LIST OF TABLES

TABLE No. ITEM NO. PAGE No.

1 Satisfaction level with the working culture of bank. 22

2 Satisfaction level with freedom given at work. 23

3 Satisfaction level with the team spirit in banking sector. 24

4 Satisfaction level with convenience of working hour. 25

5 Satisfaction level regarding job security. 26

6 Satisfaction level regarding the targets achievable. 27

7 Satisfaction level regarding timely payment of salary. 28

8 Satisfaction level with the opportunities of promotion. 29

9 Satisfaction level with the performance appraisal system. 30

10 Satisfaction level with the implementation of rules and 31

responsibilities.

11 Satisfaction level with the quality of formal training and 32

induction program.

12 Satisfaction level with the proper and proactive HR 33

division.

13 Satisfaction level with positive acceptance of employees 34

suggestion.

14 Satisfaction level regarding the management keeps 35

promises.

15 Satisfaction level with the infrastructure of bank. 36

16 Satisfaction levels with the tools and resources which the 37

employees have to do the job well.

1
 LIST OF CHARTS

CHART No. ITEM NO. PAGE No.

1 Satisfaction level with the working culture of bank. 22

2 Satisfaction level with freedom given at work. 23

3 Satisfaction level with the team spirit in banking sector. 24

4 Satisfaction level with convenience of working hour. 25

5 Satisfaction level regarding job security. 26

6 Satisfaction level regarding the targets achievable. 27

7 Satisfaction level regarding timely payment of salary. 28

8 Satisfaction level with the opportunities of promotion. 29

9 Satisfaction level with the performance appraisal system. 30

10 Satisfaction level with the implementation of rules and 31

responsibilities.

11 Satisfaction level with the quality of formal training and 32

induction program.

12 Satisfaction level with the proper and proactive HR 33

division.

13 Satisfaction level with positive acceptance of employees 34

suggestion.

14 Satisfaction level regarding the management keeps 35

promises.

15 Satisfaction level with the infrastructure of bank. 36

16 Satisfaction levels with the tools and resources which the 37

employees have to do the job well.

BANKING INDUSTRY

2
1.1.1. INTRODUCTION
As per the Reserve Bank of India (RBI), Indias banking sector is sufficiently capitalized and
well-regulated. The financial and economic conditions in the country are far superior to any other
country in the world. Credit, market and liquidity risk studies suggest that Indian banks are
generally resilient and have withstood the global downturn well.

Indian banking industry is expected to witness the roll out of innovative banking models like
payments and small finance banks. 11 payment banks are expected to be launched in 2016 and
2017. Separately about 10 small finance banks are also expected to be launched. RBIs new
measures may go a long way in helping the restructuring of the domestic banking industry.

1.1.2. MARKET SIZE

The Indian banking system consists of 26 public sector banks, 25 private sector banks, 43 foreign
banks, 56 regional rural banks, 1,589 urban cooperative banks and 93,550 rural cooperative
banks, in addition to cooperative credit institutions. Public-sector banks control nearly 80 percent
of the market, thereby leaving comparatively much smaller shares for its private peers.

Standard & Poors estimates that credit growth in Indias banking sector would improve to 12-13
per cent in FY16.

1.1.3. INVESTMENTS/DEVELOPMENTS
Key investments and developments in Indias banking industry include:

1) FreeCharge, the wallet company owned by online retailer Snapdeal, has partnered with
Yes Bank and MasterCard to launch FreeCharge Go, a virtual card that allows users to
pay for goods and services at online shops and offline retailers.
2) Exim Bank of India and the Government of Andhra Pradesh has signed a Memorandum
of Understanding (MoU) to promote exports in the state.
3) Kotak Mahindra Bank Limited has bought 19.9 per cent stake in Airtel M Commerce
Services Limited (AMSL) for Rs 98.38 crore (US$ 14.43 million) to set up a payments
bank. AMSL provides semi-closed prepaid instrument and offers services under the
Airtel Money brand name.
4) Ujjivan Financial Services Ltd, a microfinance services company, has raised Rs 312.4
crore (US$ 45.84 million) in a private placement from 33 domestic investors including
mutual funds, insurance firms, family offices and High Net Worth Individuals (HNIs)).
5) India's largest public sector bank, State Bank of India (SBI), has opened its first branch
dedicated to serving start-up companies, in Bengaluru.

3
 6) Global rating agency Moody's has upgraded its outlook for the Indian banking system to
stable from negative based on its assessment of five drivers including improvement in
operating environment and stable asset risk and capital scenario.
7) Lok Capital, a private equity investor backed by US-based non-profit organisation
Rockefeller Foundation, plans to invest up to US$ 15 million in two proposed small
finance banks in India over the next one year.
8) The Reserve Bank of India (RBI) has granted in-principle licences to 10 applicants to
open small finance banks, which will help expanding access to financial services in rural
and semi-urban areas.
9) IDFC Bank has become the latest new bank to start operations with 23 branches,
including 15 branches in rural areas of Madhya Pradesh.
10) The RBI has given in-principle approval to 11 applicants to establish payment banks.
These banks can accept deposits and remittances, but are not allowed to extend any loans.
11) The Bank of Tokyo-Mitsubishi (BTMU), a Japanese financial services group, aims to
double its branch count in India to 10 over the next three years and also target a 10 per
cent credit growth during FY16.
12) The RBI has allowed third-party white label automated teller machines (ATM) to accept
international cards, including international prepaid cards, and said white label ATMs can
now tie up with any commercial bank for cash supply.
13) The RBI has allowed Indian alternative investment funds (AIFs), to invest abroad, in
order to increase the investment opportunities for these funds.
14) RBL Bank informed that it would be the anchor investor in Trifecta Capitals Venture
Debt Fund, the first alternative investment fund (AIF) in India with a commitment of Rs
50 crore (US$ 7.34 million). This move provides RBL Bank the opportunity to support
the emerging venture debt market in India.
15) Bandhan Financial Services raised Rs 1,600 crore (US$ 234.8 million) from two
international institutional investors to help convert its microfinance business into a full
service bank. Bandhan, one of the two entities to get a banking licence along with IDFC,
launched its banking operations in August 2015.

1.1.4. GOVERNMENT INITIATIVES

The government and the regulator have undertaken several measures to strengthen the Indian
banking sector.

1) The Reserve Bank of India (RBI) has allowed additional reserves to be part of tier-1 or
core capital of banks, such as revaluation reserves linked to property holdings, foreign
currency translation reserves and deferred tax assets, which is expected to shore up the
capital of state-run banks and privately owned banks by up to Rs 35,000 crore (US$ 5.14
billion) and Rs 5,000 crore (US$ 734 million) respectively.

4
 2) Scheduled commercial banks can grant non-fund based facilities including partial credit
enhancement (PEC), to those customers, who do not avail any fund based facility from
any bank in India.
3) Ministry of Finance has planned to inject Rs 5,000 crore (US$ 734 million) in eight
public sector banks in order to boost their capital,
4) To reduce the burden of loan repayment on farmers, a provision of Rs 15,000 crore (US$
2.2 billion) has been made in the Union Budget 2016-17 towards interest subvention.
5) Under Pradhan Mantri Jan DhanYojna (PMJDY), 210 million accounts! have been
opened and 174.6 million RuPay debit cards have been issued. These new accounts have
mustered deposits worth Rs 33,704 crore (US$ 4.95 billion).
6) The Government of India is looking to set up a special fund, as a part of National
Investment and Infrastructure Fund (NIIF), to deal with stressed assets of banks. The
special fund will potentially take over assets which are viable but dont have additional
fresh equity from promoters coming in to complete the project.
7) The Reserve Bank of India (RBI) plans to soon come out with guidelines, such as
common risk-based know-your-customer (KYC) norms, to reinforce protection for
consumers, especially since a large number of Indians have now been financially
included post the governments massive drive to open a bank account for each
household.
8) To provide relief to the state electricity distribution companies, Government of India has
proposed to their lenders that 75 per cent of their loans be converted to state government
bonds in two phases by March 2017. This will help several banks, especially public
sector banks, to offload credit to state electricity distribution companies from their loan
book, thereby improving their asset quality.
9) Government of India aims to extend insurance, pension and credit facilities to those
excluded from these benefits under the Pradhan Mantri Jan DhanYojana (PMJDY).
10) To facilitate an easy access to finance by Micro and Small Enterprises (MSEs), the
Government/RBI has launched Credit Guarantee Fund Scheme to provide guarantee
cover for collateral free credit facilities extended to MSEs upto Rs 1 Crore (US$ 0.15
million). Moreover, Micro Units Development & Refinance Agency (MUDRA) Ltd. was
also established to refinance all Micro-finance Institutions (MFIs), which are in the
business of lending to micro / small business entities engaged in manufacturing, trading
and services activities upto Rs 10 lakh (US$ 0.015 million).

1.1.5. ROAD AHEAD

The Indian economy is on the brink of a major transformation, with several policy initiatives set
to be implemented shortly. Positive business sentiments, improved consumer confidence and
more controlled inflation are likely to prop-up the countrys the economic growth. Enhanced
spending on infrastructure, speedy implementation of projects and continuation of reforms are
expected to provide further impetus to growth. All these factors suggest that Indias banking

5
sector is also poised for robust growth as the rapidly growing business would turn to banks for
their credit needs.

Also, the advancements in technology have brought the mobile and internet banking services to
the fore. The banking sector is laying greater emphasis on providing improved services to their
clients and also upgrading their technology infrastructure, in order to enhance the customers
overall experience as well as give banks a competitive edge.

Many banks, including HDFC, ICICI and AXIS are exploring the option to launch contact-less
credit and debit cards in the market shortly. The cards, which use near field communication
(NFC) mechanism, will allow customers to transact without having to insert or swipe.

Exchange Rate Used: INR 1 = US$ 0.0147 as on March 01, 2016

6
7
References: Media Reports, Press releases, Reserve Bank of India, Press Information Bureau,
www.pmjdy.gov.in, Union Budget 2016-17.

1.2.1. INTRODUCTION OF JOB SATISFACTION

The success of the organisation depends not merely on its technical efficiency, updated
machinery, good plant layout and dynamic organisation etc; but also depends upon its human
resources. A satisfied, happy and hard working employee is the biggest asset of any organisation,
including banks. Workforce of any bank is responsible to a large scale for its productivity and
profitability. So for the success of banking, it is very important to manage human resource
effectively and to find whether its employees are satisfied or not. The success or failure of the
organisation largely depends on their satisfaction and dissatisfaction. One of the reasons for
deteriorating conditions in an organisation is low job satisfaction. Due to which, work slows
down, employees remain absent and sometimes employees may leave the organisation also. High
job satisfaction on the other hand, is desired by the management because it tends to be connected
with the positive outcomes that management want. High job satisfaction is the hallmark of well
managed organisation and is fundamentally the result of effective behavioural management.

1.2.2. CONCEPT OF JOB SATISFACTION

Job satisfaction is the degree to which individuals feel positively or negatively about their
jobs. It is an attitude or emotional response to work task as well as to the physical and social
conditions of the work place.
Job satisfaction can be defined as the positive feeling about ones job resulting from an
evaluation of its characteristics. A person with high level of job satisfaction holds positive
feelings about the job, while a person who is dissatisfied holds negative feelings about the
job.
Robert dictionary of Industrial Relations defines job satisfaction as those outward or inner
manifestations which give the individuals a sense of accomplishment or enjoyment in the
performance of his/her work.

8
 According to Jit S Chandan; job satisfaction can be defined as the extent of positive feelings
and attitudes that individuals have towards their jobs. When a person says that he has a high job
satisfaction; it means that he really likes his job, feels good about it and values his job highly.

1.2.3. DEFINITIONS OF JOB SATISFACTION

Different authors give various definitions of job satisfaction. Some of them are taken from the
book of D.M. Pestonjee Motivation and Job Satisfaction which are given below:

According to Hoppock
Job satisfaction is any combination of psychological, physiological and environmental
circumstances that cause a person truthfully say I am satisfied with my job.1

According to locke
Job satisfaction is defined as a pleasurable or positive state of mind resulting from appraisal of
ones job or job experiences.2

1.2.4. IMPORTANCE OF JOB SATISFACTION

Job satisfaction is an important indicator of how employees feel about their job and a
predictor of work behavior such as organizational, citizenship, Absenteeism, Turnover.

Job satisfaction can partially mediate the relationship of personality variables and deviant
work behavior.

Research finding is that job satisfaction is correlated with life style. This correlation is
reciprocal meaning the people who are satisfied with the life tends to be satisfied with
their jobs and the people who are satisfied their jobs tends to satisfied with their life.

This is vital piece of information that is job satisfaction and job performance is directly
related to one another. Thus it can be said that, A happy worker is a productive worker.

9
 It gives clear evidence that dissatisfied employees skip work more often and more like to
Resign and satisfied worker likely to work longer with the organization.

1.2.5. FACTORS OF JOB SATISFACTION

According to various studies the important factors that matter in job satisfaction are:

Intrinsic aspect of job:- It includes all of the many aspects of the work, which would
tend to be constant for the work regardless of where the work was performed.

Supervision ;- This aspect of job satisfaction pertains to relationship of worker with his
immediate superiors. Supervision, as a factor, generally influences job satisfaction.

Working conditions:- This includes those physical aspects of environment which are not
necessary a part of the work. Hours are included this factor because it is primarily a
function of organization, affecting the individuals comfort and convenience in much the
same way as other physical working conditions.

The work itself :- The concept of work itself is a major source of satisfaction. For
example, research related to the job characteristics approach to job design, shows that
feedback from job itself and autonomy are two of the major job related motivational
factors. Some of the most important ingredients of a satisfying job uncovered by survey
include interesting and challenging work, work that is not boring, and the job that
provides status.

Wage and salaries:- This factor includes all aspect of job involving present monitory
remuneration for work done.

Opportunities for advancement :- It includes all aspect of job which individual sees as
potential sources of betterment of economic position, organizational status or professional
experience.

10
 Security:- It is defined to include that feature of job situation, which leads to assurance
for continued employment, either within the same company or within same type of work
profession.
Company & management:- It includes the aspect of workers immediate situation, which
is a function of organizational administration and policy. It also involves the relationship
of employee with all company superiors above level of immediate supervision.

Social aspect of job:- It includes relationship of worker with the employees specially
those employees at same or nearly same level within the organization.

Communication:- It includes job situation, which involves spreading the information in

any direction within the organization. Terms such as information of employees status,
information on new developments, information on company line of authority, suggestion
system, etc, are used in literature to represent this factor.

Benefits:- It includes those special phases of company policy, which attempts to prepare
the worker for emergencies, illness, old age, also. Company allowances for holidays,
leaves and vacations are included within this factor.

1.2.6. EFFECTS OF LOW JOB SATISFACTION

High absenteeism:- Absenteeism means it is a habitual pattern of absence from duty or
obligation. If there will be low job satisfaction among the employees the rate of
absenteeism will definitely increase and it also affects on productivity of organization.
High turnover:- In human resource refers to characteristics of a given company or
industry relative to the rate at which an employer gains and losses the staff. If the
employer is said to be have a high turnover of employees of that company have shorter
tenure than those of other companies.

Training cost increases:- As employees leaves organization due to lack of job

satisfaction. Then Human resource manager has to recruit new employees. So that the
training expenditure will increases.

11
 Influences on job satisfaction:- There are no. of factors that influence job satisfaction.
For example, one recent study even found that if college students majors coinsided with
their job, this relationship will predict subsequent job satisfaction. However, the main
influences can be summarized along with the dimensions identified above.

1.2.7. IMPACT OF JOB SATISFACTION

Many managers subscribe to the belief that a satisfied worker is necessarily good worker. In
other words, if management could keep the entire workers happy, good performance would
automatically fallow. There are two propositions concerning the satisfaction performance
relationship. The first proposition, which is based on traditional view, is that satisfaction is the
effect rather than the cause of performance. This proposition says that efforts in a job leads to
rewards, which results in a certain level of satisfaction .in another proposition, both satisfaction
and performance are considered to be functions of rewards.
Various research studies indicate that to a certain extent job satisfaction affects employee
turnover, and consequently organization can gain from lower turnover in terms of lower hiring
and training costs. Also research has shown an inverse relation between job satisfaction and
absenteeism. When job satisfaction is high there would be low absenteeism, but when job
satisfaction is low, it is more likely to lead a high absenteeism.

What job satisfaction people need?

Each employee wants:
Recognition as an individual
Meaningful task
An opportunity to do something worthwhile.
Job security for himself and his family
Good wages
Adequate benefits
Opportunity to advance
No arbitrary action- a voice a matters affecting him
Satisfactory working conditions

12
However, the two concepts are interrelated in that job satisfaction can contribute to morale and
morale can contribute to job satisfaction.

1.2.8. MODERN METHOD OF MEASURING JOB SATISFACTION:-

In this method of measuring job satisfaction the comparisons between various organizational
terms and conditions at managerial level and also the organization at a large.

Satisfaction with human resources management policies of the organization

Management has a clear path for employees advancement
Decisions are made keeping in mind the good of the employees
Management is extremely fair in personal policies
Physical working conditions are supportive in attaining targets

Satisfaction with supervision

I feel I can trust what my supervisor tells me
My supervisor treats me fairly and with respect
My supervisor handles my work-related issues satisfactorily
I get frequent appreciation of work done from supervisors
I get enough support from the supervisor
Individual initiative is encouraged

Satisfaction with compensation levels

Overall I am satisfied with the companys compensation package
I am satisfied with the medical benefits
I am satisfied with the conveyance allowance
I am satisfied with the retirement benefits
I am satisfied with the reimbursement of the expenses as per the eligibility
I am satisfied with the holiday (vacation) eligibilities

Satisfaction with task clarity

13
 Rules and procedures are followed uncompromisingly
My job responsibilities are well defined and clear

Satisfaction with career development

I have adequate opportunities to learn and grow
I get opportunities to handle greater responsibilities
My skills and abilities are adequately used at work

Rating scale
It is one of the most common methods of measuring job satisfaction. The popular rating scale
used to measure Job satisfaction is to include:
Minnesota Satisfaction Questionnaires: It helps to obtain a clear picture of pertinent
satisfactions and dissatisfactions of employees.
Job Description Index: it measures Job satisfaction on the dimension identified by Smith,
Kendall, Hullin.
Porter Need Identification Questionnaires: It is used only for management personnel and
revolves around the problems and challenges faced by managers.

Critical incidents
Fredrick Hertz berg and his Associates popularized this method of measuring Job satisfaction. It
involves asking employees to described incidents on job when they were particularly satisfied or
dissatisfied. Then the incidents are analyzed in terms of their contents and identifying those
related aspects responsible for the positive and negative attitudes.

Personal interviews
This method facilitates an in-depth exploration through interviewing of job attitudes. The main
advantage in this method is that additional information or clarifications can be obtained
promptly.

14
Action tendencies
By this method, Job satisfaction can be measured by asking questions and gathering information
on how they feel like behaving with respect to certain aspects of their jobs. This method provides
employees more opportunity to express their in-depth feeling.
In his study on American employees, hoppock identified six factors that contributed to job
satisfaction among them. These are as follows:
The way individual reacts to unpleasant situations.
The facilities with which he adjust himself to other persons.
His relatives status in the social & economic group with which he identifies himself.
The nature of work in relation to the abilities, interest & preparation of the workers.
Security.
Loyalty.

Because human resource manager often serve as intermediaries between employees &
managements conflicts. They are concern with Job satisfaction or general job attitudes with the
employees.
Philip apple white has listed the five major components of Job satisfaction as
Attitude towards work group.
General working conditions.
Attitude towards company.
Monitory benefits &
Attitude towards supervision
Other components that should be added to this five are individuals state of mind about the work
itself and about the life in general .the individuals health, age, level of aspiration. Social status
and political & social activities can all contribute to the Job satisfaction. A persons attitude
toward his or her job may be positive or negative.

Job enlargement
Job enlargement is a generic term that broadly means adding more and different tasks to a
specialized job. It may widen the number of task the employee must do that is, add variety. When

15
additional simple task are added to a job, the process is called horizontal job enlargement. This
also presumably adds interest to the work and reduces monotony and boredom.
To check harmful effects of specialization, the engineering factors involved in each individual
job must be carefully analyzed. Perhaps, the assembly lines can be shortened so that there will be
more lines and fewer workers on each line. Moreover, instead of assigning one man to each job
and then allowed to decide for himself how to organize the work. Such changes permit more
social contacts and greater control over the work process.

Job rotation
Job rotation involves periodic assignments of an employee to completely different sets of job
activities. One way to tackle work routine is to use the job rotation. When an activity is no longer
challenging, the employee is rotated to another job, at the same level that has similar skill
requirements.
Many companies are seeking a solution to on-the-job boredom through systematically moving
workers from one job to another. This practice provides more varieties and gives employees a
chance to learn additional skills. The company also benefits since the workers are qualified to
perform a number of different jobs in the event of an emergency.

Change of pace
Anything that will give the worker a chance to change his pace when he wishes will lend variety
to his work. Further if workers are permitted to change their pace that would give them a sense
of accomplishment.

Scheduled rest periods

Extensive research on the impact of rest periods indicates that they may increase both morale and
productivity. Scheduled rest periods bring many advantages:
They provide variety and relieve monotony and opportunities for social contacts.
They are something to look forward to- getting a break gives a sense of achievement.

16
LITERATURE REVIEW

Employee satisfaction is an important success factor for all organizations. Employee satisfactions
have been recognized to have a major impact on many economic and social phenomena, e.g.
economic growth and higher standard of living. Companies must continuously employee
satisfaction in order to stay profitable.
Marcson (1960) presented an argument and findings suggesting that one of the best ways to
increase productivity in organizations was to provide employees with jobs that are more
demanding and challenging.
Herzberg's (1968) theory effectively delineates the reasons job satisfaction. According to his two-
factor theory, there are motivational and hygiene factors present in one's job. Rewards and
benefits are hygiene factors, so if they are not present, they will bring dissatisfaction, but their
presence will not necessarily bring job satisfaction.
Pritchard, Dunnette, and Jorgenson (1972) indicate that feelings of underpayment lead to
decreased performance and low productivity.
Hackman & Oldham (1975) Locke (1976) defines job satisfaction as a pleasurable or positive
emotional state resulting from the appraisal of one's job or job experiences. Job satisfaction has
been studied both as a consequence of many individual and work environment characteristics
and as an antecedent to many outcomes.
Heneman, Greenberger & Strasser (1988) pay instrumentality, that is, a linkage between pay and
performance has been found to play an important role in bringing job satisfaction; it influences
one's psychological state of being involved in meaningful work for which one is aptly rewarded.
Clark (1999) shows that changes in workers pay over time positively influence their well-being,
whereas the current level of pay does not impact on job satisfaction.
Borzaga & Depedri (2005) observe that, even in a sector characterized by low average salaries
like the social-services sector, employees are more satisfied when their wages increase up to a
threshold, but not above that threshold.
Clark (2005) the opposite dynamic of job satisfaction with respect to the economic conditions as
represented by wages, and to job conditions as represented by working time, is also evident.
Sahnawaz and Juyal (2006) focus on investigating the impact of job involvement and job
satisfaction on organizational commitment. Organizational commitment is considered to be one

17
of the most important and crucial outcomes of human resource strategies. Furthermore employee
commitment is seen as the key factor in achieving competitive performance.
DeVaro, Li, & Brookshire (2007) focus on the contextual factors that are provided by the
organization to ascertain job satisfaction. The focus on the JCM is primarily driven by two
considerations. First, the JCM still remains the theoretical focal point in the current discussion of
job satisfaction and work design and is still used as a powerful conceptual tool for job
enrichment.
Singh & Kohli (2006), Thakur (2007) and Jha et al. (2008) shows that organizational contextual
factors such as pay, growth opportunities, job security, among others, influence an employee's
perception of job satisfaction.
Green & Heywood (2008) performance-related pay allows opportunities for worker optimization
and does not crowd out intrinsic motivation, thus increasing overall satisfaction, satisfaction with
pay, and satisfaction with job security.

18
OBECTIVES OF THE STUDY

The main objective is to study whether the employees in banking sector are satisfied in
general.

Secondary Objectives

To identify the factors responsible for satisfaction or dissatisfaction of the bank

employees.
To suggest measures for improving the job satisfaction among the employees in
banking sector.

19
 RESEARCH METHODOLOGY ADOPTED:-

Research Design Exploratory Research design

Research Instrument Structured Questionnaire

Sampling Plan

Sample method Random Sampling

Population 85

Sample size 30

Sample Unit Managerial and clerical level employees in

banking sector

Source of Data

Primary Data Structured Questionnaire

Secondary Data Journals, Booklets, and other research papers

based on job satisfaction

LIMITATIONS

20
 1. The employees were engaged in their work. So I couldnt use more time to get answer
of the questions.

2. The study is conducted in the banks of Kashipur only.

3. Due to lack of time and money I couldnt cover all the banks.

4. Some of employees may not give correct response of the questionnaire.

The data so obtained was subject to analysis and interpretation and findings drawn are as
follows:

21
ITEM 1: Satisfaction level with the working culture of bank-

TABLE 1

PARTICULAR NO. OF RESPONDENT PERCENTAGE

Strongly agree 11 36.67%

Agree 19 63.33%

Cant say 0 0%

Disagree 0 0%

Strongly disagree 0 0%

Total 30 100%

CHART 1

INTERPRETATION:-

On the basis of table 1 it is analysed that 36.67 % of the employees are strongly satisfied and the
66.66 % employee are satisfied with working culture of the banks.

ITEM 2: Satisfaction level with freedom given at work-

22
 TABLE 2
PARTICULAR RESPONDENT PERCENTAGE

Strongly agree 4 13.33%

Agree 16 53.33%

Cant say 8 26.67%

Disagree 2 6.67%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 2

INTERPRETATION:-
From the table 2 it can be analysed that 13.33% employees are strongly satisfied, 53.33% are
satisfied, 26.67% are not sure while 6.67% employees are not satisfied with the freedom given at
the office.
ITEM 3: Satisfaction level with the team spirit in banking sector-

TABLE 3

23
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 10 33.33%

Agree 16 53.33%

Cant say 2 6.67%

Disagree 4 13.33%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 3

INTERPRETATION:-
From the table 3 it is analysed that 33.33% employees are strongly satisfied, 53.33% are
satisfied, 6.67% are not sure while 13.33% employees are not satisfied with the team spirit in the
banking sector.
ITEM 4: Satisfaction level with convenience of working hour-

TABLE 4

24
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 3 10%

Agree 16 53.33%

Cant say 8 26.66%

Disagree 3 10%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 4

INTERPRETATION:-
On the basis of table 4 it is analysed that 10% employees are strongly satisfied, 53.33% are
satisfied, 26.67% are not sure while 10% are not satisfied with the convenient working hours.

ITEM 5: Satisfaction level regarding job security-

TABLE 5

25
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 6 20%

Agree 15 50%

Cant say 8 26.67%

Disagree 1 3.33%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 5

INTERPRETATION:-
Table 5 shows that 20% employees are strongly satisfied, 50% are satisfied, 26.67% are not sure
while 3.33% are not satisfied with the job security.

ITEM 6: Satisfaction level regarding the targets achievable-

TABLE 6

26
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 2 6.67%

Agree 16 53.33%

Cant say 10 33.33%

Disagree 2 6.67%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 6

INTERPRETATION:-
From the table 6 it is analysed that 6.67% employees are strongly satisfied, 53.33% are satsified,
33.33% are not sure while 6.67% are not satisfied by targets achievable in the banking sector.

ITEM 7: Satisfaction level regarding timely payment of salary-

TABLE 7

27
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 17 56.67%

Agree 9 30%

Cant say 4 13.33%

Disagree 0 0%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 7

INTERPRETATION:-
On the basis of the table 7 it is analysed that the 56.67% employees are strongly satisfied, 30%
are satisfied while 13.33% are not sure for the payment of salary in time.

ITEM 8: Satisfaction level with the opportunities of promotion-

TABLE 8

28
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 12 40%

Agree 10 33.33%

Cant say 5 16.67%

Disagree 3 10%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 8

INTERPRETATION:-
From the table 8 it is analysed that 40% employees are strongly satisfied, 33.33% are satisfied
with the opportunities of the promotion. While in remaining employees 16.67% are not sure and
10% are not satisfied by the opportunities of promotion.

ITEM 9: Satisfaction level with the performance appraisal system-

TABLE 9

29
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 4 13.33%

Agree 14 46.67%

Cant say 10 33.33%

Disagree 2 6.67%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 9

INTERPRETATION:-
The table 9 shows that the 13.33% employees are strongly satisfied, 46.67% are satisfied with
the performance appraisal system in banks while in remaining employees 33.33% are not sure
and 6.67% employees are not satisfied with the performance appraisal system.

ITEM 10: Satisfaction level with the implementation of rules and responsibilities-

TABLE 10
30
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 6 20%

Agree 22 73.33%

Cant say 1 3.33%%

Disagree 1 3.33%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 10

INTERPRETATION:-
From the table 10 it is stated that 20% employees are strongly satisfied, 73.33% are satisfied,
3.33% are not sure while 3.33% employees are not satisfied with the implementation of the rules
and responsibilities.
ITEM 11: Satisfaction level with the quality of formal training and induction program-

TABLE 11

31
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 7 23.33%

Agree 12 40%

Cant say 7 23.33%

Disagree 3 10%

Strongly disagree 1 3.33%

TOTAL 30 100%

CHART 11

INTERPRETATION:-
The table 11 shows that the 23.33% employees are strongly satisfied, 40% are satisfied, 23.33%
are not sure and 10% are not satisfied while 3.33% are strongly satisfied with the quality of
formal training and induction program.

.ITEM 12: Satisfaction level with the proper and proactive HR division-

TABLE 12

32
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 6 20%

Agree 16 53.33%

Cant say 7 23.33%

Disagree 1 3.33%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 12

INTERPRETATION:-
On the basis of table 12 it is analysed that the 20% employees are strongly satisfied, 53.33%
employees are satisfied and 23.33% are not sure while 3.33% employees are not satisfied with
the proper and proactive HR division in banking sector.

ITEM 13: Satisfaction level with positive acceptance of employees suggestion-

TABLE 13

33
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 8 26.66%

Agree 11 36.67%

Cant say 10 33.33%

Disagree 1 3.33%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 13

INTERPRETATION:-
Table 13 shows that the 26.67% employees are strongly satisfied and 36.67% are satisfied with
the acceptance of their suggestions while 33.33% are not sure and 3.33% are not satisfied with
the positive acceptance of employees suggestions.

ITEM 14: Satisfaction level regarding the management keeps promises-

TABLE 14

34
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 3 10%

Agree 18 60%

Cant say 8 26.67%

Disagree 1 3.33%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 14

INTERPRETATION:-
From the table 14 it is analysed that the 10% employees are strongly satisfied, 60% employees
are satisfied, 26.67% are not sure and 3.33% are not satisfied with the management keep
promises.

ITEM 15: Satisfaction level with the infrastructure of organization-

35
 TABLE 15
PARTICULARS NO.OF RESPONDENTS PERCENTAGE

Strongly agree 6 20%

Agree 17 56.67%

Cant say 7 23.33%

Disagree 0 0%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 15

INTERPRETATION:-
It is anlysed from the table 15 that 20% employees are strongly satisfied, 56.67% are satisfied
and 23.33% employees are not sure with the infrastructure of the banks.
ITEM 16: Satisfaction levels with the tools and resources which the employees have to do
the job well -

TABLE 16
36
 PARTICULAR NO.OF RESPONDENT PERCENTAGE

Strongly agree 11 36.67%

Agree 13 43.33%

Cant say 4 13.33%

Disagree 2 6.67%

Strongly disagree 0 0%

TOTAL 30 100%

CHART 16

INTERPRETATION:-
From the table 16 it is analysed that 36.67% employees are strongly satisfied, 43.33%
employees are satisfied and 13.33% are not sure while 6.67% employees are not satisfied with
the tools and resources they have to perform the job.

FINDINGS

37
All the findings are drawn based on the analysis and interpretation of the primary data
regarding the job satisfaction of the employees in banking sector.

From the analysis of table 1, 2, 3 and 4 it is found that almost all employees are
satisfied with the working culture of the banks but some of the employees are not
satisfied with freedom and team spirits at the workplace. After the analysis it is
also found that few employees cant say about the satisfaction level with the
working hour while some employees are not satisfied with hours of working.

From the analysis of table 5, 6 and 7 it is found that some employees are not sure
whether their targets are achievable or not. But most of the employees are satisfied
with their targets achievable which are associated with the job security, so
employees are also satisfied with the job security and with the timely payment of
the salary.

From the analysis of table 8 and 9 it is concluded that many employees are not
satisfied with the performance appraisal system and the opportunities of promotion
in banks. Some employees are those who cant say about the performance
appraisal and promotion opportunities while remaining employees are feeling
satisfied with the performance appraisal and promotion.

On the basis of table 10, 11 and 12 it is concluded that a large number of

employees in banks are satisfied with implementation of rules and responsibilities
and when data analysed about the training program some employees are not found
satisfied and few are not sure. While other employees are satisfied with the
training programs conducted in the banks to enhance their skills and productivity

38
 Table 13 and 14 describes that most of the employees are satisfied with the
management of the banks which keeps its promises and also seeks for the
participation of employees in decision making.

From the table 15 and 16 is found that most of the employees are satisfied with the
infrastructure of the banks and with the tools and resources they have to perform
their job well but some employees are not sure about their satisfaction level
regarding infrastructure and resources they have in the banking sector.

39
SUGGESTIONS

The suggestions are drawn from the analysis and observations. Few suggestions are given
as under:

Employees should be encouraged to build team spirit at the workplace in banking

sector. Working hours should also be clearly defined and workers are given
necessary freedom to perform their work tasks without any stress.

Targets should be always clearly defined to all employees so that they can
contribute their best for the success of the banking sector.

The employee should be given effective resources to perform the job more
effectively.

The Opportunities of growth and promotions are not so much satisfactory hence
management has to give emphasis on increasing the promotion opportunities
according to the performance of employees.

Proper training programs should be conducted time to time in order to improve the
skills and productivity of the employees in the banking sector.

As there is an active participation of employees in decision making but rarely the

suggestions given by them are taken into action. Hence the confidence of
employees gets demotivated.

So to motivate the employees management can take into consideration some

proper suggestions given by the employees. It will help to increase the motivation
and ultimately the Job satisfaction of the employees in banking sector.

40
CONCLUSION

Job satisfaction is a very big concept as it includes various factors associated with job of
employees. Satisfaction varies from employee to employee. The overall satisfaction of bank
employees is associated with different factors of job satisfaction which includes working culture,
freedom at office, working hours, job security, salary and, promotional methods, performance
appraisal, training programs etc. While concluding, it could be said that with the change of
satisfaction determinants, level of job satisfaction also varies. This study mainly investigated the
relation between of job satisfaction with above factors. The banking sector also lack on certain
factors such as working conditions, training development facilities and long working hours.
Every organization including banks should try to take every possible step to enhance job
satisfaction among employees because if employees are satisfied then customers associated with
it will also be satisfied.

41
BIBLIOGRAPHY/ REFERENCES

(Hoppock R., Comparison of Satisfied and Dissatisfied Teachers.
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(Locke, E.A., The Nature and Cause of Job Satisfaction, Rand McNally,
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Prasad, L.M. (2006 fourth revised edition). Organization Behaviour, Job
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Ashwathappa, K. (2008 8th revised edition). Organization Behaviour, Job
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Mishra, A.K. Human Resource Management, Job Satisfaction. Shree
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Shajahan, S. and Shajahan, L. (first edition 2004). Organization Behaviour.
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Marcson, S., The scientist in American industry. New York: Harper, 1960.

Herzberg, F., Work and the nature of man. London: Granada, IBA (2008).
Indian banking year book. Mumbai: Indian Banks' Association, 1968.

Pritchard, R., Dunnette, M., &. Jorgensen, D., Effects of perceptions of
equity and inequity on worker performance and satisfaction, Journal of
Applied Psychology, 56, 7594, 1972.

Hackman, R. J., & Oldham, G. R., Development of the job diagnostic
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42

Borzaga, C. & Depedri, S., Interpersonal relations and job satisfaction:
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43
QUESTIONNAIRE
(Please tick () wherever applicable)

1) Name
(Optional) ..

2) Gender: Male Female Contact No. (Optional)

3) Banks name..
4) Position

You are requested to show your degree of agreement/ disagreement with respect to the
statements mentioned below on job satisfaction by ticking () at appropriate columns.

S.No. Measures Strongly Agree Cant Disagree Strongly

Agree say Disagree

1 You are satisfied with the working

culture of the bank.

2 You are satisfied with freedom given

at work.

3 You are satisfied with the team spirit

in organization.

4 You are satisfied with convenient

working hour.

5 You are satisfied with job security.

6 You are satisfied with the targets

achievable.

7 You are satisfied with the payment

of salary on time.

8 You are satisfied with the

opportunities of promotion.

9 You satisfied with the performance

appraisal system.

10 You are satisfied with the

implementation of rules and
responsibilities.

44
11 You are satisfied with the quality of
formal training and induction
program.

12 You are satisfied with the proper and

proactive HR division.

13 You are satisfied with positive

acceptance of employees
14 suggestion.
You are satisfied with management
keep promises.

15 You are satisfied with the

infrastructure of banking sector.

16 You are satisfied with the tools and

resources you have to do your job
well.

THANK YOU FOR YOUR VALUEABLE HELP!!!

45