A STUDY ON EMPLOYEES MOTIVATION ON CITIZENS

BANKS INTERNATIONAL NEPAL LTD.

By

BIGYAN KARKI
Roll No: 1411000803

A project report submitted in partial fulfillment of the requirements for

BBA
Of
Sikkim Manipal University, DDE INDIA

Authorized Learning Center (Code: - 01537)

COLLEGE FOR PROFESSIONAL STUDIES
Opp. Maitidevi Temple, Kathmandu, Nepal

OCT, 2017
A STUDY ON EMPLOYEE MOTIVATION ON CITIZENS
BANKS INTERNATIONAL NEPAL LTD.

A PROJECT REPORT

Under the guidance of

Mrs. Sunity Shrestha

Submitted by

BIGYAN KARKI

in partial fulfillment of the requirement for the award of the degree

Of

BBA

OCT, 2017
 COLLEGE FOR PROFESSIONAL STUDIES
LC of Sikkim Manipal University (01537)

VIVA-VOCE SHEET

We have examined the viva-voce examination of the graduate research report presented by
BIGYAN KARKI

Entitled:
A STUDY ON EMPLOYEE MOTIVATION ON CITIZENS BANKS INTERNATIONAL
NEPAL LTD.

And found the thesis to be the original work of the student and written according to the
prescribed format. We recommend this thesis to be accepted as partial fulfillment of the
requirement for
BACHLOR DEGREE OF BUSINESS ADMINISTRATION (BBA)

Viva-Voce Committee

1. Supervisor: Mrs. Sunity Shrestha

2. Program Coordinator: Uday Kant Jha
3. Chief, Research Division: Prof. Dr. Sunity Shrestha (Hada)
4. External Examiner:

Date: Oct 18st, 2017

 Student Declaration

I here by declare that the project report entitled

A STUDY ON EMPLOYEE MOTIVATION ON CITIZENS BANKS
INTERNATIONAL NEPAL LTD.

Submitted in partial fulfillment of the requirements for the degree of

Bachelors degree of Business Administration (BBA)

To Sikkim-Manipal University, India, is my original work and not submitted

for the award of any other degree, diploma, fellowship, or any other similar
title or prizes

Place: Kathmandu, Nepal BIGYAN KARKI

Date: Jan, 2017 Reg. No: 1411000803
 ACKNOWLEDGEMENT

This thesis arose in part out of months of research that has been done since I came to complete
my masters degree. I have worked with a great number of people whose contribution is assorted
ways to the research and the making of the thesis deserved special mention. It is a pleasure to
convey my gratitude to them all in my humble acknowledgments.

In the first place, I would like to record my gratitude to my respected teacher Mrs. Sunity
Shrestha for his supervision, advice and guidance from the very early stage of this research.

I gratefully acknowledge the cooperation received in collecting necessary data, information, and
their research materials from Citizens bank. I would express my sincere thanks to them.

I would like to express my sincere gratitude to my colleague members for providing me their
valuable suggestions, Co-operations and regular assist to complete this study.

Finally, I would like to Thanks everybody who was important to the successful realization of
thesis, as well as expressing my apology that I could not mention personally one by one.

Thanking You.

Bigyan Karki
BBA-6th Semester
L.B.E.F
Kathmandu, Nepal
 BONAFIDE CERTIFICATE

Certified that this project report titled A STUDY ON EMPLOYEE

MOTIVATION ON CITIZENS BANKS INTERNATIONAL NEPAL LTD.
is the bonafide work of BIGYAN KARKI who carried out the project work
under my supervision.

CERTIFIED

..
Mrs. Sunity Shrestha
SUPERVISOR
Department of Management
College For Professional Studies
Opp. Maitidevi Temple, Kathmandu
 Certificate from University Learning Centre

This is to certify that Mrs. Bigyan Karki of BBA has worked on the project as
per the course curriculum of BBA-VI. This project entitled A STUDY ON
EMPLOYEE MOTIVATION ON CITIZENS BANKS INTERNATIONAL
NEPAL LTD. is the original work of Ms. Vandana sharma and was carried out
under the supervision of Mrs. Sunity Shrestha as per the guidelines provided by
the university. As per the students declaration this is certified that his project has
not been presented anywhere as a part of any other academic work.

P. Kejriwal Er. Pankaj Jalan Er. Prakash Kumar

Founder Executive (Director) Director (Academics)

 Certificate from University Learning Centre

This is to certify that Mrs. Bigyan Karki of BBA has worked on the project as per
the course curriculum of MBA- IV. This project entitled A STUDY ON
EMPLOYEE MOTIVATION ON CITIZENS BANKS INTERNATIONAL
NEPAL LTD. is the original work of Ms. Vandana sharma and was carried out
under the supervision of Mrs. Sunity Shrestha as per the guidelines provided by
the university. As per the students declaration this is certified that his project has
not been presented anywhere as a part of any other academic work.

Prof. Dr. Mahendra Singh Prof. Dr. Sunity Shrestha Uday Kant Jha

Chief Academic Advisor Head, Research Division Chief Co-ordinaator

 EXECUTIVE SUMMARY

In the partial fulfillment of the requirement for the degree of BBA Final Project titled A
STUDY ON EMPLOYEE MOTIVATION ON CITIZENS BANKS
INTERNATIONAL NEPAL LTD. has been conducted to analyze the employee
motivation and satisfaction of NBL.

In this research project, researcher had sought to examine the effective utilization of human
resources for achievements of organizational objectives .Motivation implies that one person, in
organization context a manager, includes another, say an employee, to engage in action by
ensuring that a channel to satisfy those needs and aspirations becomes available to the person. In
addition to this, the strong needs in a direction that is satisfying to the latent needs in employees
and harness them in a manner that would be functional for the organization.

To examine the need for the improvement in the process of conducting the employee motivation
and satisfaction; to identify the existing problems in employee motivation and their way outs for
betterment; and to suggest and recommend the organization for further steps to be paced through
while conducting employee performance in the days to come. In order to accomplish those
objectives, the research has used primary and secondary sources of data for the analysis. The
research is mainly based on primary sources of data and descriptive method of data analysis. The
analysis is followed by graphs, charts and tables for the presentation/analysis of data.

From the analysis, the researcher has pointed out some of finding base on the collected data such
as: the employee motivation and satisfaction analysis of Citizens bank is with some major
weaknesses, it needs the improvement, with the existing system of employee satisfaction analysis
in the organization.

TABLE OF CONTENT
Content Page No.
1. Cover page
2. Title page
3. Viva Voice Sheet
4. Student Declaration
5. Acknowledgement
6. Recommendation Letter
7. Bonafide Letter
8. Executive summery
9. Table of Content
10. List of table
11. List of figure
12. Abbreviation
CHAPTER I - INTRODUCTION
1.1. Background of the Study ...................................................................................1-5
1.2. Introduction of Nepal Bank Limited ..................................................................6-9
1.3. Statement of Problem .........................................................................................9-11
1.4. Objective of Study ..............................................................................................11
1.5. Significance of Study ..........................................................................................11
1.6. Limitations of Study ............................................................................................12
1.7. Organization of Study ..........................................................................................12-13

CHAPTER II CONCEPTUAL FRAMEWORK & REVIEW OF

LITERATURE
2.1. Conceptual Framework ..................................................................................................14
2.1.1. Human resource management ....................................................................................14
2.1.2. Some definitions of Human resource management ...................................................15
2.1.3. Functions of Human resource management ...............................................................16
2.1.4. Motivation ...................................................................................................................16
2.1.5. Motivational Factors ....................................................................................................16-18
2.1.6. Importance of motivation............................................................................................18
2.2. Review of Journals and Articles ....................................................................................18-20
2.3. Review of Thesis ............................................................................................................20-21
CHAPTER III RESEARCH METHODOLOGY
3.1. Research Design ........................................................................................................23
3.2. Sources of Data ........................................................................................................24-25
3.3. Sample Design .........................................................................................................25-26
3.4. Questionnaire Design ..............................................................................................26
3.5. Data Processing procedure .......................................................................................26
3.6. Tools for Data Analysis ............................................................................................26
3.6.1. Data Analysis ......................................................................................................26

CHAPTER IV DATA PRESENTATION & ANALYSIS

4.1. Data Analysis .............................................................................................................27-29
4.1.1. Respondent by Gender .........................................................................................30
4.1.2. Satisfy with the behavior of management & other employees .............................31
4.1.3. Career and growth opportunities ..........................................................................32
4.1.4. Participating in decision making...........................................................................32-33
4.1.5. Satisfaction level of employees with salary .........................................................33-34
4.1.6. Is any change require to improve the working condition .....................................34-35
4.1.7. Evaluation of the employee recruitment and selection ........................................35-36
4.1.8. Salary & allowance ..............................................................................................36-37
4.1.9. Training system ....................................................................................................37-38
4.1.10. Performance appraisal ..................................................................................38-39
4.1.11. Promotion .....................................................................................................39-40
 4.1.12. Health Benefits .............................................................................................40-41
4.1.13. Leaves system ...............................................................................................41-42

CHAPTER V SUMMARY, CONCLUSION & RECOMMENDATIONS

5.1. Summary ...............................................................................................................43
5.2. Conclusion ............................................................................................................44
5.3. Recommendations .................................................................................................44

Bibliography .......................................................................................................................44
Appendix ............................................................................................................................45-46

LIST OF TABLES
Table No. Title .
1.2.3 SWOT analysis
4.1.1. Respondent by Gender
4.1.2. Satisfy with the behavior of management & other employees
4.1.3. Career and growth opportunities
4.1.4. Participating in decision making
4.1.5. Satisfaction level of employees with salary
4.1.6. Is any change require to improve the working condition
4.1.7. Evaluation of the employee recruitment and selection
4.1.8. Salary & allowances
4.1.9. Training system
4.1.10. Performance appraisal
4.1.11. Promotion
4.1.12. Health Benefits
4.1.13. Leaves system

LIST OF FIGURES
Figure No. Title
1.4. Theoretical framework
4.1.1. Respondent by Gender
4.1.2. Satisfy with the behavior of management & other employees
4.1.3. Career and growth opportunities
4.1.4. Participating in decision making
4.1.5. Satisfaction level of employees with salary
4.1.6. Is any change require to improve the working condition
4.1.7. Evaluation of the employee recruitment and selection
4.1.8. Salary & allowances
4.1.9. Training system
4.1.10. Performance appraisal
4.1.11. Promotion
4.1.12. Health Benefits
4.1.13. Leaves system

ABBREVIATIONS
&: And
A/C: Account
i.e.: That Is
NO: Numbers
NRS: Nepali Rupees
SWOT: Strengths, Weakness, Opportunities and Threats

CHAPTER I

INTRODUCTION
1.1. Background of the study
The term Human resource management (HRM) have replaced the term Personnel
management as it is about fulfilling management objectives of providing and deploying people
in the organization.
Human resource management can be defined as- the skilled workforce in the organization to
maximize or proper utilization and make best use of limited and a scarce resource.
Every organization has its own goals and objectives. In order to achieve that goals and objectives
organization uses different kinds of resources. For that human resource is the most essential and
vital means and in its absence all other resources are left passive. Human resource management
is concerned with the people dimension in management under which the consideration is
given towards recruitment and selection, development, motivation and maintenance of human
resources in an organization. It is one of the main functions of management, which is related
with the management of human energies and competencies.
Origin of banking
It is believed that the English word Bank derived from the Italian word Banco (long
bench), because Jewish bankers sat them while providing currency exchange and loan services,
normally in populous areas like markets or preaching halls. Bank may also trace its origins to
the German word Banchmeaning a pile, the word Germans used to represent a kind of
public debt. Regardless of how the word originated, banks have been important financial
institutions linking the economies of the world. Historically, banks functioned to provide deposit,
loan, and currency exchange services. With time, these banking services became increasingly
important to a nations economic advancement.

There is firm evidence that around 3,900 B.C., Egypt adopted a banking service utilizing cows as
units of exchange. Deposited cows were assigned a value and exchanged for goods of equal
value. Near Babylon, in modern-day Iraq, services to secure valuables and extend business loans
were also emerging. At the Semitic red monastery of Uruk (thought to be the derivation of
Iraq), one of the worlds oldest cities, the priests leased land to farmers. The monastery also

held a vast quantity of valuables donated by the faithful. The monastery earned extra income by
lending these items to borrowers and charging rental fees.
Later, they offered pawning services, paying farmers cash for their grain and cattle. As Uruk
prospered, traders began depositing their valuables with the monasteries. They were issued clay
tablets colored with sienna as proof of deposit; with them, they could withdraw items at
monastery branches. In addition to the monasteries, wealthy people offered banking services.
Babylons banking sector was ultimately impacted by its many wars and the empires subsequent
decline, but around 400 B.C., the increasingly-prosperous cities of Athens and Rome established
their own banks. Once more, monasteries were the key players with priests, both male and
female, acting as bankers. They accepted deposits of cash and valuables against loans which
were extended to people affected by disorders or wars.

The bankers also provided currency exchange, loans, and bills of exchange equivalent to the
amounts deposited. These bills were debts payable and were accepted for use in other cities.
Under strict government supervision, banking grew, attracting investors from the private and
public sectors throughout the realm. As the Roman Empire began to disintegrate, trade and
banking declined.

In the Middle Ages (4th 14th centuries), the void created by the collapse of the Roman Empire
led to war and chaos in Europe. Powerful groups with wealth and vast land holdings built castles
and defended them with private armies.

Ironically, these conditions were conducive to the development of trade and banking. The
Crusades required heavy expenditures by regional rulers, who sent knights and soldiers to do
battle in the Holy Land, and spent vast sums to arm and supply them.

This precipitated the initiation of lending services, since cash was needed to ransom captured
soldiers, and to pay delivery costs for seized valuables.

With a growing demand for its services, banking experienced a revival. Parishioners increased
their donations of money and valuables to the Church of Rome, enhancing the wealth of Italys
private banks. Renowned institutions like the Bank of Venice, established in 1157, offered to pay
government debts incurred when they borrowed money from citizens. Eschewing cheques and
promissory notes, the Bank employed a system of recorded transfer lists in the accounts.
In 1857, it began to take in deposits. Other famed banks of this erathe Bank of Barcelona
(founded in 1400), the Bank of Genoa (founded in 1407) and the Bank of Amsterdam (founded
in 1609)expanded rapidly, offering such services as deposits, transfer of the banks inter-
accounts, and payment upon the account holders request. The extensive services they offered to
traders turned these cities into commercial centers.

History of Nepalese banking system

The initiation of formal banking system in Nepal commenced with the establishment in 1937 of
Nepal Bank Limited (NBL), the first Nepalese commercial bank.9 the country's central bank,
Nepal Rastra Bank (NRB) was established in 1956 by Act of 1955, after nearly two decades of
NBL having been in existence. A decade after the establishment of NRB, Rastriya Banijya Bank
(RBB), a commercial bank under the ownership of His Majestys Government of Nepal
(HMG/N) was established. Thereafter, HMG/N adopted open and liberalized policies in the mid
1980s reflected by the structural adjustment process, which included privatization, tariff
adjustments, liberalization of industrial licensing, easing of terms of foreign investment and more
liberal trade and foreign exchange regime was initiated.
With the adoption of liberalization policy, there has been Rapid development of the domestic
financial system both in terms of number of financial institutions and as ratio of financial assets
to the GDP. As of July 2005, the number of commercial banks has reached 17 and their branches
numbered 375. A total of 60 finance companies and other Development Banks and numerous
credit cooperatives have also been established. Total financial assets in 2004/2005 reached
around 54.09 percent of GDP and the M2/GDP ratio, which shows the financial sector
development or financial deepening increased from in 12.4 percent in 1975 to 50.9 percent in
2000.
In the context of banking development, the 1980s saw a major structural change in financial
sector policies, regulations and institutional developments. HMG/N emphasized the role of the
private sector for the investment in the financial sector. The financial sector liberalization, started
already in the early eighties with the liberalization of the interest rates, encompassed further
deregulation of interest rates, relaxation of entry barriers for domestic and foreign banks,
restructuring of public sector commercial banks and withdrawal of central bank control over
their portfolio management (Acharya et al, 2003). These policies opened the doors for foreigners
to enter into banking sector under joint venture. Consequently, the third commercial bank in
Nepal, or the first foreign joint venture bank, was set up as Nepal Arab Bank Ltd (now called as
NABIL Bank Ltd) in 1984.
Thereafter, two foreign joint venture banks, Nepal Indosuez Bank Ltd. (now called as Nepal
Investment Bank) and Nepal Grind lays Bank Ltd (now called as Standard Chartered Bank Nepal
Ltd.) was established in 1986 and 1987 respectively. Thereafter, another 12 commercial banks
have been established within the period of 12 years. Nepalese banking system has now a wide
geographic reach and institutional diversification. Although, Nepalese financial sector is
dynamic, a lot of scope for development of this sector exists. This is because the banking and
non-banking sectors have not been able to capture all the potentialities of business till this time.

It is evident from the Rural Credit Survey Report that the majority of rural credit is supplied by
the unorganized sector at a very high cost perhaps being at two or three time of the formal
sector - suggesting that the financial sector is still in the path of gradual development.
\Overdue loans and inefficiency of the older and the larger of commercial banks have aggravated
and have been made to compete with the new trim banks with no rural operations. Also, the
commercial banks, domestic or joint venture have shown little innovation and positive attitude in
identifying new areas of saving and investment opportunities. Following table reflects the
present development of commercial banking institutions in Nepal.

Paid Up
OPERATIONNO. OF Capital Rs.in Pattern of Participating
SN. NAME DATE BRANCHmillion ownership foreign Bank
Government-
49%
1 Nepal Bank Ltd 1937 106 380.4 Nepalese-51%
Rastriya Banijya Government
2 Bank 1996 114 1172.3 100%
Nepalese-50% NB
Foreign Joint International,
3 Nabil Bank Ltd. 1984 17 491.7 venture-50% Ireland
Nepal Investment
4 Bank Ltd. 1986 12 587.7 Nepalese-100%
Standard Chartered Nepalese-25% Standard
5 Bank Nepal 1987 8 374.6 Foreign Joint chartered
 venture-75% Group
Nepalese-80% Habib Bank
Himalayan Bank Foreign Joint Ltd,
6 Ltd 1991 15 643.5 venture-20% Pakistan
Nepalese-50% State Bank
Foreign Joint of India,
7 Nepal SBI Bank Ltd 1993 13 431.9 venture 50% India
Nepalese- 75%
Nepal Bangladesh Foreign Joint IFIC,
8 Bank 1994 17 719.9 venture-25% Bangladesh
Punjab
Nepalese-80% National
Foreign Joint Bank,
9 Everest Bank Ltd 1994 16 455 venture-20% India
10 Bank of Kathmandu 1995 9 463.6 Nepalese-100%
Nepal Credit &
11 Commerce Bank 1996 17 693.6 Nepalese-100%
Nepal Industrial &
12 Commercial Bank 1998 8 500 Nepalese-100%
13 Lumbini Bank Ltd. 1998 4 500 Nepalese-100%
Machhapuchere
14 Bank 2000 9 550 Nepalese-100%
15 Kumari Bank Ltd 2001 4 500 Nepalese-100%
`16 Laxmi Bank Ltd. 2002 3 610 Nepalese-100%
17 Siddhartha Bank 2002 3 350 Nepalese-100%
18 Global Bank Ltd. 2006 1

1.2. Introduction to company

His Majesty King Tribhuvan inaugurated Nepal Bank Limited on Kartik 30, 1994 Bikram
Sambat. This marked the beginning of an era of formal banking in Nepal. Until then all monetary
traction was carried out by private dealers and trading center.

Then Prime Minister Maharaja Juddha Shumsher J.B.R. speaking on the occasion with the kind
permission of His Majesty the King stated this work which is being done in the larger interest of
the nation is a great moment for me. Until today a bank could not be opened in Nepal. Therefore
this bank, which is being established under the name of Nepal Bank Limited to fill that, need and
to be inaugurated by His Majesty the King, is a moment of great joy and happiness.

The Bank's objectives to render service to the people whether rich or poor and to contribute to
the nation's development will also need the support and best wishes of all, which I am confident,
will be forthcoming. In that era, very few understood or had confidence in this new concept of
formal banking. Rising equity shares were not easy and mobilization of deposits even more
difficult. This was evident when the bank floated equity shares worth NRs. 2,500,000, but was
successful only in raising NRs. 842,000.

"In the absence of any bank in Nepal the economic progress of the country was being hampered
and causing inconvenience to the people and therefore with the objective of fulfilling that need
by providing service to the people and for the betterment of the country, this law in hereby
promulgated for the establishment of the Bank and its operation" . The total deposits for the first
year was NRs. 17,02,025 where current deposits was about NRs. 12,98,898 fixed was about
NRs. 3,88,964 and saving was NRs. 14,163. Loan disbursed and outstanding at the end of the
first year was NRs. 1,985,000.

From the very conception and its creation, Nepal Bank Ltd, was as joint venture between the
government and the private sector. Out of 2500 equity shares of NRs. 100 face value, 40% was
subscribed by the government and the balanced i.e. 60% was offered for the sale to private
sector. There were only 10 shareholders when the bank first started.
Nepal Bank Limited, The first bank of Nepal was established in November 15, 1937 A.D
(Kartik, 30, 1994). It was formed under the principle of Joint venture (Joint venture between
govt. & general public). NBL's authorized capital was Rs. 10 million & issued capital Rs. 2.5
million of which paid-up capital was Rs. 842 thousand with 10 shareholders. The bank has been
providing banking through its branch offices in the different geographical locations of the
country.

1.2.1. Vision, Mission& Goals

Vision:
To pioneer Bank with complete banking solution.
To cater the need of all sections of society.
To uphold trustworthiness and business ethics in the business process.

Mission:
Enhancing the value: To employees, shareholders, government and customers.
 World class banking services: Provide world class banking services by achieving
excellence in customer service and adopting high level technology standards.
To help in improving the lifestyle of rural population and in turn becomes the bank of
choice of corporate, medium businesses and rural market.

Goals:
Focus on building the positive net worth and meeting minimum capital requirement over
the coming five years.

Focus on increasing the customer base and market share.

Maximize the potential/efficiency of bank's staff.

Focus on minimizing the risk associated with the business.

1.2.2. Product and services

Nepal bank limited (NBL) offers a range of banking services in terms of both deposits and loans.
This bank has a wide network of branches throughout the nation, including E-channels of
banking as internet banking, SMS banking. Some of the deposit schemes at NBL are: fixed
deposit account, saving account, current account, premium saving account, and Mahila bisesh
account. Some of the loan products offered by NBL are: corporate loan, retail/consumer loans,
and small and medium enterprise loan.
Other than this, bank also facilitates international trade financing through L.C. fee and charge
structure for such services are one of the lowest among commercial banks in Nepal, with wide
range of branch network.

1.2.3. SWOT analysis

 Strengths Weaknesses
Strong public trust Overstaffing
Largest branch networks Slow in technology adaption
Good place to work Less marketing efforts

Opportunities Threats

Improve technology Unstable political situation

Exploit the large networks Cut-throat competitions with private
through marketing banks and financial institutions
Mobilize huge deposits into Strong bargaining power of labor
productive sectors. unions.

Fig1.2.3. SWOT analysis

1.2.4. Budget
Deposit is the main function of collecting money from savers. Bank deposits from those that can
save but cant utilize profitability. People know that by depositing in the bank they could avail
with many more facilities. By saving in the bank, people have the opportunity of earning interest,
useful in future contingencies; avoid risk such as theft lost accident. To attract the people toward
the deposit bank maintains different types of deposit account. These are:
1. Fixed deposit account
In this account money is defined for fixed period of time, which cannot be withdrawn
before the maturity of time. The rate of interest on this account is higher than other
accounts. It also knows as time liabilities. Generally this is for 3month, 6month, and
1year, 2years, 3years, 4year, and 5years.

2. Saving deposit account

The main aim of this account to encourage and mobilize small saving of middle class and
 general public .In this account only the limited account can be withdrawn and the bank
deposit provide lower rate of interest in comparison to fixed deposit account.

3. Current deposit account

This is the most important types of deposit maintain by the businessman and institutions
money from this account can be withdrawn at any amount at any time during the office
hour up to balance of his account .Bank paid no interest in such account but depositors
may have to pay incidental (handling) charges to the bank for the service rendered by the
bank .It is also called demand deposit.

1.3. Statement of problem

In any organization the implementation of employee motivation and satisfaction highly depends
upon the employee with the effective utilization of resources. So, the statement of problem is:
What is the rank of the performance performed by the employees in the bank?
What is the present condition of the bank?
What are the plus points/the benefits to be gained by the employees in the bank?

1.4. Theoretical Framework

 Forms of
strategy

Employee
history
EMPLOYEE
MOTIVATION & Level of
SATISFACTION performance

Promotion
accordings

Increment

Dependent Variable Independent Variable

Figure: 1.4.
`Dependent Variables: Employee motivation & satisfaction is taken as the dependent variable
for this study. It depends upon the Satisfaction of employee performance in the bank. It consists
of following components:

Productivity: It is the measurement of the efficiency of the production of organization. It

contributes to the work performance of an organization. It is also defined as the ratio of
the output to input. It is the main component of the employee motivation & satisfaction.

Behavior: It is the range of activities and actions performed by the employees on the job.

It can be mannerisms defined by the organization in accordance with their environment.

Attendance: It is act of attending. It is the frequency with which an employee is present in

the work. It affects the work performance positively or negatively. If absenteeism is high,
there will be less work performance.
Independent Variables:
Levels of performance, employee history, promotion according, forms of strategy and increments
are the independent variables taken in this study. It consists of following components:
Test: It involves the testing of employees performance at the job. It involves the
checking of the quality of the work, performance and reliability.
Measure: It involves the measurement of the results produced by the employees.

Valuate: Valuation is simply an evaluation or estimation of the quality and ability of the
employees performance at the job.

Competition: Person feels satisfy by comparing his/her works performance with others.

1.5. Objective of the study

The main aim of the study is to observe the theoretical as well as practical perspective of human
resource management in Nepal Bank. The objectives are as follows:
To understand/ study the feeling & proper convenience of the staff/employees in the
bank.
To analyze the level of motivation of employees in the bank.
To examine the current scenario of HRM in bank.

1.6. Significance of the study

In this topic we come to know about the current situation, problem& solution of HRM in bank:
The study shows the current issues of HR in the bank
It shows the value & trends of HR
It shows the level of motivation as well as satisfaction of employees in bank
It shows the existing problem in the bank

1.7. Limitation of the study

The limitation of something is the act or process of controlling or reducing it. A limitation on
something is a rule or decision which a bank takes to prevent that thing from growing or
extending beyond certain limits. The study is conducted simply to fulfill the partial requirement
of MBA. The study will consider on the basis of following limitations:
The study has been limited because of availability of data.
The accuracy of the research work is dependent on resources provided by the bank
Study report is completely depending upon collected and provided data
The limited availability of time has limited the scope of study that has restricted me from
further detailing of project.

1.8. Organization of the study

The study has been organized into five chapters, each devoted to specific aspects of the study of
employee motivation and satisfaction of Nepal bank limited. Each of these chapters is as follows:
Chapter I Introduction
Chapter one deals with the subject matters of the study. It consists of background of the study,
statement of the problem, objectives of the study, significance of the study and limitation of the
study.
Chapter II Review of Literature
It deals with review of literature. It includes a discussion on the conceptual framework on
employee motivation and satisfaction. It also reviews the major studies relating with employee
motivation and satisfaction of several authors/researchers and from the several books and
journals.
Chapter III Research Methodology
This chapter explains the research methodology used to evaluate employee motivation and
satisfaction of Nepal bank limited. It consists of research design, population and sample, source
of data collection, method of analysis financial tools and statistical tools used in the analysis.
Chapter IV Data Presentation and Analysis
Chapter four fulfills the objective of the study by presenting data and analyzing them with the
help of various statistical tools as per methodology. It is concluded with the findings of the study.

Chapter V Summary, Conclusion and Recommendations

It states summary, conclusion and recommendation of the study based on the data presentation
and its analysis using the tools used in the analysis.
Besides these chapters, Bibliography and Appendix are also included at the end of the study.

CHAPTER- II
 CONCEPTUAL FRAMEWORK AND REVIEW OF
LITERATURE

The review of literature is a very important aspect of the research. This chapter highlights upon
the existing literature. For this, several books, dissertation, reports, handouts and articles
published in journals and newspapers are reviewed. This makes clear about the conceptual
foundation of the study. It provides the chance of examining views of different writers and
scholars so that the new idea can be generated.

2.1. Conceptual framework

2.1.1. Human Resource Management
Every organizations desire is to have skilled and competent people to make their organization
more effective than their competitors. Humans are very important assets for the organization
rather than land and buildings, without employees (humans) no activity in the organization can
be done. Machines are meant to produce more goods with good quality but they should get
operated by the human only.
Human resource is exclusively related to human beings. In reality, it is a kind of conceptual
system which can be anchored along with the shaped goals of and finally they are achieved.
Human resource management works as catalyst and facilitator between aims of the organization
and people working for it.
Altogether, human resource management is the process of proper and maximizes utilization of
available limited skilled workforce. The core purpose of the human resource management is to
make efficient use of existing human resource in the organization. The Best example
at present situation is, construction industry has been facing serious shortage of skilled
workforce. It is expected to triple in the next decade from the present 30 per cent, will negatively
impact the overall productivity of the sector, warn industry experts.
Therefore, human resource management is important for achieving the goals of the organization.

2.1.2. Some definitions of Human Resource Management

The purpose of Human resource management is to ensure that the employees of an organization
are used in such a way that the employer obtains the greatest possible benefit from their abilities
and the employees obtain both material and psychological rewards from their work (Graham,

Human resource management is a distinctive approach to employment management which

seeks to achieve competitive advantage through the strategic deployment of a highly committed
and capable workforce, using an array of cultural, structural and personnel techniques (Storey,
1995).

Human resource management is a managerial perspective which argues the need to establish an
integrated series of personnel policies to support organizational strategy Buchanan and
Huczynski, 2004).

Human resource management is a strategic approach to managing employment relations which

emphasizes that leveraging peoples capability is critical to achieving competitive advantage, this
being achieved through a distinctive set of integrated employment policies, programmes and
practices (Bratton and Gold, 2007).

Human resource management is a process of stresses mutually between employers and

employees in following ways. Mutual goals, mutual influence, mutual respect, mutual rewards,
mutual responsibility.

The theory is that policies of mutuality will elicit commitment which in turn will yield both
better economic performance and greater human developments.

2.1.3. Functions of Human Resource Management

On the basis of the various functions which the Human resource management generally
undertakes, the main functional areas of human resource management on motivation may be set
forth as below:
Organization, planning, development and task specification
Training and development
Compensation, wage and salary administration
Employee services and benefits
Employee relations
Personnel research and personnel audit

2.1.4. Motivation

Motivation is a process that starts with physiological or psychological needs that activates
behavior or a drive that is aimed at a goal. Motivation is also a combination of needs that
influence behavior and action.
The following are the features of motivation:-
a. Motivation can be positive or negative
b. Motivation is goal oriented
c. Motivation is complex in nature
d. Motivation is system oriented
e. Motivation is different from job satisfaction
f. Motivation is a continuous process

2.1.5. Motivational factors

There are several factors that motivate a person to work. The motivational factors can be broadly
divided into two groups:

1. Monetary factors

a. Salary or wages:
This is one of the most important motivational factors in an organization. Salaries and wages
should be fixed reasonably and paid on time.

b. Bonus:
Bonus is an extra payment over and above salary, and it acts as an incentive to perform better. It
is linked to the profitability and productivity of the organization.

c. Financial incentives:
The organization provides additional incentives to their employees such as medical allowance,
travelling allowance, house rent allowance, hard duty allowance and children educational
allowance.

2. Non- monetary factors

a. Status:
An employee is motivated by better status and designation. Organizations should offer job titles
that convey the importance of the position.

b. Appreciation and recognition:

Employees must be appreciated and reasonably compensated for all their achievements and
contributions.

c. Work-life balance:
Employees should be in a position to balance the two important segments of their lifework and
life. This balance makes them ensure the quality of work and life. A balanced employee is a
motivated employee.

d. Delegation:
Delegation of authority promotes dedication and commitment among employees. Employees are
satisfied that their employer has faith in them and this motivates them to perform better.
e. Working conditions:
Healthy working conditions such as proper ventilation, proper lighting and proper sanitation
improve the work performance of employees.

f. Job enrichment:
This provides employees more challenging tasks and responsibilities. The job of the employee
becomes more meaningful and satisfying.
2.1.6. Importance of motivation
Motivation is one of the important parts of managerial functions. A manager becomes
unsuccessful if he fails to motivate his subordinates.
Lead to profitable operation
High level of productivity
Best remedy for resistance to change
Effective use of human resources
Satisfaction of employees
Minimize disputes and strikes
Stability of workforce

2.2. Review of Journal/ Articles

This review provides a quick view of previous research because in recent years limited attempts
have been about employees motivation. As a result new researchers and organization are facing
problem to get knowledge about the key factors which motivates employees. The paper aims to
provide a wealthy description of various factors which contribute to employee motivation. It
contributes theoretically by providing detailed explanation of different causes that contribute to
employee motivation.
Srivastva and Barmola(2011) published an article Role of motivation in higher productivity.
They focused that, employees are an organizations most valuable assets. This highlights the
importance of understanding the theory and application of motivation to manage human
resources. One then wonders what the basic prerequisites of workers productivity are although
this question cannot be answered with a definite statement, but among other factors, motivation
is important for enhancing level of job commitment of workers, which invariably leads to a
higher productivity of the workers.
It is then necessary for motivation of the workers in organization to be enhanced in order to
increase productivity. Some points focused on their articles are as follows:-

(A) Gender Differences: It is found in research that women were mainly motivated by other
factors in the workplace not by job role itself and had fewer primary needs met at work. Women
were also more dissatisfied in their job than men.

(B) Age Differences

(C) Caring Responsibilities: It is investigated in that those with no dependants spent more hours
on work, and consequently had higher counts than their colleagues with caring responsibilities.
Those with dependants were far less interested in work for its own sake, had less satisfaction
from working as output was less important and felt less need of work in order to succeed.

(D) Hours Spent on Work: The results of researches clearly indicate that those that spent more
hours on work were mostly those that were motivated by their job role, and had greater job
satisfaction than those spending less time on work (either because they were not motivated by
their job role or because their job role did not permit it).

Javed (2012) in his article Employee Motivation in Modern Organization highlights that
employee motivation is a set of external and internal forces that commence the behavior related
to work and establish its direction, form, duration and intensity. The definition identifies the
effect of the external forces (e.g., nature of the work to be performed, reward system of the
organization) and the innate forces of an individual (e.g. motives and needs of a person) on the
behaviors related to work.
Chaudhary(2012) published an article Impact of employee motivation on performance in private
organization. She pointed out that, motivation is a process of inspiring people to actions to
achieve the goals. In the work goal background the psychological factors motivating the peoples
behavior can be-
Job-Satisfaction
Achievement
Term Work
Need for Money
Respect

2.3. Review of thesis

Shrestha (2011) conducted the study on HRM practices and employee commitment in Nepalese
commercial banks. His main objectives of this study are:
a. To identify the HRM practices those are used in commercial banks in Nepal.
b. To examine the relationship between HRM practices and employee commitment of
Nepalese commercial banks.
c. To explore the impact of HRM practices on employee commitment of Nepalese
commercial banks.
d. To suggest some measures in order to enhance the HR practices of the commercial banks.

The major findings of the study were:

There is close relationship between HRM practices and employees commitment of
Nepalese commercial banks. Employee considers HRM practices is an important
dimension prior to their commitment toward the organization.
The motivated employees are more committed towards the organization.

Maharjan (2011) conducted the study on Employee perception on human resource management
in Nepalese organizations. His major objectives is to find out employee perception on
HRM,based on the factor such as employee age, level of education, gender, tenure, social groups,
accessibility of information to employee and market condition. The other objectives are:
a. To study about the effect of job position, age, gender, tenure or experience and
qualification on the employee perception of HRM policies.
b. To study about effects of training on employee development.
c. To study about role of compensation in employee job satisfaction.
d. To study about the effect of tenure on compensation and performance appraisal.

The major findings of the study are:

Most of the employees perceived that the organizations gave priority to the qualification
while recruiting. After qualification priority was given to the experience. Employees
thought only reference were not enough to get the job without having adequate
qualification and experience. They also thought that the organization that they belong to
had not made any recruitment error till date.
Basic salary was the most important for them. After that their preference went towards
allowances.
 CHAPTER- III

RESEARCH METHODOLOGY
Research is a process of enquiry and investigation; it is systematic, methodical and Ethical;
research can help solve practical problems and increase knowledge. Or also it can said that it is
a detailed study of a subject, especially in order to discover (new) information or reach a (new)
understanding.
The purpose of research is to:
Review or synthesize existing knowledge
Investigate existing situations or problems
Provide solutions to problems
Explore and analyze more general issues
Construct or create new procedures or systems
Explain new phenomenon
Generate new knowledge
Or a combination of any of the above!

Importance of research
The main importance of research is to produce knowledge that can be applied outside a research
setting. Research also forms the foundation of program development and policies everywhere
around the universe. It also solves particular existing problems of concern.
Types of research:
There are basically, four types of research and they are as follows:
Exploratory research: Exploratory research is undertaken when few or no previous
studies exist. The aim is to look for patterns, hypotheses or ideas that can be tested and
will form the basis for further research.
Descriptive research: Descriptive research can be used to identify and classify the
elements or characteristics of the subject, e.g. number of days lost because of industrial
action.
Analytical research: Analytical research often extends the Descriptive approach to
suggest or explain why or how something is happening, e.g. underlying causes of
industrial action.
 Predictive research: The aim of Predictive research is to speculate intelligently on future
possibilities, based on close analysis of available evidence of cause and effect.

Research can be approach basically in two ways:

Quantitative research: The emphasis of Quantitative research is on collecting and
analyzing numerical data; it concentrates on measuring the scale, range, frequency etc. of
phenomena.

Qualitative research: Qualitative research is more subjective in nature than Quantitative

research and involves examining and reflecting on the less tangible aspects of a research
subject, e.g. values, attitudes, perceptions.

3.1. Research design

A framework or blueprint for conducting the research project. It specifies the details of the
procedures necessary for obtaining the information needed to structure and/or solve research
problems. A good research design lays the foundation for conducting the project. A good research
design will ensure that the research project is conducted effectively and efficiently. Typically, a
research design involves the following components, or tasks:
Define the information needed.

Design the research.

Specify the measurement and scaling procedures.

Construct and present a questionnaire or an appropriate form for data collection.

Specify the sampling process and sampling size.

Develop a plan of data analysis

3.2. Sources of Data

The task of data collection is begins after a research problem has been defined and research
designed/ plan chalked out. Data collection is to gather the data from the population. The data
can be collected of two types:
Primary Data
Secondary Data

Primary Data

The primary data are those, which are collected afresh and for the first time, and thus happened
to be original in character.
Observation.

Personal Interviews.

Telephonic interviews.

Questionnaires

Schedules

Secondary Data

The Secondary Data are those which have already been collected by someone else and which
have already been passed through the statistical tool. Methods of collection of Secondary data
are:
Newspapers.

Magazines

Journals

Internet
 Libraries

Old records

3.3. SAMPLE DESIGN

A sample design is a definite plan for obtaining a sample from a given population. It refers to the
technique or the procedure and the researcher would adopt in selecting items of sample. Sample
design may as well lay down the number of items to be included in the sample i.e. the size of the
sample. Sample design is determined before data are collected. Before going trough sampling
design, let us learn some terms.
Population: The aggregate of all the elements, sharing some common set of characteristis
that comprises the universe for the purpose of the research problem.
Sample: A subgroup of the elements of the population selected for participation in the
study. In this project sample size is 50 employees.
Sampling Unit: The basic unit containing the elements of the population to be sampled.
In this project sampling unit is employees.

Sampling Technique used in survey- Non probability Sampling Techniques.

Convenience Sampling: Non probability sampling techniques do not use chance
selection procedures. Rather, they rely on the personal judgment of the researcher where
as probability sampling procedure each element of the population has fixed probabilistic
chance of being selected for the sample.

In survey, we have used non probability sampling technique because there is no way
of determining the probabilities of selecting any particular element for inclusion for the sample,
the estimates obtained are not statistically projectable to the population.
Among nonprabability sampling techniques, the sampling technique applied here isconvenience
sampling. Convenience Sampling attempts to obtain a sample of convenient elements. The
selection units are left primarily to the interviewer. Convenience Sampling is the least
expensive and least time consuming of all sampling techniques. The sampling units are
accessible, easy to measure, and cooperative. In spite of these advantages, his form of sampling
has serious limitations. Many potential sources of selection bias are present, including
respondent self-selection. Convenience Samples are not representative of any definable
population.

3.4. Questionnaire Design

A Questionnaire, whether it is called a schedule, interview form, or measuring instrument, is a

structured technique for data collection that consists of series of question, written or verbal, that
a respondent answers.
Objective of a Questionnaire
It must translates the information needed into a set of specific questions that the
respondents can and will answer.
A questionnaire must uplift, motivate, and encourage the respondent to become involved
in the interview, to cooperate, and to complete the interview.
A questionnaire should minimize response error.

3.5. Data Processing Procedure

The information or data obtained from the different sources in raw form. From that information,
direct presentation was not possible so it was necessary to process data and converts it into
required from. Than only after then the data are presented for this study. For presentation
different tables are used. Similarly in same case graphical presentation are also made. So far as
the computation was concerned, it has been done with the help of using Microsoft Excel.

3.6. Tools of Data analysis

3.6.1. Data analysis

 CHAPTER- IV
DATA PRESENTATION AND ANALYSIS
4.1. Data Analysis
Data Analysis is the process of systematically applying statistical and/or logical techniques to
describe and illustrate, condense and recap, and evaluate data. Following are the questionnaire
belongs to the respondents profile:-
Respondents Age Gender Job category Education
Name qualification
Lal bahadur 35 above Male Officer level Master degree
shrestha
Alisha shakya 28 above Female Assistant level Bachelors
degree
Kirti acharya 28 above Female Assistant level Bachelors
degree
Sushil upadhya 35 above Male Officer level Master degree
Subash 35 above Male Officer level Master degree
shrestha
Alina bhusal 28 above Female Assistant level Bachelors
degree
Santosh rai 28 above Male Assistant level Bachelors
degree
Bishal ghimire 35 above Male Officer level Master degree
Nadima 35 above Female Supervisor Master degree
bhandari
Anish uprety 28 above Male Assistant level Bachelors
degree
Shristi gupta 35 above Female Supervisor Master degree
Hari fuyal 35 above Male Officer level Master degree
Gita acharya 28 above Female Assistant level Bachelors
degree
Ashish 35 above Male Supervisor Master degree
snehang
Dinesh 35 above Male Officer level Master degree
manandar
Anju adhikari 28 above Female Assistant level Bachelors
degree
Nerupa malla 35 above Female Officer level Master degree
Niraj dangol 35 above Male Supervisor Master degree
Prakash 35 above Male Officer level Master degree
shrestha
Jay lamsal 28 above Male Assistant level Bachelors
degree
Bhushan 35 above Male Supervisor Master degree
acharya
Madan giri 28 above Male Officer level Master degree
Abhishek 35 above Male Assistant level Bachelors
khadyal degree
Sharmila 28 above Female Assistant level Bachelors
adhikari degree
Umang 35 above Male Officer level Master degree
neupane
Sashi 35 above Male Supervisor Master degree
karmacharya
Sushila lama 28 above Female Assistant level Bachelors
degree
Ritu bhandari` 35 above Female Officer lever Master degree
Pinky shakya` 28 above Female Assistant level Bachelors
degree
`Anish subedi 25 above Male Trainee Bachelors
assistant degree
Anand gautam 25 above Male Trainee Bachelors
assistant degree
Snageeta 25 above Female Trainee Bachelors
maharjan assistant degree
Kamal adhikari 35 above Male Officer level Master degree
Kushal ghimire 35 above Male Officer level Master degree
Nisha shrestha 25 above Female Junior assistant Bachelors
degree
Anju dangol 25 above Female Junior assistant Bachelors
degree
Ram adhikari 25 above Male Junior assistant Bachelors
degree
Priyansh rai 25 above Male Junior assistant Bachelors
degree
Santosh 35 above Male Officer level Master degree
ranabhat
Sumit gupta 35 above Male Assistant level Master degree
Nirvik shrestha 35 above Male Assistant level Master degree
Sunita gautam 35 above Female Assistant level Master degree
Sunil shrestha 35 above Male Officer level Master degree
Srijana 25 above Female Trainee Bachelors
shrestha assistant degree
Pavitra paudel 25 above Female Trainee Bachelors
assistant degree
Subash sapkota 25 above Male Trainee Bachelors
assistant degree
Adharsh bista 25 above Male Trainee Bachelors
assistant degree
Binayak 35 above Male Assistant level Master degree
shrestha
Trina bhele 35 above Female Officer level Master degree
Table: 4.1.
4.1.1. Respondent by gender
Male 30
Female 20
Total 50
Table: 4.1.1.

Respondent by Gender

30%
Male
50% Female
Total

20%

Figure: 4.1.1.
Interpretation: Here, we can see maximum number of respondent is male that is 30% and
female are only 20%. This helps us to know that mostly male employees are working in
Nepal bank limited.
4.1.2. Satisfy with the behavior of management & other employees
It is important to have better communication with each other in order to fulfill the objective
of the organization.

S.no. Satisfaction level No. of

respondents
1 Strongly disagree 0
2 Disagree 2
3 Neutral 28
4 Agree 12
5 Strongly agree 8
Table: 4.1.2.
30 28

25

20

15 12
10 8

5 2
0
0
Strongly Disagree Neutral Agree Strongly agree
disagree
1 2 3 4 5

No. of respondents

Figure: 4.1.2.
Interpretation: The data in the above table reveals that majority of respondents (28) were neutral
with the behavior of other employees and 12 of respondents are agree and 8 are strongly agree
and 2 of respondents are disagree.
4.1.3. Career and growth opportunities

S.no Preferences No. of respondents

1 Yes 38
2 No 12

Table: 4.1.3.

Carrer and growth opportunities

24%

1 Yes
2 No

76%

Figure: 4.1.3
Interpretation: Here, we can see maximum numbers of respondent are think that career and
growth opportunities offered by the job is that 76%.This shows that in Nepal bank limited
career & growth opportunities offered by job.

4.1.4. Participating in decision making

S.no Participation No. of respondents
1 20%-30% 10
2 30%-40% 5
3 40%-50% 20
4 50%-60% 10
5 60%-70% 5
Table 4.1.4.
 25

20

15

10 No. of respondents

0
20%-30% 30%-40% 40%-50% 50%-60% above 60%
1 2 3 4 5

Figure: 4.1.4.
Interpretation: Here, we can say there are 20 respondents are participating in 40%-50%
Decisions, 10 respondents are participating in 20%-30%, 10 respondents are participating in
50%-60% and less numbers of respondents participating in decision making is only 5
respondents in 30%-40% and 5 respondents in the above 60%.

4.1.5. Satisfaction level of employees with salary

S.no. Satisfaction level No. of
respondents
1 Strongly disagree 0
2 Disagree 2
3 Neutral 12
4 Agree 28
5 Strongly agree 8
Table: 4.1.5.
 Satisfaction level of employees with
salary
30
25
20
15
10
5
0
Strongly Strongly
Disagree Neutral Agree
disagree agree
1 2 3 4 5
No. of respondents 0 2 12 28 8

Figure: 4.1.5.
Interpretation: Here, we can say that none of the respondents strongly disagree in
satisfaction level of employees with salary, where 28 respondents are agreed, 12
respondents are neutral, 8 respondents are strongly agree and others 2 respondents is
disagree.

4.1.6. Is any change require to improve the working condition

S.no Preferences No. of respondents

1 Yes 42
2 No 8

Table: 4.1.6
 16%

1 Yes
2 No

84%

Figure: 4.1.6.
Interpretation: Here, we can see maximum number of respondent think that change is require to
improve the working condition of bank opportunities is 84%.

4.1.7. Evaluation of the employee recruitment and selection

S.no. Satisfaction level No. of
respondents
1 Strongly disagree 5
2 Disagree 10
3 Neutral 5
4 Agree 25
5 Strongly agree 5
Table: 4.1.7.
 30
25
25

20

15
10
10
5 5 5
5

0
Strongly Disagree Neutral Agree Strongly agree
disagree
1 2 3 4 5

No. of respondents

Figure: 4.1.7.

Interpretation: The table represents that 25 of respondents is agree to the evaluation of

employee recruitment and selection practice , where 10 of respondents are disagree, 5
respondents are strongly disagree, 5 respondents are neutral and 5 respondents are strongly
agree.

4.1.8. Salary & allowances

S.no. Satisfaction level No. of

respondents
1 Strongly disagree 0
2 Disagree 0
3 Neutral 10
4 Agree 10
5 Strongly agree 30
Table: 4.1.8.
 Salary and allowances
35
30
30
25
20
15
10 No. of respondents
10 10
5
0 0
0
Strongly Disagree Neutral Agree Strongly
disagree agree
1 2 3 4 5

Figure: 4.1.8.

Interpretation: The data in the above tells that none of the respondents strongly disagree and
agree about the salary and allowances, where 30 of respondents strongly agree, 10 of
respondents agree and 10 of respondents are neutral.

4.1.9. Training system

S.no. Satisfaction level No. of
respondents
1 Strongly disagree 0
2 Disagree 0
3 Neutral 20
4 Agree 10
5 Strongly agree 20
Table: 4.1.9.
 Training system
25

20
20 20
15

10
10 No. of respondents
5
0 0
0
Strongly Disagree Neutral Agree Strongly
disagree agree
1 2 3 4 5

Figure: 4.1.9.

Interpretation: The data in above table shows that none of the respondents strongly disagree
and agree about the training system, where 20 of respondents are neutral, 20 respondents are
strongly agree and 10 respondents are agree.

4.1.10. Performance appraisal

S.no. Satisfaction level No. of
respondents
1 Strongly disagree 0
2 Disagree 0
3 Neutral 10
4 Agree 20
5 Strongly agree 20
Table: 4.1.10.
 Performance appraisal
25

20
20 20
15

10
10 No. of respondents
5
0 0
0
Strongly Disagree Neutral Agree Strongly
disagree agree
1 2 3 4 5

Figure: 4.1.10.

Interpretation: The data in above table shows that none of the respondents strongly disagree
and agree about the performance appraisal, where 20 of respondents are strongly agree, 20
respondents are agree and 10 respondents are neutral.

4.1.11. Promotion
S.no. Satisfaction level No. of
respondents
1 Strongly disagree 0
2 Disagree 5
3 Neutral 20
4 Agree 10
5 Strongly agree 15
Table: 4.1.11.
 Promotion
25

20
20
15
15
10
10 No. of respondents
5
0 5
0
Strongly Disagree Neutral Agree Strongly
disagree agree
1 2 3 4 5

Figure: 4.1.11.

Interpretation: Here, in above table shows that none of the respondents are strongly disagree on
promotion, where 20 of respondents are neutral, 15 respondents are strongly agree, 10
respondents are agree and 5 respondents are disagree.

4.1.12. Health benefits

S.no. Satisfaction level No. of
respondents
1 Strongly disagree 0
2 Disagree 0
3 Neutral 10
4 Agree 20
5 Strongly agree 25
Table: 4.1.12.
 Health benefits
30
25
25
20
20
15
10 No. of respondents
10
5
0 0
0
Strongly Disagree Neutral Agree Strongly
disagree agree
1 2 3 4 5

Figure: 4.1.12.

Interpretation: Here, in above table shows that none of the respondents are strongly disagree
and agree on health benefits, where 20 of respondents are strongly agree, 20 respondents are
agree and others10 respondents are neutral.

4.1.13. Leaves system

S.no. Satisfaction level No. of
respondents
1 Strongly disagree 0
2 Disagree 5
3 Neutral 5
4 Agree 25
5 Strongly agree 15
Table: 4.1.13.
 Leaves system
30
25
25
20
15
15
10 No. of respondents
5
0 5 5
0
Strongly Disagree Neutral Agree Strongly
disagree agree
1 2 3 4 5

Figure: 4.1.13.

Interpretation: Here, data in the above table tell us that none of the respondents are strongly
disagree about the leaves system, where 25 of the respondents are agree, 15 respondents are
strongly agree, 5 respondents are neutral and other 5 respondents are disagree.
 CHAPTER-5
SUMMARY, CONCLUSION AND RECOMMENDATION

5.1 Summary

Banks, which deal with commercial activities, are known as commercial banks. These financial
institutes help to integrate every financial activity of the community. The main objective of a
commercial bank is to play a vital role in the development of good trade. Commercial banks are
mechanisms of mobilizing funds in returnable resources. Commercial banks aid the economic
development of the nation.
Among the resource available in an organization, human resource is the most distinct one. The
role of Human resource is crucial to make the best use of other resources. Human resources is the
only living source of an organization and it is heart of any organization because other sources get
motion through human power. The right management and motivating employees is the most
important issues. I have tried to introduce well all the theoretical aspects, motivation,
development and its elements Human resource analysis- Employee motivation and satisfaction
of Nepal bank limited.
The human resources can play an important role in the realization of the objectives.
Employees work in the organization for the satisfaction of their needs. If the human resources are
not properly motivated, the management will not be able to accomplish the desired results.
Therefore, human resources should be managed with utmost care to inspire, encourage and impel
them to contribute their maximum for the achievement of the business objectives.

The brief scenarios of the company, development, its achievement, motivation and satisfaction of
employees have been illustrated in this survey.
5.2. Conclusion
The study of Employee motivation and satisfaction of Nepal bank limited has led to the
following conclusions:
While collecting the data it was noticed that most of the respondent were getting struck at
statement, they were actually related to make out whether the statement is related to
their job or routine life
Another major obstruction found the study was respondents were quite reluctant in giving
their original details.
Even it is not noticed that some of the data entry operations were not even ready to fill in
the questionnaires, so their responses were most of the time neutral.
Employees are also concerned with their work environment for both personal as well as
professional life.
It was also found that the primary source of job satisfaction among job work assignees
was the sense of achievement experienced by them while on the job.

5.3. Recommendation
The overall results are satisfactory.
Management should check the performance of employees time to time.
To increase satisfaction and retention of employees.
The method of recruitment should be improved.
It will help in reducing factors leading to absenteeism and staff turnover

BIBLOGRAPHY
http://www.nepalbank.com.np/
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https://www.google.com/search?q=monetary%20and%20non%20monetary%20factor
s%20of%20motivation&wdnwtto=1
https://www.google.com/search?q=function%20of%20human%20resource%20manag
ement%20&wdnwtto=1
https://www.google.com/search?q=some%20definition%20of%20human%20resource
%20management&wdnwtto=1
APPENDIX
NEPAL BANK LIMIED

SURVEY ON EMPLOYEES MOTIVATION &SATISFACTION OF NEPAL BANK

LIMITED Questions:

Q.1 I am treated with respect by management and the people I work with.

Strongly Disagree Neutral Agree Strongly agree

disagree(1) (2) (3) (4) (5)

Q.2 Is there any career enhancement opportunities and growth in this job?

Yes No
Q.3 How much do you participate in decision making?

20%-30%
30%-40%
40%-50%
50%-60%
above 60%

Q.4 Are you satisfied with you salary level?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)

Q.5 Do you feel there is change require in your department to improve working conditions?

YES NO
Q.6 what is your evaluation of the employee recruitment and selection practice of Nepal bank
Limited?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)

Q.7 what do you think about the salary and allowances of the employees?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)
Q.8 how do you feel on training system?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)

Q.9 what do you say on performance appraisal?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)

Q.10 what is your take on promotion?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)

Q.11 what is your take on health benefits?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)

Q.12 what about the leaves system?

Strongly disagree Disagree Neutral Agree Strongly agree

(1) (2) (3) (4) (5)