the ban)ing co!!unities and i!prove the
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conditions of its e!ployees such as contributory recogni+ed provident fund% gratuity fund% benevolent fund& The *or)ing environ!ent of the "I$ is very friendly& The e!ployees are satisfying *ith their co=*or)er as a *or) in a tea!& In ban)ing sector so!e e!ployees have opportunity to upgrade
the!selves in *or)ing period such as the e!ployees of the IT% :oreign E(change% invest!ent depart!ent& In other side the e!ployees of the cash 0 custo!er service depart!ent have no scope to sho* creativity in *or)ing period& I thought it/s a boring job& :ro! this vie* they are
dissatisfied so!eti!es& The accountant/s job is very i!portant to the organi+ation& They do a lot of *or) fro! the day start to closing& I thin) one e!ployee *or) on the behalf of t*o peoples& "o!eti!es they feel stress that is har!ful for the!& The job security of the "I$ is very rich& The e!ployees never feel an(ious during their *or)ing period& $ecause the chance of being laid off is lo*% e(cept a !ajor fault no e!ployees can be laid off& The e!ployees strongly agree that they feel secured of their job& #e are the hu!an being& Our !ood and e!otions *hile *or)ing are the ra* !aterials *hich cu!ulate to for! the affective ele!ent of job satisfaction& Moods tend to be longer lasting but often *ea)er states of uncertain origin% *hile e!otions are often !ore intense% short=lived and have a clear object or cause& There is so!e evidence in the literature that state !oods are related to overall job satisfaction Positive and negative e!otions *ere also found to be significantly related to overall job satisfaction fre'uency of e(periencing net positive e!otion *ill be a better predictor of overall job satisfaction than *ill intensity of positive e!otion *hen it is e(perienced E!otion regulation and e!otion labor are also related to job satisfaction& In "I$ I found that e!ployees got satisfaction in so!e !atters
and also dissatisfaction in so!e !aters& "o *e can say that E!ployees donIt get full satisfaction in their job&
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5.1 Re!o$$endation"
The e!ployees !ust be !otivated *hen they do so!ething good and creative& The salary should be revising by the !anage!ent of "I$ & Their jobs should be !entioned !ore fre'uently& in) bet*een Custo!er "ervice Officer/s and Custo!er "ervice Manager should be easier Bp to date ban)ing soft*are should be used to give batter service to the custo!ers& In addition% *ith the present services they should include !ore services& It is badly needed to provide !ore services to the custo!er in order to co!pete in the !ar)et& Internal conflict a!ong the e!ployees should be !itigating& Officials *ho! are involved in Custo!er "ervices should be trained properly& $ecause so!e ti!e they cannot give proper suggestions to the custo!er 'ueries& There are so!e benefit pac)age having "I$ but it has no practice in real vie*& That benefit pac)age can be increase the satisfaction of the e!ployee& "o it should be practice earlier&
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5.) Con!' /ion/"

This study *ill finds the overall e!ployees job satisfaction of "ocial Isla!i $an) i!ited& 9o*ever% the job satisfaction of ban) officers is significantly dependent upon salary% efficiency in *or)% fringe benefit% supervision 'uality% and co=*or)er relations& The re!aining three factors% leadership style% loyalty to ban)% and *or) ability do not have significant statistical evidence to i!prove the job satisfaction of ban) officers& $an) type is found to be the !ost relevant *ith the ban) officers/ job satisfaction in co!parison to *or) e(perience% age% and se( differences& The happier people are *ithin their job% the !ore satisfied they are said to be& ,ob satisfaction is not the sa!e as !otivation% although it is clearly lin)ed& ,ob design ai!s to enhance job satisfaction and perfor!anceA !ethods include job rotation% job enlarge!ent and job enrich!ent& Other influences on satisfaction include the !anage!ent style and culture% e!ployee involve!ent% e!po*er!ent and autono!ous *or) groups& ,ob satisfaction is a very i!portant attribute *hich is fre'uently !easured by organi+ations&
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Appendi>61 The C e/tionnaire/ %or #I*0 E$p'o(ee/
#ECTION" A
Lour age8 YYYYYYYYYYYYYYYYYYYYYYYYYYYYYY
Lour gender8 YYYYYYYYYYYYYYYYYYYYYYYYYYYYY
Lour highest level of education8 2Please tic) one4
""C8
9"C8
$achelors8
Masters8
Others 2please specify4 YYYYYYYYYYYYYYYYYYYY
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#ECTION" * .O* #ATI#:ACTION #CA0E Co!plete the follo*ing 'uestionnaire by filling the ans*er that best describes your feelings about each state!ent& :or each ite!% put your response according to the follo*ing8 NR FR 3R 6R 5R "trongly 1gree 2"14 1gree 214 Neutral 2N4 Disagree 2D4 "trongly Disagree 2"D4
CUE#TION# RAN7IN8# NO. 5 6 3 F N CUE#TION# 1 job *here the pay is very good 1 job *here there is considerable is creative and innovative& 1 job *here you are often re'uired to !a)e i!portant decisions& 1 job in *hich greater responsibility is given to those *ho do the best #or)& 1 job in *hich greater responsibility is given to loyal e!ployees *ho have the !ost seniority& 1 job in an organi+ation *hich is in to financial trouble=and !ight have to close do*n *ithin the year& ,obs in *hich you are not allo*ed any say D *hatever in ho* your *or) is "cheduled% or in the procedures to be used in carrying it out& 1 job *here your co=*or)ers are not very friendly& 1 job *ith a supervisor *ho is often very critical of you and your *or) in front of other people& 1 job% *hich prevents you fro! using a nu!ber N F 3 6 5 #A A ?2@ N N N N N ?4@ F F F F F N ?)@ 3 3 3 3 3 D ?2@ 6 6 6 6 6 #D ?1@ 5 5 5 5 5
G 5E
N N
F F
3 3
6 6
5 5
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55 56 53
of s)ills that you% *or)ed develop& 1 job *ith a supervisor *ho respects you and treats you fairly& 1 job *hich provides constant ne* and interesting opportunities for you to learn& 1 job *here there is a real chance you could be laid off& 1 job in *hich there is a real chance for you to develop ne* s)ills and advance in the organi+ation& 1 job *hich provides lots of vacation ti!e and an e(cellent fringe benefit pac)age& 1 job *ith little freedo! and independence to do your *or) in the *ay you thin) best& 1 job *here the *or)ing condition are average& 1 job *ith very satisfying tea!=*or)& 1 job *hich re'uires you to challenge co!pletely isolated co=*or)ers to contribute& 1 job *hich allo*s you to use your s)ills and abilities to the fullest e(tent&
N N N
F F F
3 3 3
6 6 6
5 5 5
5F
5N 57 5D 5C 5G 6E
N N N N N N
F F F F F F
3 3 3 3 3 3
6 6 6 6 6 6
5 5 5 5 5 5
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INTERN REPORT ON
*i&'io,raph(
#ebsites8 http8MM***& ***&siblbd&co! http8MM***&*i)ipedia&org http8MM***&google&co! Re%eren!e *oo+/ E Report" 1nnual Report :unda!ental of 9u!an Resource Manage!ent = David 1& Decen+o = "tephen P Robbins
24
INTERN REPORT ON
A&&reviation/
1O: 1TM $1 $:" $I$M $""M $:" $C1 $I $DT& CI$ CC DP Note D$R E<"1 EMI :DR :CL ;$P ;$
1ccounting Opening :or!& 1uto!ated Teller Machine& $an)ing 1rrange!ent etter& $usiness :inancial "ervice $angladesh Institute of $an) Manage!ent& $ranch "ales and "ervice Manager& $usiness :inancial "ervice& $usiness Credit 1pplication& $usiness Install!ent oan& $angladesh Ta)a& Credit Infor!ation $ureau& Credit Card De!and Pro!issory Note& Debt $urden Ratio& E(tra <alue "avings 1ccount& E'uated Monthly Install!ent& :i(ed Deposit Receipt& :oreign Currency& ;reat $ritain Pound& ;eneral $an)ing&
OD
Over Draft
24
INTERN REPORT ON
O"1 P P:C PDC PIN RM; "TD "OD TP TIN
Operating "avings 1ccount Personal oan Personal :inancial Consultant& Post Dated Che'ue& Personal Identification Nu!ber& Ready Made ;ar!ents& "hort Ter! Deposit& "ecured Over Draft& Transaction Profile Telephone Identification Nu!ber&
BDC
Bndated Che'ue&
<1T #ED$
<alue 1dded Ta(& #age Earner/s Develop!ent $ond&
24

Evaluation of Job Satisfaction of Social Islami Bank Limited.

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Evaluation of Job Satisfaction of Social Islami Bank Limited.

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INTERN REPORT ON

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

1.0 Introd !tion"

1.1 #tate$ent o% the Pro&'e$"

1.2 Rationa'e o% the #t d("

1.) *a!+,ro nd o% the Report"

progra! as !y honorable supervisor inspired !e& I thought "I$

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

1.4 O&1e!tive o% the Report"

1.2 #!ope o% the Report"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

*AN7IN8 #ECTOR IN *AN80ADE#H

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

2.0 De%inition o% *an+"

2.1 O&1e!tive o% *an+"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

2.2 Hi/tori!a' *a!+,ro nd o% the *an+"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

2.) *an+in, Operation/ in *an,'ade/h"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

AN O;ER;IE< O: #OCIA0 I#0A4I *AN7 0I4ITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

).0 Or,ani9ationa' Overview"

).1 Hi/tori!a' *a!+,ro nd o% #I*0"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

a co!pliant organi+ation& The Corporate ;overnance syste!s in "I$

).2 :or$ation o% #o!ia' I/'a$i *an+"

).) O&1e!tive/ = 8oa'/ o% #I*0"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

).4 ;i/ion = 4i//ion o% #I*0"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

).2 #trate,i! O&1e!tive/ = Co$$it$ent/"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

To the other "ta)eholders To the Environ!ent&

).5 Corporate #o!ia' Re/pon/i&i'it( ?C#R@"

).3 Corporate Pro%i'e"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

<1T Registration No Credit Rating 1gency 1uditors

:or "I$ "ecurities i!ited

:or "I$ Invest!ent i!ited

:or Offshore $an)ing

isting "tatus 2"hares4

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

D"E8 Ta)a 5G&FE C"E8 Ta)a 5G&3E

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

).A #I*0 at a 8'an!e"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

).B : n!tion/ o% #I*0"

EVALUATION OF JOB SATISFACTION OF SOCIAL ISLAMI BANK LIMITED

).10 #I*0 Prod !t/ = #ervi!e/"

l !adiah Curre"t ccou"t

+isa Islamic Credit Card (Dual)

Mudaraba Sa#i"$s Deposit

+isa Islamic Credit Card (*ocal)

Mudaraba %erm Deposit

AN7IN8 #ECTOR IN AN80ADE#H

2.2 Hi/tori!a' a!+,ro nd o% the an+"

2.) an+in, Operation/ in an,'ade/h"

).1 Hi/tori!a' a!+,ro nd o% #I0"