International Journal of Research and Development - A Management Review (IJRDMR)

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Assessing the Differences in Job Satisfaction of

Employees with Special reference to State Bank of India
1
Sanjita Lenka, 2B.N.Mishara
1
Asst. Prof.(HR), Department of Business Management, C. V. Raman College of Engineering
Bhubaneswar, Odisha.
2
Professor Ameritus, P.G. Department of PM&IR, Utkal University, VaniVihar, Bhubaneswar,
Email : 1sanjita_lenka@rediffmail.com

Abstract-The Primary objective of this study
is to ascertain the levels of job satisfaction
experienced amongst employees in State Bank
of India, Bhubaneswar. For the purpose of this
study, a stratified random sampling technique
was used to select 250 employees of
Bhubaneswar City. The sample consisted of
151 officers and 99 clericals. Out of the total
employees, 161 were male employees and 89
were female employees. The Job satisfaction
Survey (JSS) questionnaire were administered
to gather the data.The JSS includes nine
parameters like Nature of work, Supervision,
Contingent rewards, Promotion, Co-worker,
Operating policies, benefits and
communication. The Result indicated that
female were more satisfied in officers group
and males were more satisfied in case of
clerical group with regard to different
components of job satisfaction.
Index Terms- Job satisfaction Survey,
Supervision, Communication, Job satisfaction,
Components
I. INTRODUCTION
Human capital in any organization is its
greatest asset and this asset should not be
compromised during times of economic
disorder. The retention of good employees is
essential for the organization to achieve
consistent growth. During times of financial
crisis in the organization, many employees
intend to leave the organization due to
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payroll cuts and layoffs. In spite of such
crisis, the organization can devote their
attention for taking effective steps on
selective basis to improve job satisfaction of
the employees for their retention. If this is
not done, top talented people may leave the
organization adding to further crisis.
It must be remembered that the supervisory
and managerial staff have the capacity to
maximize potential, creative abilities and
talents of the entire workforce resulting in
competitive advantage for the organization.
The health of the organization depends on
motivated workers and it is found that
higher level of job satisfaction is achieved
by keeping the employees engaged in their
work. The productivity of the organization
depends significantly on employee job
satisfaction. It not only influences the
maximum workforce but greatly improves
the sense of morale and commitment
towards the organization amongst the
employees. These motivational feelings of
proactive nature of the employees is a
driving force for personal and professional
career advancement in their present
organization without thinking of leaving the
organization for better prospects elsewhere.
Job Satisfaction has attracted the critical
attention of researchers for variety of
reasons:
 International Journal of Research and Development - A Management Review (IJRDMR)
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 Impacts mental health: It has some
relation with the mental health of the people.
Job satisfaction and life satisfaction are
inextricably bound. The spillover effects of
many unresolved personality problem,
family-related issues and other
maladjustments in social life could often be
felt on the job. It is important for the
psychological adjustment and happy living
of a person.
 Influences physical well-being: It
has some degree of positive correlation with
physical health of individuals. People, who
like their work, are likely to live longer.
Chronic dissatisfaction with work creates
stress which in turn, takes its toll on the
physical as well as mental health of an
individual.
 Spreads goodwill about the
Company: People who feel positively about
their work life are likely to voice favorable
opinions about the company to the general
public. In the long run, this helps the
company to gain a favourable image and
attract talent without any difficulty.
 Allows a person live with the
organization: A happy and satisfied
individual can find it easy to live with the
company for a long time.
 Reduces absenteeism and turnover:
A number of research studies indicate a
negative relationship between satisfaction
and absenteeism. A satisfied employee has a
positive attitude towards his work and will
try to avoid being absent from work. On the
other hand, there is a strong negative
correlation between job satisfaction and
turnover (Hom and Griffeth).
II. REVIEW OF LITERATURE
Jain and Sharma (2012) indicated that layoff
threats, quick turnover, less welfare
schemes, and less scope for vertical growth
increase job dissatisfaction. On the other
hand, secure job environment, welfare
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policies, and job stability increase the degree
of job satisfaction.
Nimalathasan(2012) attempted to
understand and explain the job satisfaction,
which influenced by utilitarian reasons (e.g.
to increase productivity and organizational
commitment, lower absenteeism and
turnover, and ultimately increase
organizational effectiveness) as well as
humanitarian interests (i.e. the notion that
employees deserve to betreated with respect
and have their psychological and physical
well-being maximized).
Kamal and Sengupta (2008)observed that as
a person ages, his job satisfaction shows an
increasing trend. With age, spiritualism of
the person increases, but his alternatives for
change decreases. Younger employees have
more energy, more expectations and more
options, and hence have lesser satisfaction
with the job.
III. OBJECTIVES
 Tocompare the satisfaction level of
Officers and Clerical group
 To knowthe satisfaction of male and
female employees of SBI,
Bhubaneswar.
IV. RESEARCH METHODOLOGY
This research has been pursued with the help
of primary data. The total number of
respondents (sample) taken is N=250.The
techniques have been applied for the study
i.e., Descriptive statistics, T-Test etc. In
descriptive statistics the different techniques
which have been applied are mean, standard
deviation etc. The following hypotheses
were taken.
Ho: There is no difference between officers
and clerks in terms of job satisfaction.
H1: There is no difference in job satisfaction
between male and female employees at
clerical level.
 International Journal of Research and Development - A Management Review (IJRDMR)
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H2:There is no difference in job satisfaction To get further information on the levels of

between male and female employees at job satisfaction in its different dimension
Officers level. experienced by the clerks, it is necessary to
study Table-2.
H3: There is no difference in job satisfaction
between male and female employees both Table-2Means, Standard Deviations (SD)
clerical and officers group of SBI. of the total sample of Clerks of SBI
(N=99) for each dimensions of Job
V. DATA ANALYSIS AND Satisfaction
DISCUSSIONS
Sl.
Dimensions Score
The level of job satisfaction varies among No.
officers and clericals because differences in Mean 4.1556
1. Nature of Work
SD .56464
each of the dimensions. The significance of
these dimensions are presented in table-1. 2. Pay
Mean 3.2263
SD .89301
Table-1 Means, Standard Deviations (SD)
Mean 4.3051
of the total Sample of Officers of SBI 3. Co-worker
SD .50757
(N=151) for each dimensions of Job Mean 3.3323
Satisfaction. 4. Promotion
SD .96435
Sl. Mean 3.7566
Dimensions Score 5. Rewards
No SD .80751
Mean 4.1272 Mean 3.7051
1. Nature of Work 6. Operating Policies
SD .53040 SD .54142
Mean 3.0715 Mean 3.5455
2. Pay 7. Benefits
SD .90468 SD .82354
Mean 4.3358 Mean 3.5707
3. Co-worker 8. Supervision
SD .48639 SD .85240
Mean 3.2974 Mean 3.6414
4. Promotion 9. Communication
SD .93423 SD .64143
Mean 3.7980 Total Job Mean 33.164
5. Rewards 10
SD .66928 Satisfaction SD 5.0413
Mean 3.6291
6. Operating Policies
SD .57057 Table-2 represents the values of mean,
Mean 3.4887 standard deviation (SD) of the total sample
7. Benefits
SD .67829
of clerks (N=99) of SBI, for each dimension
Mean 3.7070
8. Supervision of job satisfaction
SD .72414
Mean 3.5781
9. Communication
SD .62938
It is observed that out of the nine dimension
Total Job Mean 32.893 of job satisfaction, the following four
10.
Satisfaction SD 3.9052 dimensions such as co-worker, nature of
work, rewards and operating policy
It is observed that the following two
contribute significantly to job satisfaction in
dimensions such as co-worker and nature of
case of the total sample of clerks (N=99).
work contribute most significantly to job
Whereas out of five factors, pay contribute
satisfaction. Whereas other four factors such
to lowest degree of job satisfaction.
as rewards, supervision, operating policies,
and communication contribute to higher It is seen that clerks also tend to experience
degree to job satisfaction. Amongst the rest co-worker as a dimension contributing to
three factors pay contribute to the lowest highest degree to job satisfaction.
degree to job satisfaction when total sample
of officers (N=151) taken together.

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 International Journal of Research and Development - A Management Review (IJRDMR)
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Table: 3 (T-Test for different Category of Table-4 (T-Test for Clerical)

Employees) Sig.
Dimensions Sex N Mean SD t df (2-
Sig tailed)
Dimensi Categor
N Mean SD t df (2tailed
on y Male 48 4.2458 .54146
) Nature of work 1.513 97 .133
Female 51 4.0745 .58235
Nature Clerical 99 4.16 0.57
0.43 248 0.67 Male 48 3.3698 .83314
of work Officer 151 4.13 0.53 Pay 1.657 97 .101
Female 51 3.0735 .93847
Pay Clerical 99 3.22 0.90
1.41 248 0.16 Male 48 4.4219 .48421
Officer 151 3.05 0.90 Co-worker 2.432 97 .017
Female 51 4.1765 .51791

Co- Clerical 99 4.30 0.51 Male 48 3.5469 .91480

-0.30 248 0.77 Promotion 2.350 97 .021
worker Officer 151 4.31 0.49 Female 51 3.1029 .96200

Promoti Clerical 99 3.32 0.96 Male 48 3.9635 .76142

0.30 248 0.76 Rewards 2.552 97 .012
on Officer 151 3.28 0.93 Female 51 3.5539 .83113

Operating Male 48 3.7708 .56923

Clerical 99 3.75 0.82 1.550 97 .124
Rewards -0.25 248 0.80 Policies Female 51 3.6029 .50788
Officer 151 3.78 0.67
Male 48 3.7333 .71736
Operatin Benefit 2.123 97 .036
Clerical 99 3.68 0.54 Female 51 3.3843 .90142
g 1.06 248 0.29
Officer 151 3.61 0.57
policies
Male 48 3.6615 .77783
Supervision 1.201 97 .233
Clerical 99 3.55 0.83 Female 51 3.4559 .91475
Benefit 0.68 248 0.50
Officer 151 3.49 0.68
Male 48 3.7917 .50879
Communication 2.468 97 .015
Female 51 3.4804 .72084
Supervis Clerical 99 3.56 0.85
-1.26 248 0.21
ion Officer 151 3.68 0.72
Male 48 34.5052 4.46096
Total 2.647 97 .009
Commu Female 51 31.9049 5.25360
Clerical 99 3.63 0.64
nication 0.86 248 0.39
Officer 151 3.56 0.63

Clerical 99 33.17 5.03

Total 0.48
Officer 151 32.89 3.91
*Significant at the 5 per centlevel.
It is observed from the table-3, that there is
no significant difference (at 5 per cent level
of significance) between officers and clerks
with reference to the variables like nature of
work, pay, co-worker, promotion, rewards,
operating policies, benefit, supervision and
communication (as p values =0.67, 0.16,
0.77, 0.76, 0.80, 0.29, 0.50, 0.21 and 0.39
respectively).
Thus the corresponding null hypothesis that
“there is no difference between officers and
clerks in terms of job satisfaction” is
accepted as P value = 0.63, this indicates
that both the clerical and officers category of
employees are uniformly affected by the
variables like: nature of work, pay, co-
worker, promotion, rewards, operating
policies, benefit, supervision and
communication. The satisfaction level
remains more or less same, even if there is
any difference that may be due to by chance
not by any material fact.
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*Significant at the 5 per cent level.
248 0.63
It is seen from the observation of the table-
4that the Male employees were 48 and mean
score of the same was 34.5052, and the
female employees were 51 and mean score
of the same was 31.9049. Score of Standard
Deviation for male and female employees
were 4.46096 and 5.25360 respectively. To
test the significance of correlated mean
difference, t-value was calculated.
There is no significant difference (at 5 per
cent level of significance) between male and
female clerical employees with reference to
the variables like: nature of work, pay,
operating policies and supervision (p
value=0.124, 0.233, 0.133, and 0.101
respectively).
There is a significant difference (at 5 per
cent level of significance) between male and
female clerical employees with reference to
the variables like: co-worker, promotion,
rewards, benefit and communication (p
value =0.017, 0.021, 0.012, 0.036 and 0.015
respectively).
Thus we reject the corresponding
hypothesis as (p value = 0.009). It indicates
that both male and female employees of
clerical group are not similarly affected or
 International Journal of Research and Development - A Management Review (IJRDMR)
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influenced by the factors namely nature of reference to the variable rewards (p value =
work, pay, co worker, promotion, rewards, 0.096).
operating policies, benefit, supervision and
Thus the null hypothesis “there is no
communication. Their mean satisfaction
significant difference male and female
level differs significantly due to any material
employees at officers level in terms of job
fact.
satisfaction” is rejected as the total job
The mean value suggests that men satisfaction (p value = 0.031) which is less
employees are more satisfied with their job than 0.05.It indicates that male and female
than female employees. The inferences of officers category are not similarly
drawn on the basis of this hypothesis is affected by the components like nature of
consistent with the findings of Forgionne work, pay, co-worker, promotion, rewards,
and Peters (1982); Weaver (1974) and operating policies, benefit, supervision and
Shaprio and Stern (1975) who have communication. Their mean satisfaction
concluded that men are more satisfied than level differs significantly due to any material
women. fact. The calculated data suggested that the
mean score of the Job satisfaction of female
Table- 5(T-Testfor Officers)
employees was higher than male employees
Dimension Sig. (2-
s
Sex N Mean SD T
tailed) .That means female are comparatively more
Nature
of work
Male
Female
113
38
4.092
4.231
.57323
.36176
-1.408 .161 satisfied than male employees at officers
Pay
Male
Female
113
38
3.011
3.177
.91392
.86585
-.985 .326 level in SBI.
Male 113 4.300 .50018
Clark (1997) concluded that women’s higher
Co-worker -.596 .552
Female 38 4.355 .44125
Male 113 3.1903 .95506
Promotion -2.091 .038
Female
Male
38
113
3.5526
3.7235
.82437
.70344
job satisfaction does not reflect that their
Rewards
Female 38 3.9342 .55957
-1.676 .096
jobs are unobserved better than men’s, but
Operating Male 113 3.5664 .57089
Policies Female 38 3.7303 .54643
-1.547 .124 perhaps because their jobs have been so
Benefit
Male
Female
113
38
3.4513
3.6000
.68597
.65099
-1.170 .244 much worse in the past, they have lower
Supervisio Male 113 3.6770 .75422
-.150 .881 expectations.
n Female 38 3.6974 .62913
Communic Male 113 3.4823 .65526
ation Female 38 3.7961 .46446
-2.727 .007
Although the analysis cannot rule out other
Total
Male 113 32.494 3.9900
-2.184 .031
possible explanations for this trend in
Female 38 34.075 3.4331
women’s job satisfaction, it supports the
predictions made by Clark (1997).
*Significant at the 5 per cent level.
By observing table 5, it is seen that there is Table -6(T-Test Whole Sample)
no significant difference (at 5 per cent level Dimension Sex t
Sig. (2-
N Mean SD tailed)
of significance) between male and female Nature Male 161 4.1379 .56667
-.051
.959
of work Female 89 4.1416 .50381
employees with reference to the variables Pay Male 161 3.1180 .90315 1.000
.000
like nature of work, pay, co-worker, Co-worker
Female
Male
89
161
3.1180
4.3370
.90460
.49707 1.28 .200
operating policies, benefit, and supervision Promotion
Female
Male
89
161
4.2528
3.2966
.49212
.95451
6
.990
.013
(p value = 0.161, 0.326, 0.552, 0.124, 0.244 Rewards
Female
Male
89
161
3.2949
3.7950
.92822
.72720 .418
.811
and 0.881 respectively) Operating
Female
Male
89
161
3.7163
3.6273
.74828
.57630 .685
-.406
Policies Female 89 3.6573 .52546
But in case of the dimensions promotion and Benefit Male
Female
161
89
3.5354
3.4764
.70520
.80707
.601
.548

Communication, there is significant Supervision Male 161 3.6724 .75892 1.10 .271
Female 89 3.5590 .81011 4
difference (at 5 per cent level significance) Communica Male 161 3.5745 .62988
-.485
.628
tion Female 89 3.6152 .64077
between male and female employees of Total Male 161 33.0941 4.22388 .453 .651
Female 89 32.8315 4.66935
officers group (p value = 0.038, 0.007).
There is also partial significant difference (at *Significant at the 5 per cent level.
5 per cent level significance) between male
and female category of officers with
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 International Journal of Research and Development - A Management Review (IJRDMR)
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By observing the table-6, there is no
significant difference (at 5 per cent level of
significance) between male and female
employees of both officers and clerical
group with reference to the dimensions like
nature of work, pay, co-worker, promotion,
rewards, operating policies, benefit,
supervision and communication (p value=
0.959, 1, 0.2, 0.99, 0.418, 0.685, 0.548,
0.271and 0.628 respectively).
As the total Job satisfaction score is 0.651
which is more than 0.05, thus corresponding
hypothesis is accepted. This indicates that
both the male and female employees are
uniformly affected by the variables like:
nature of work, pay, co-worker, promotion,
rewards, operating policies, benefit,
supervision and communication. The
satisfaction level remains more or less same,
even if there is any difference that may be
due to by chance not by any material fact.
In 1997, Thompson and McNamara
reviewed all job satisfaction studies
published in the Educational Administration
Quarterly over the past six years and showed
no significant difference between male and
female satisfaction levels.
CONCLUSION
The banking sector has undergone a sea-
change over the years, which has put new
pressures and realities before the bank
employees. 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. Only if they
are satisfied, they will work with
commitment and project a positive image of
the organization. And to a large extent
depends upon the coordination,
synchronization and cooperation of the Bank
employees.
By making the gender-wise analysis, it
shows that in case of clerical group, male
are more satisfied than the females, similarly
in case of officers group, females are more
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satisfied than the males with the different
variables of job satisfaction. Male on the
other hand, may be frustrated with the lack
of advancement or the lack of power that
often is associated with a support services
type position, and may instead be choosing
to move into private practice. The reason
for female employees being more satisfied
can be attributed to low expectation about
job status. Considering the whole group,
males are more satisfied than female.
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