Employee Job Satisfaction OF THE City Bank Limited

1.
1 Overview of the Company

The City Bank Limited is the first private sector bank in Bangladesh. This brings about qualitative
changes in the sphere of Banking & Financial aspects; the bank has been operating since 1983 with an
authorized capital of BDT 1.75 billion. Today the City Bank serves its customers at home & abroad
with 88 branches spread over the country & about three hundred overseas correspondences covering
the entire major cities & business center of the world. The services encompass wide diversified areas
of trade. Commerce & industry which tailored to the specific need of customers & distinguished by an
exceptional level of prompt & personal attention. Over years the bank has expanded the spectrums of
its services. The extensive & ever growing domestic network provides the carries various product &
services to the doorsteps of millions.
th March.1983
The CBL was incorporated as a public limited company with limited on the 14
& its
formal inauguration was on March 27, 1983 under company Act, 1993 of Bangladesh with the
primary objective to carry on all kinds of banking business.
Moreover City Bank is among the very few local banks which do not follow the traditional,
decentralized, geographically managed, branch based business or profit model. Instead the bank
manages its business & operation vertically from the head office through four distinct business
divisions namely:
Corporate & Investment Banking

Retail Banking (including Cards)
SME Banking
Treasury & Market Risks
The bank is also very active in the alternative delivery area. It currently has 88 ATMs its own; &
ATM sharing arrangement with a partner bank that has 5 ATMs in place; SMS Banking; Interest
banking & so on . Its customer Call Center is in operation to help and assist the card user of the The
City Bank Limited. The bank has a plan to end the current year 2011 with100 own ATMs. Besides
this City Bank is the first bank in Bangladesh to have issued Dual Currency Credit Card.
The City Bank Limited has a distinguished Board of Directors which consists of thirteen successful
and reputed businessmen. Mr. Aziz Al-Kaiser, a top leading businessman, industrialist, pioneer
personality & entrepreneur of private sector's Bank in Bangladesh, is the Chairman of the Bank. Mr.
Kazi Mahmood Sattar a dynamic, nationally & internationally reputed Banker is the Managing
Director and CEO of the Bank.
The principal place of business is the registered office at the registered office of the bank is at Jiban
Bima Tower, 10, Dilkusha Commercial areas, Dhaka-1000. The bank is listed with Dhaka Stock
Exchange & Chittagong Stock Exchange. Recently this bank has brought a massive change in their
service system & changed its Logo. Now in short this bank is known as City Bank.
1.2 City Bank at a Glance:

Particular
SL.
Detail
Name
The City Bank Limited
Legal Status
Date of Incorporation
March 14, 1983
Formal launch
March 27, 1983
Number of Branch
88
Number of ATM Booth
85
Number of SME Center
11
Total Manpower
Authorized Capital (2010)
10,000 million
10
Paid-up capital (2010)
3,889 million
11
Reserve (2010)
7,630 million
12
Net Profit (2010)
1,849 million
13
Total Number of Share Outstanding

(2010)
38.9 million
14
Market Value of Per Share (2010)
1,000 BDT
15
Earnings Per Share (2010)
34.59 BDT
Public Limited Company
3000
1.3 Vision
The Finance Supermarket with a Winning Culture Offering Enjoyable Experiences
1.4 Mission
Offer wide array of products and services that differentiate and excite all customer
segments.
Be the Employer of choice by offering an environment where people excel and
efficiency.
Continuously challenge processes and platforms to enhance effectiveness and efficiency.
Promote innovation and automation with a view to guaranteeing and enhancing
excellence in service.
Ensure respect for community, good governance and compliance in everything we do.
1.5 Objectives of CBL

Strategic Objectives:
Achieve positive Economic Value Added (EVA) each year.
To become the market leader in product innovation.
To become one of the top three Financial Institutions in Bangladesh in terms of cost
efficiency.
To become one of the top five Financial Institutions in Bangladesh in terms of market share in all
significant market segments we serve.
Financial Objectives:
Achieve a return on shareholders equity of 20% or more on average
Deposit extreme competition among banks operating in Bangladesh, both local and international the
City Bank limited has made a remarkable progress practically in every sphere of its functions. The
activities of the City Bank Ltd are very implicit and vast comparing to that of other bank in the
country today. The theme of the bank is Making Sense of Money.
The prime objective of The City Bank Ltd is to create a strong capital base, to earn good profit and
pay satisfactory dividend to honorable Shareholders, to achieve the objectives, the bank works for
Clients to open an account in the bank through their wit & intelligence as well as it have intention to
pursuit of excellence in the climate of continuous improvement. Because is to maintain the reputation
through their customer services oriented facilities. To achieve this desired goal it believes the
excellence is never line of ending, it also believes thats its strategic plans and business
will its strength in competitive environment. Improving the quality of banks assets by identifying
potential good browsers.
1.6 Strategies of the City Bank

CBL believes in the practice of Market-Oriented Strategy Planning, developing & maintaining a
viable fit between the organizations objective, skills & resources. The aim of such approach is to
shape & reshape the banks business & services so that they yield target profit & growth. The
Strategic planning of CBL consists of two organizational levels.
Location Based Strategy
Business Level Strategy
Location Based Strategy:

Since the growth & profits of banking business largely depend upon the locations of branches where
large concentration of other businesses & industries are involved, CBL main Strength is its location
based strategy.
Business Level Strategy:
The business strategy of the bank is to strengthen its retail business, following a conservation lending
approach. But the Banks major portion of the profit generates from its retail banking & SME
Banking.
1.7 Managerial Hierarchy
Top
Management
Executive Level
Management
Mid Level
President
Management
Chairman
Vice Chairman
Director
Managing Director
Assistant Secretary
Deputy Managing Directors

Senior Executive Vice President
Executive Vice Preside
Senior Vice President
Consultant
First Vice President
Vice President
Senior Assistant Vice President
Assistant Vice President
First Assistant Vice

Senior Executive Officer
Executive Officer
Principle Officer
Junior Level
Management
Senior Officer
Management Trainee
Officer
Junior Assistant Officer
1.8 Functional Division of CBL

The Bank accomplishes its functions through different functional divisions/ departments. The
divisions/departments along with their major functions are listed below:
Financial Division:
Financial planning, budget preparation and monitoring

Payment of salary
controlling inter-branch transaction
Disbursement of bills
Preparation of financial reports and annual reports
Preparation/Review of returns and statements
Maintenance of Provident Fund, Gratuity, Superannuation Fund
Reconciliation
Credit and Risk Management
Loan administration
Loan disbursement
Project evaluation
Processing and approving credit proposals of the branches
Documentation, CIB (Credit Information Bureau) report etc
arranging different credit facilities
providing related statements to the Bangladesh Bank and other departments
Human Resource Division
Recruiting
Training and development
Compensation, employee benefit, leave and services rules program and upgration
Placement and performance appraisal of employees
preparing related reports
reporting to the executive committee
Promotional campaign & press release
Information Technology (IT) Department:
Software Department
Network management and expansion
Software and hardware management
Data entry & processing
Procurement of hardware & maintenance
Branches control & Inspection Division:
controlling different functions of the branches & search for location for expansion
Conducting internal audit & inspection both regularly & suddenly
Ensuring compliance with Bangladesh Bank (BB) ,monitoring BBs inspection & external
Audit report
Retail Division:
ATM card, credit & system operation & maintenance

SWIFT operation
Credit Card operation
Customer & vendor relationship
1.9 Branches of CBL

CBL is one of the fastest growing banks in Bangladesh. Now 97 branches are operating all over
Bangladesh.
o
o
o
o
o
47 Branches in Dhaka Division

18 Branches in Chittagong Division
6 Branches in Comilla Division
10 Branches in Bogra Divivsion
6 Branches in Khulna Division
The network of CBL Engages itself for providing best quality banking service in retail,
commercial, corporate and Islamic banking segments. The countrys top enterprises,
multinational and local corporations and financial institutions are served by CBL. With a total
asset of BDT 15, 035, 89 million is among the top performing local banks in Bangladesh.
Product/ Service Offering Of CBL
The services encompass wide diversified areas of trade, commerce & industry that tailored to the
specific needs of the customers and are distinguished by an exceptional level of prompt and
personal attention. Over the years The City Bank Limited has expanded the spectrums of its
services. The extensive and ever growing domestic network provides and carries various
products and services to the doorsteps of millions.
The City Bank Limited (CBL) engages in wide range of activities from small scale lending to
large industrial project financing. CBL involves export and import financing. It involves other
very many services. Its range of activities at a glance is as follows:
Deposit
Loans and advances
Foreign
Other services
Current account
Term loan
Export L/C
Safe custody (locker)
Savings account
Working capital loan
Import L/C
Travelers Cheque
Short term deposits

Fixed deposit
Foreign
Cash credit
Different Scheme
Non resident foreign
Resident foreign
currency account
Demand draft Pay

order Telegraphic
Overdraft
currency deposit
account
Remittance
transfer Selling and

buying foreign
Packing credit & trust
currency
receipt
House building finance
Import finance
The City Bank Limited (CBL) has already introduce some new Banking products like duel
currency Credit Cards, ATM and Online services which has created attraction among the clients.
The Bank is going to introduce real time Internet, SMS and phone banking systems with all
modern delivery channels at an early date.
For significant performance, The Bank has earned national & recognition. The City Bank
Limited (CBL) was one of the 12 Banks of Bangladesh among the 500 Banks in Asia for its
asset, deposit & profit as evaluated by ASIA WEEK in the year 2000. Other than that, The
City Bank Limited (CBL) received the Top Ten Company award from the prime Minister of
the people s Republic of Bangladesh in the year 1992-93.
Introduction
2.1 Background of the study
It has become essential for every person to have some idea on the bank and banking procedure.
As our educational system predominantly text based, inclusion of practical orientation program
is an exception to the norm. From practical knowledge, we will be able to know real life
situations and start a career with some practical experience. Masters of Business Administration
(MBA) is a professional course. The course is designed with an excellent combination of
practical and theoretical aspects. After completing MBA, certain times are preserved for
internship.
As a student of MBA, Internship is an academic requirement. For internship every student is
required to work in a selected institution to enhance ones practical knowledge and experiences.
For the requirement of my course I was assigned to prepare report on Employee job satisfaction
in the context of The City Bank ltd.
Basically, this report Is highlighted on Employee job satisfaction of the bank.
2.2 Origin of the report

This report is an internship report prepared as a requirement for the completion of BBA
program. The Report titled A Relational Study on Employee job Satisfaction in the context of
The City Bank Ltd outcome of three months long internship program at The City Bank Ltd. The
report topic was approved by the faculty supervisor to satisfy the organizational requirements
and fulfillment of the internship program. This report has been prepared under both of their
direct supervision.
2.3 Objective of the Study

Broad Objective:
The objective of this report is to analyze the Employee job satisfaction in the context of The City
Bank ltd
Specific Objectives:
To understand the overall employee job satisfaction of the bank.
To know the employee feedback about their job satisfaction.
To categorize the factors dependable for satisfaction or dissatisfaction of the bank human
resources.
2.4 Scope of the Report

As I was assigned to the The City Bank ltd, there is enough scope of the study. The report covers the
topic Employee job satisfaction in the context of The City Bank ltd. To conduct a study on
employee job satisfaction of CBL, I have gathered valuable information from CBL, and I have also got
some information from website of The City Bank Ltd.
Despite this topic there are many sectors for working and analysis, like:
HR Department in CBL
Concept about Job Satisfaction
Job description of CBL.
2.5 Limitations
There were numeral troubles I faced for the duration of the report writing, like,
Inadequate reporting because of shortage of time.
At period the respondents felt bothered to give time on this survey.
Work pressure in the office was another limitation restricting this report from being
more detailed or analytical.

There are plenty of other issues like but the researcher could not take in them in the
study because period of the report writing.
3 Literature Review
A rising literature on developing countries addresses some of these issues by analyzing

subjective wellbeing data related to employment. Job satisfaction is indeed becoming an
increasingly popular subject in the economic literature as it is found to be relevant to
understanding individuals behavior and to predict labor market mobility (Freeman, 1978;
Clark,2001; Opkara, 2002). Economists have been particularly interested in investigating the
relationship of job satisfaction with other economic variables, including unionism (Borjas,
1979;Meng, 1990), income and education (Clark and Oswald, 1996; Blanchflower and Freeman,
1997;McCue & Gianakis, 1997), and job security (Blanchflower and Oswald, 1999;
Blanchflower and Oswald, 1998; Blanch flower, 2000; Clark and Blanch flower et al., 2001). Job
satisfaction is the employees cognitive, emotional, and evaluative reactions on the way to their
jobs (Greenberg &Baron, 1997; Robbins, 1998). In other words, it is the overall positive affect or
feelings that individuals have toward their jobs (Arnold & Feldman, 1986). According to McCue
and Gianakis (1997) the elements of job satisfaction includes the actual work and its outcomes,
or the intrinsic job satisfaction; pay, benefits, and other rewards directly associated with doing
the work, or the extrinsic job satisfaction; and the environment in which the work is done,
including relation with coworkers organizational culture, the organizations policies and
procedures, participation in decision making, involvement with the organization, and job status.
Newstrom &Davis (2000) viewed job satisfaction as a set of favorable and unfavorable feelings
or emotions with which employees view their work. Important aspects of job satisfaction may
include- pay, ones supervisors, the nature of tasks performed, an employees co-workers or
team, and the immediate working conditions (George & Jones, 1996; Smith, Roberts, & Hulin,
1976; Newstrom & Davis, 2000; Newstrom & Davis, 2000). According to Slocum &Woodman
(1995) overall job satisfaction is a collection of numerous attitude toward various aspects of the
job, represents a general attitude (Slocum &Woodman, 1995; George and Jones, 1996). Thus,
when this attitude is positive, employees are said to be satisfied and dissatisfied exists when the
attitude is negative (Moorhead & Griffin, 1989). Streers and Black (1994) viewed job
satisfaction as a pleasure or positive emotional state resulting from the appraisal of ones job or
job experience. It results from the perception that an employees job actually provides what he or
she values in the work situation (Streers & Black, 1994).
Relationship between Relationship with Supervisor and Job Satisfaction
Superior-subordinate communication is an important influence on job satisfaction in the

workplace. The way in which subordinates perceive a supervisor's behavior can
positively or negatively influence job satisfaction. Communication behavior such as
facial expression, eye contact, vocal expression, and body movement is crucial to the
superior-subordinate relationship (Teven, 2006). Nonverbal messages play a central role
in interpersonal interactions with respect to impression formation, deception, attraction,
social influence, and emotional. Nonverbal immediacy from the supervisor helps to
increase interpersonal involvement with their subordinates impacting job satisfaction.
The manner in whichsupervisors communicate with their subordinates non-verbally
may be more important thanthe verbal content (Teven, 2006). Individuals who dislike
and think negatively about their supervisor are less willing to communicate or have
motivation to work whereas individuals who like and think positively of their supervisor
are more likely to communicate and are satisfied with their job and work environment. A
supervisor who uses nonverbal immediacy, friendliness, and open communication lines
is more likely to receive positive feedback and high job satisfaction from a subordinate.
Conversely, a supervisor who is antisocial, unfriendly, and unwilling to communicate
will naturally receive negative feedback and create low job satisfaction in their
subordinates in the workplace.
Relationship between Working Environment and Job Satisfaction
One of the most important aspects of an individuals work in a modern organization

concerns the management of communication demands that he or she encounters on the
job. Demands can be characterized as a communication load, which refers to the rate
and complexity of communication inputs an individual must process in a particular
time frame. Individuals in an organization can experience communication over-load
and communication under- load which can affect their level of job satisfaction.
Communication overload can occur when an individual receives too many messages
in a short period of time which can result in unprocessed information or when an
individual faces more complex messages that are more difficult to process. Due to
this process, given an individuals style of work and motivation to complete a task,
when more inputs exist than outputs, the individual perceives a condition of overload
which can be positively or negatively related to job satisfaction. In comparison,
communication under load can occur when messages or inputs are sent below the
individuals ability to process them. According to the ideas of communication overload and under-load, if an individual does not receive enough input on the job or is
unsuccessful in processing these inputs, the individual is more likely to become
dissatisfied, aggravated, and unhappy with their work which leads to a low level of job
satisfaction.
Relationship between Financial Reward and Job Satisfaction

Previous researches showed that rewards are strong determinant of job satisfaction. For
instance, Gerald and Dorothee (2004) found that rewards are significantly related to
professionalism and job satisfaction. They supported the argument that job satisfaction
for professionals is derived in part from what professional perceives from job. Job
satisfaction is influenced by job rewards (Clifford, 1985). Rewards can be derived both
in intrinsic and extrinsic forms (Rehman et al., 2010). Kalleberg, (1977) argued
that rewards related to financial part are more significantly related to job satisfaction.
According to comparison processes theory an individual is said to have some reference
standard against which a job is judged (Walker, 1980). These references are determined
largely by a persons internal motivation drivers. The size and direction of the
difference between the employed standard and the actual situation determines the level
of job satisfaction experienced. An employee motivated by monetary reward may, for
example, derive considerable satisfaction from a job that pays more than a previous job,
or a similar position the person compares it to.
Financial Rewards Provided by The City Bank Limited to the Employees

All the City Bank Limited employees receive competitive salary packages. The
contractual employees also enjoy competitive base pay. On over that, if the employees
can meet more than 60% of the target given by the bank they are eligible for extra
getting fringe benefits from the bank. Full-time associates earn generous salary options.
Provident Fund benefits are given to the employees of the bank as per the rule of the
bank. The employees are also eligible for the gratuity fund.
4 Methodologies
The first step in the research I can survey on CBL and try to understand their Employee
job satisfaction effective or not. Second step I have to collect different data from primary
source and secondary source. Finally I have provided the recommendation and
conclusion.
4.1 Research Type

This is a Descriptive Research, which briefly analyze the Employee job satisfaction in
the context of The City Bank ltd.
4.2 Sources of data

To prepare this report all the necessary information collected from both primary and
secondary sources of data.
Primary Sources
Secondary Sources
4.3 Primary Sources of data

In the preparation of this report, data was collected from different primary sources and
questionnaire for the HR officer and some data were also obtained by my day-to day
activities in a bank. Employee job satisfaction related data were collected through
discussion with the employees of HR department.
4.4 Secondary Sources Of data

Secondary sources of data are two kinds:
Internal: annual reports of CBL Other published documents of the bank, The City Banks
ltd.
External: Books, articles, Journals, Newspaper, Web Browsing.
4.5 Sampling Design

Population: the target population of this study was employee in Dhaka city who are
serving as a employee of CBL corporate center.
Sample size: I have selected 30 employees as sample.
4.6 Technique Measurement

Technique of me measurement used by the researcher in the study is five point liker type
scales:
Strongly
Disagree
Weight 1
Disagree
Weight 2
Neutral
Weight 3
Agree
Strongly
Weight 4
Agree
Weight 5
Generated data from the survey were processed with the help of MS-Excel. Here we have used
for presenting data and using statistical tools like mean, standard Deviation, percentage, graphics
and table.
CHAPTER 5
Analysis and Implementation of Data

1. Worker Autonomy assigns me to works according to my skills and qualification.
Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
Number of Respondent
0
10
11
4
5
30
Percentage
0
33
37
13
17
100
Worker Autonomy assigns me to works according to my skills and qualification
Strongly Disagree
17%
33%
13%
Disagree
Neutral
Agree
Strongly Agree
37%
Interpretation:
From above data 17% employee answer Strongly Agree, 13% Employee answer Agree, 37%
Employee Answers Neutral, 33% employee answer Disagree and 0% answers Strongly Disagree.
2. My position allows me to make independent decisions.

Remarks
Strongly Disagree
0
Percentage
0
Disagree
Neutral
Agree
Strongly Agree
Total
0
11
9
10
30
0
37
30
33
100
My position allows me to make independent decisions
Strongly Disagree
33%
37%
Disagree
Neutral
Agree
Strongly Agree
30%
Interpretation:
3. Job promotions within the company are fair and reasonable.

Remarks
Strongly Disagree
Disagree
Neutral
0
0
12
Percentage
0
0
40
Agree
Strongly Agree
Total
10
8
30
33
27
100
Job promotions within the company are fair and reasonable.
Strongly Disagree
Disagree
27%
40%
Neutral
Agree
Strongly Agree
33%
Interpretation:
4. Training programs are necessary for me for developing my skills

Remarks
Strongly Disagree
Disagree
0
0
Percentage
0
0
Neutral
Agree
Strongly Agree
Total
6
9
15
30
20
30
50
100
Training programs are necessary for me for developing my skills
20%
Strongly Disagree
Disagree
Neutral
50%
Agree
30%
Strongly Agree
Interpretation:
5. Career development opportunities help me to apply my talents.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
0
3
5
13
9
30
Percentage
0
10
17
43
30
100
Career development opportunities help me to apply my talents.
Strongly Disagree
10%
Disagree
30%
17%
Neutral
Agree
Strongly Agree
43%
Interpretation:
6. Feedback from supervisor helps me to improve my performance.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
3
13
5
9
0
30
Percentage
10
43
17
30
0
100
Feedback from supervisor helps me to improve my performance.

Strongly Disagree (SA
10%
Disagree (D)
30%
Neutral (N)
Agree (A)
43%
Strongly Agree (SA)
17%
Interpretation:
7. My seniors value my tasks.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
8
7
9
4
2
30
Percentage
27
23
30
13
7
100
My seniors value my tasks

7%
13%
27%
Disagree (D)
Neutral (N)
Agree (A)
Strongly Agree (SA)
30%
23%
Interpretation:
8. Practical suggestions help me to develop my skills.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
4
7
2
8
9
30
Percentage
13
23
7
27
30
100
Practical suggestions help me to develop my skills.
13%
Disagree (D)
30%
Neutral (N)
23%
Agree (A)
Strongly Agree (SA)
27%
7%
Interpretation:
9. It is very important for the organization that managers show fairness and respect in their
interactions with employees.
Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
0
7
13
8
2
30
Percentage
0
23
43
27
7
100
It is very important for the organization that managers show fairness and respect in their interactions with employees.
7%

23%
Disagree (D)
Neutral (N)
27%
Agree (A)
Strongly Agree (SA)
43%
Interpretation:
10. Communication between senior managers and employees is good in my organization.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
0
1
7
9
13
30
Percentage
0
3
23
30
44
100
Communication between senior managers and employees is good in my organization.
3%
23%
43%
Disagree (D)
Neutral (N)
Agree (A)
Strongly Agree (SA)
30%
Interpretation:
11. Employees get rewards for their best performance in my organization.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
0
0
4
6
20
30
Percentage
0
0
13
20
67
100
Employees get rewards for their best performance in my organization.
Strongly Disagree
13%
Disagree
20%
67%
Neutral
Agree
Strongly Agree
Interpretation:
12. My overall experiences regarding my institution are very delighted.

Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
0
0
2
8
20
30
Percentage
0
0
6
27
67
100
My overall experiences regarding my institution are very delighted.
Strongly Disagree
7%
Disagree
27%
Neutral
Agree
67%
Strongly Agree
Interpretation:
13. I am pleased that I have the opportunities to apply my talents and expertise.
Remarks
Strongly Disagree
Disagree
Neutral
Agree
Strongly Agree
Total
0
0
2
10
18
30
Percentage
0
0
6
34
60
100
I am pleased that I have the opportunities to apply my talents and expertise.
Strongly Disagree
7%
Disagree
Neutral
33%
Agree
60%
Strongly Agree
Interpretation:
CHAPTER 5
MAJOR FINDINGS
Most of the employee stays at Neutral position against Worker Autonomy assigns me to
works according to my skills and qualification.
Most of the employee stays at Neutral position against their position allows them to
make independent decisions.
Most of the employee stays at Neutral position against Job promotions within the
company are fair and reasonable.
Most of the employee stays at Strongly Agree position against Training programs are
necessary for me for developing my skills.
Most of the employee stays at Agree position against Career development opportunities
help me to apply my talents.
Most of the employee stays at Disagree position against Feedback from supervisor helps
me to improve my performance.
Most of the employee stays at Neutral position against their seniors value their tasks.
Most of the employee stays at Neutral position against It is very important for the
organization that managers show fairness and respect in their interactions with
employees.
Most of the employee stays at Strongly Agree position against Communication between
senior managers and employees is good in my organization.
Most of the employee stays at Strongly Agree position against Employees get rewards
for their best performance in my organization.
Most of the employee stays at Strongly Agree position against My overall experiences
regarding my institution are very delighted.
Most of the employee stays at Strongly Agree position against I am pleased that I have
the opportunities to apply my talents and expertise.
Chapter 6
Recommendation
Employee Orientation One of the best ways to have satisfied employees is to make sure
theyre pleased from the get-go. Offering a thorough orientation will ensure expectations are
realistic and that new staffers dont come in with rose-colored glasses that will quickly fade.
Proper onboarding encourages positive attitudes and can reduce turnover.
Positive Work Environment An upbeat workplace is a necessity. If the workspace isnt

positive, you cant expect the workers to be. Encouraging one another, avoiding
micromanagement, giving positive feedback and ensuring criticism is constructive are all ways to
keep the environment a place where employees can do more than survive they can thrive!
Provide Competitive Benefits Fair wages are important, but competitive benefits are also
critical to keeping your workforce satisfied. If your benefits package is thin, employees may look
for other opportunities with firms that are more generous. Beyond insurance, benefits such as flex
time, paid holidays and personal days are important factors to employee satisfaction.
Workforce Engagement Employees that dont find their work interesting or dont feel they are
contributing to the mission of the firm will not be engaged. For employees to be satisfied, they
must feel like they are part of something bigger than just what their individual work tasks are.
Include staffers in goal setting and how they fit in the corporation fabric to increase
engagement and satisfaction.
Develop Skills Everyone needs something to working toward. Stagnation is unfulfilling.
Employees have more potential than their current level of functionality. Encouraging employees
to fulfill that potential will increase engagement and satisfaction. Whether its training
opportunities, mentoring, online courses or external training, encourage staff to always be
improving their skills!
Recognition & Rewards Employees enjoy an atta-boy and it need not be a public show to
mean something to employees. Encourage supervisors and managers to acknowledge employees
deeds on a daily basis. Also implement a formal program company-wide to recognize top
achievers in every job category. Healthy competition can boost morale, encourage hard work
and increase satisfaction and retention.
Track Job Satisfaction Dont sit back and just hope that employees are satisfied put some
data behind it. Offer anonymous online surveys or mobile surveys to effectively track how
employees feel about benefits, recognition, supervisor feedback and other aspects that contribute
to employee satisfaction. This allows you to improve, tweak and monitor satisfaction levels to
reduce turnover and save the company money.
Chapter 7
Conclusion
After analyzing the results of this study is found to be sustained as significant relationship
is found between financial reward and job satisfaction. It means that the C i t y Bank Limited
employees are more concerned with what the job is actually paying to them. Some previous
study (Kalleberg, 1977; Rehman et al., 2010) also came up with same findings which
support the results too. The City Bank Limited has very attractive salary package, fringe
benefits, provisional fund and others for retired workers. So, these factors result the high
relationship between financial reward and job satisfaction. Although all the variables have
impact on job satisfaction, financial reward has more importance to the employees. Since, the
employees of this bank are more concerned about the financial reward; the issues should be
taken more care of by the top management.
References
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United Kingdom: Kogan Page Limited.
Armstrong, M. (2000). Strategic human resource management: a guide to action. United

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Barling, J., & MacEwen, K. E. (1988). A multitrait-multimethod analysis of four maternal
employment role experiences. Journal of Organizational Behavior, 9, 335-344.
Boothby, J. L., & Clements, C. B. (2002). Job satisfaction of correctional psychologists:
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and Practice, 33(3), 310-315.
Christina, G.C., Gursoy, D. (2009). Employee satisfaction, customer satisfaction, and financial
performance: An empirical examination. International Journal of Hospitality
Management, 28, 245253.
Dockel A (2003). The effect of Retention Factors on Organizational Commitment: An investigation

of High Technology Employees. Faculty of Economics and Management Sciences,
University of Pretoria, 176 pp.
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Employee Job Satisfaction OF THE City Bank Limited

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Employee Job Satisfaction OF THE City Bank Limited

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1.

1 Overview of the Company

Corporate & Investment Banking

1.2 City Bank at a Glance:

The City Bank Limited

March 14, 1983

March 27, 1983

Number of ATM Booth

Number of SME Center

Authorized Capital (2010)

Paid-up capital (2010)

Net Profit (2010)

Total Number of Share Outstanding

Market Value of Per Share (2010)

Earnings Per Share (2010)

Public Limited Company

1.5 Objectives of CBL

1.6 Strategies of the City Bank

Location Based Strategy:

1.7 Managerial Hierarchy

Deputy Managing Directors

First Assistant Vice

1.8 Functional Division of CBL

Financial planning, budget preparation and monitoring

Credit and Risk Management

Human Resource Division

Information Technology (IT) Department:

Branches control & Inspection Division:

ATM card, credit & system operation & maintenance

1.9 Branches of CBL

47 Branches in Dhaka Division

Loans and advances

Safe custody (locker)

Working capital loan

Short term deposits

Demand draft Pay

transfer Selling and

Packing credit & trust

2.2 Origin of the report

2.3 Objective of the Study

2.4 Scope of the Report

more detailed or analytical.

A rising literature on developing countries addresses some of these issues by analyzing

Relationship between Relationship with Supervisor and Job Satisfaction

Superior-subordinate communication is an important influence on job satisfaction in the

Relationship between Working Environment and Job Satisfaction

One of the most important aspects of an individuals work in a modern organization

Relationship between Financial Reward and Job Satisfaction

Financial Rewards Provided by The City Bank Limited to the Employees

4.1 Research Type

4.2 Sources of data

4.3 Primary Sources of data

4.4 Secondary Sources Of data

4.5 Sampling Design

4.6 Technique Measurement

Analysis and Implementation of Data

Worker Autonomy assigns me to works according to my skills and qualification

2. My position allows me to make independent decisions.

My position allows me to make independent decisions

3. Job promotions within the company are fair and reasonable.

Job promotions within the company are fair and reasonable.

4. Training programs are necessary for me for developing my skills

Training programs are necessary for me for developing my skills