Professional Documents
Culture Documents
3, 2008-09
In this study 'Job' means the total relationship between the individual employee and his employer (organization) and with work for which he gets compensated. The term 'Satisfaction' refers to the simple feeling/state accompanying the attainment by an impulse of his/her objectives. The term 'Job Satisfaction therefore refers to the favourableness with which employees view their work and the term 'Job Dissatisfaction' to the unfavourableness with which they take their work. Various theories like Maslow's Need Hierarchy Theory, Herzberg's MotivationHygiene Theory, and Vroom's Expectancy Model have been extended to describe the factors responsible for the Job Satisfaction of the employees in the organization. Broadly we can say that an employees 'Job Satisfaction' is related to a number of variables such as age, occupational level, size of the organization, organizational climate, educational qualifications, educational and economic background, size of the family, gender of the employee, etc. Bank Officers form a delicate link between the management and the clerical staff. The success of the bank depends upon the coordination, synchronization and cooperation of the Bank Officers with these two very divergent entities. Hence, the job satisfaction of the officers is of prime importance because only a satisfied and happy officer will be able to achieve such synergy in the bank. Therefore, this study assumes significance and relevance in the overall success of the bank.
Dr Raj Kamal is Senior Faculty Member, Department of Business Administration, M J P Rohilkhand University, Bareilly, Uttar Pradesh. Dr Debashish Sengupta is Associate Professor, Alliance Business School, Bangaluru, Karnataka.
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All the questionnaires were administered personally, and during the administration or after the administration, interactions with the respondents were made to facilitate the depth of interview. The data collected through questionnaire (close ended) were subject to computations in the form of table which made the calculations and analysis easy. Simultaneously, during interpretation of the collected data, the statements, observations or recommendations/suggestions made by the officers during personal interview were tried to match to get a single conclusion. The profile sample of 80 officers included newly-appointed officers with about 1 year experience ranging between 22-25 years of age to more than 35 years of experience aged between 55-58 years. Experience and age profile is as follows : Upto 5 years of experience (upto 30 years of age) Between 5-15 years of experience (30-40 years of age) Between 15-25 years of experience (40-50 years of age) : 17 : 28 : 23
More than 25 years of experience (above 50 years of age) : 12 As far as the education was concerned majority of the newly-appointed officers were post-graduates with some computer related qualification. But aged officers were mainly graduates though three were having doctorate degree. Upto 15 years of experience (45) Graduates Post-graduates PG with computer certificate Ph.D. (did during the service) More than 15 years of experience (35) Graduates PG Ph.D. : : : 23 9 3 : : : : 13 21 9 2
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No : 1.25%
No Yes
Yes : 98.75%
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90 80 70 60 50 40 30 20 10 0 Yes No Comments
Yes No Comments
3.
In modern day organizations having people of different cultures, religious and ethnic groups and with different behaviours is common happening. The differences can create dissatisfaction if the tools of cross-cultural management and behaviour modeling are not applied. In response to the above question only 26.25 per cent (21) felt that such differences were an impediment while a majority of 73.75 per cent (59) of the respondents felt that these differences did not come in the way of target achievement. But the more pertaining things is that although small but a portion of the employees were feeling that cultural, religious, ethnic and behavioural differences were coming in the way of smooth functioning and target achievement. This may create a degree of dissatisfaction with the job.
Yes : 26.25%
No Yes
No : 73.75%
4.
Banking has changed both in its texture and process significantly in the last few years. This has transformed the customer's expectations from the banks. The orientation has changed from being product-oriented to being customer-oriented. While the external customers demands better and latest state-of-the-art banking,
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the internal customers (employees) are burdened with the same working environment and technology to cope up with the competition from the private and foreign sector banks. While responding to the above query 88.75 per cent (71) of the respondents felt that the changed banking is a real challenge to their administrative activities, only 11.25 per cent (9) of the respondents, have got different opinion. Such challenges if not met convincingly, it can lead to frustration and dissatisfaction among the employees with their job.
8 0 7 0 6 0 5 0 4 0 3 0 2 0 1 0 0 Ys e N o
90 80 70 60 50 40 30 20 10 0 Yes No
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When asked to respond to this query, as many as 97.5 per cent (78) of the respondents said that the work efficiency of the clerks have gone down, only a meagre 2.5 per cent (2) of the respondents have felt otherwise. We know that if subordinates do not work effectively with high efficiency, ultimately the superiors will become more worried and sometimes may get frustrated. This may also have an impact over the job satisfaction of the officers. Though it cannot be considered as generalized and direct but an indirect effect on the overall job satisfaction level of the officers.
70 60 50 40 30 20 10 0 Yes No
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No : 33.75%
Yes : 66.25%
In response to the above query the views were a bit divided. While 66.25 per cent (53) of the officers said that the staff members were punctual, the rest 33.75 per cent (27) of the officers felt that the staff members did not come on time. This may also mean that whereas some of the staff members were indeed coming on time, some were not adhering to the reporting time. The habit of coming late is really a point of worry to the officers of any bank. In fact observations made-in here and in the above two (6 & 7) points are related with the fact that the overall work efficiency of subordinates affects the satisfaction of officers. (These observations were also highlighted during the interview of the officers).
70 60 50 40 30 20 10 0 Yes No No Comments
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No
Yes
20
40
60
239
In response to the above query, 82.5 per cent (66) of the officers said that they had sufficient space to carry-out the banking activities. However, the balance 17.5 per cent (14) of the officers felt that the space available for their working was not enough. Although the percentage of those who feel like this is small but it definitely brings into light that this criteria is being considered by the people, which in turn also means that some people in the organization are dissatisfied with their work space.
80 66 60 40 20 0 Yes No 14
16 14 14 12 10 8 6 4 2 0 Yes No
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Yes : 47.50%
No : 52.50%
In response to the above question the opinion was a bit divided. While 47.5 per cent (38) of the respondents agreed that the bank's zone was indeed well away, the rest 52.5 per cent (42) of the respondents disagreed on this aspect. But what is worth noticing here is that almost half of the officers felt that the bank's zone was not in proximity. This in turn may mean that they are not satisfied with the locational aspect of the bank's zone.
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No
37
Yes
43
34
36
38
40
42
44
40 35 30 25 20 15 10 5 0
Non-Cooperation of Top M anagement Non-Cooperation of Subordinates Non-Appropriate Communicat ion System
Yes No
None felt that any political factor was responsible for below par performance. This leads us to believe that the major reasons for below par target achievement was a manifestation of non-cooperating behaviour and improper communication. Non-cooperation in behaviour is a way of avoidance of work and responsibility, which emanates from low job satisfaction.
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18 No
62 Yes
20
40
60
80
As many as 77.5 per cent (62) of the respondents were facing the problem of frequent transfers. Only 22.5 per cent (18) of the respondents were not facing such a problem. This is definitely not a good sign since a large number of officers may be suffering from dislocation and adjustments disorders which not only affect job productivity but also reduce their job satisfaction levels.
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It can be very well said that every officer used to give full weightage to their customers and they feel satisfaction in giving personalized attention and value to their customers. Though this indicator cannot be directly related to the level of job satisfaction of the officer but researchers thought it necessary to highlight this issue because this is like a golden feather in the bank's cap and it could be said that the bank is lucky enough to have such devoted and caring officers.
The officers were asked whether they were satisfied with the salary that they were receiving from the bank. About 66.25 per cent (53) of the respondents were satisfied with their salaries whereas the balance 33.75 per cent (27) of the respondents were not satisfied with their pay packets. Although majority of the officers were satisfied with their salaries, but the dissatisfied lot is also quite large, roughly 1/3rd of the total officers. This result may be a worrisome factor for the bank since inadequate salary or perception of being under-paid may lead to job dissatisfaction.
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cent (56) of the respondents favoured job rotation and the rest 30 per cent (24) of the respondents did not favour it. Regarding job enrichment, 63.75 per cent (51) of the respondents wanted the job to be more enriched but the rest 36.25 per cent (29) of the respondents felt on the contrary.
60 50 40
56 51
Yes No
This shows that the majority of the officers are not satisfied with the job design aspects of their organization.
More Satisfied Very much Satisfied Not at all Satisfied Satisfied in Some Aspects
76.30%
Plain Satisfied
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(6) were more satisfied, 6.2 per cent (5) were not at all satisfied, but none of the respondents were highly satisfied with their job. The 5 respondents who are not at all satisfied were from the 1st category of age and experience profile and 3rd category of education profile. The majority of plain satisfied officers (76.3 per cent) were falling in the 3rd and 4th category of age profile. Even the Ph.D. holders above 50 years age were found to be almost satisfied. At micro level (after review of the interviews) it could be established that those officers who were young and newly appointed were more ambitious. Before joining the bank they were expecting to become IAS officers but could not become so.
Conclusion
While concluding, it could be said that with the change of satisfaction determinants, level of job satisfaction also varies. It is also 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. Overall the job satisfaction of bank officers though is not very high but still satisfactory. But there is still considerable room for improvements.
References
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Allan, Louis A, Management and Organization, McGraw Hill International Book Company, Auckland. Chhabra, T N and P K Taneja, Banking Theory and Practice, Dhanpat Rai & Sons, Delhi. Flippo, E N, Personnel Management, McGraw Hill International Book Company, New York. Harold, Koontz; C O Donnel and W Heinz (1987), Essential of Management, Tata McGraw Hill Publishing Co. Ltd., New Delhi. Sachedeva, Vishwa Nath (1991), Need to Erase the Traditional Line, Journal of Indian Banks Association, Bombay, December. Tandon, Prakash, Banking Century, Penguin Publishers, New Delhi. Kamal, Raj (1994), Need for Banking in Rural Sector, Indian Journal of Commerce, March-June. Sinha, S L N (1996), Reforms of Indian Banking System, Orient Longman, Madras. Upadhyaya, Rajeev (1985), Management of Commercial Banks in India, Deep & Deep Publications, New Delhi. Kotler, P (1985), Marketing Management, Prentice Hall India Pvt. Ltd., New Delhi.