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Chapter I

Introduction

1.1

INTRODUCTION:-

Work is central to most peoples lives. Hence, the investigation of various aspects of ones job is very important. No research pertaining to work can be complete without considering the well being at work. Job attitudes play a vital role in assessing the well being at work. One of the most extensively researched job attitudes in the industrial and organizational psychology literature is Job Satisfaction (Highhouse & Becker, 1993). The number of articles and books investigating this concept has increased from over 3000 in 1976 (Locke, 1976), to over 5000 in 1992 (Harwood & Rice, 1992) and over 10000 in 2002 (Maher, 2002). In addition, in the organizational sciences, job satisfaction occupies a central role in many theories and models of individual attitudes and behaviors.

Why does the concept of job satisfaction occupy a central role in industrial and organizational literature? Because the problem of job dissatisfaction exists across various spheres of industries around the world although numerous theories have been established and empirical studies conducted to address the problem. Job satisfaction had been a researchable concept in the past. It continues to be a researchable concept in the future as well with the ever changing social, economic, technological facets of the world and the emergence of new industries. Hence, more researches and empirical studies pertaining to the concept of job satisfaction are essential in order to enhance the boundaries of existing knowledge.

Although theories of job satisfaction have been extensively studied, researchers are yet to agree on the major predictors of Herzbergs two factor theory of job satisfaction, Hygiene factors and Motivation factors. Further, it seems very rare to find a good empirical study with respect to job satisfaction of bankers of SBI Bank, GRAMIN Bank, UCO Bank.

Employee motivation, as an area of research and practice, has an important role in the field of management. At the practical level, it is integral to employee performance, and, at the theoretical level, it provides a foundation for theories of effective management practices (Steers, et al., 2004). For managers, the concept of employee motivation plays a role in catalyzing employees ability and attitude in optimizing employee performance (Moorhead and Griffin, 1998). This is of particular concern in todays changing work environment, characterized by increased competition and globalization. In such a competitive business environment, a motivated workforce is a powerful source of competitive advantage.

The two-factor model, proposed by Herzberg et al (1959), was a theoretical departure from the traditional continuum concept of motivation by suggesting that job satisfaction and job dissatisfaction operated on different continua and were independent of each other. The model asserts that satisfaction is related to intrinsic work (motivating) factors, whereas dissatisfaction to extrinsic (hygiene) factors. Since then, the two-factor model has received both widespread support and criticism (Blum and Naylor, 1984). Several studies have attempted to test the validity of Herzbergs model. The empirical evidence is contradictory in nature, but it provides partial confirmation of the theory. Many studies show a mixing of intrinsic and extrinsic factors (Ewen, 1964; Blum and Naylor, 1984; Dash et al, 2008). In fact, Dash et al (2008) reported overall conformance with Hertzbergs theory, though with increased emphasis on work relationships, performance, and recognition as motivating factors. This independence of the determinants of satisfaction and dissatisfaction would be expected to extend from perceptions to actions. In particular, job satisfaction should mirror the motivating/hygiene dichotomy. Many studies focusing on organizational behavior have given extensive consideration motivation, employee job satisfaction and organizational performance. All these variables are interdependent on each other. Simply the association between motivation, job satisfaction and organizational performance can be viewed as: Motivation can be elaborated as what individuals strive to achieve better. However, not everyone gets motivated by the identical factors. Someone may get motivated by or satisfied by achieving higher authority and

responsibility where some other person merely needs flexibility in work schedule, or someone may be motivated by sense of accomplishment.

When we talk about motivation this only effects people when they are ready for it and when it is applied the best way suitable for them. That is, when it feeds the needs of the person to be motivated. Still the motivation will not have effect on individuals if they are unable to perform a task or if they are not willing for certain tasks. Here comes the role of leadership as leaders have to decide what foundation requirements are there to apply motivation and what sort of motivation is needed. Motivation is going to work if the right person with suitable skills is made responsible for the job or otherwise it will be wastage of resources and time, and may lead to an opposite side that creates an incapable and non willing job performer.

This report explores the impact of motivational and hygiene factor on job satisfaction of bank employees in Public sector bank. Bank now a days is a crucial element to most economies, mainly because of its large scale and importance at local, national and even international levels. Bank has undergone continuous and significant changes over the past few decades.

With the expansion of the banking industry, there comes into play the issue of how banks are striving to capture and retain their best staffs. The effort and contribution of their employees is the key feature to the competitive advantage and business success of the firm (Bent & Freathy, 1997).In any institution, whether it is in the bank industry or any other industry, it is important for the management to increase workers productivity by allowing workers to achieve their maximum potential.

Companies have been spending millions every year in recruiting, training and compensating their bankers so that they would be highly encouraged and inspired to perform well, and hence increased levels of profits of the company (Susan, 2003). In general, the consequences of a de-motivated workforce can be briefly explained in terms of high sales force supervision costs, absenteeism, and turnover rates.

The aim of this report is to explore impact of hygiene and motivational factor, and their levels of job satisfaction. Senior managers may benefit from this research because they could alter

their reward systems in order to motivate their staffs better so that it leads to high job satisfaction, and performance. However, it is reasonable to believe that the results of such findings by different scholars over a period of time may be overstated. Therefore, further analysis has been conducted to examine whether there is a mediator variable affecting the relationship between salary and job satisfaction.

The main aim of these report to find out the impact of motivational and hygiene theory on job satisfaction of employees in public sector bank. In these report the three main bank data is collected through there interprete the satisfaction level of employee. The three bank will be SBI, UCO, GRAMIN bank. The employees of these bank has help a lot for these project there perception and their satisfaction level towards job through based on the hygiene and motivation factor.It shows in that each and every employees is satisfied with their job under the Herzberg theory factor.

1.2

OBJECTIVE OF THE STUDY:-

The primary objective of the present research study can be furnished as follows. To find out the impact of Hygiene and Motivation Factors on job satisfaction of employees in Public Sector Banks.

Secondary objectives. To gather information and evaluate the present level of job satisfaction among bank employees. To find out whether there exists a significant difference in job satisfaction level of the employees in Public Sector banks.

To recommend ways and means to improve job satisfaction of the Public Sector Bank.

Chapter II

Literature Review

2.1 LITERATURE REVIEW :HERZBERGS MOTIVATION-HYGIENE THEORY OF MOTIVATION As pointed by Vroom (1964), motivation is derived from the Latin word movere, which means to move. It is an internal force, dependant on an individuals needs which drive him/her to achieve. Schulze and Steyn (2003) affirmed that in order to understand peoples behavior at work.managers or supervisors must be aware of the concept of needs or motives, which will help move their staffs to act. According to Robbins (2001), motivation is a needs-satisfying process which means that when an individuals needs are satisfied or motivated by certain factors, the individual will exert superior effort toward attaining organizational goals.

Theories of motivation can be divided to explain the behavior and attitude of employees (Rowley,1996; Weaver, 1998). These include content theories, based on the assumption that people have individual needs which motivate their actions, and theorists such as Maslow (1954), McClelland (1961), Herzberg (1966) and Alderfer (1969) are renowned for their works in this field. In contrast to content theories, process theories identified relations among variables which make up motivation and involve works from Heider (1958), Vroom (1964), Adams (1965), Locke (1976), and Lawler (1973). The main focus of this paper, however, is on Herzbergs theory of motivation. Herzbergs motivation-hygiene theory, also known as the two-factor theory has received widespread attention of having a practical approach toward motivating employees. In 1959, Herzberg published his analysis of feelings of 200 engineers and accountants from over nine companies in the United States. These professionals were asked to describe job experiences where they felt either extremely bad or exceptionally good about their jobs and rated their feelings on these experiences. Responses about good feelings are generally related to job content (motivators), and responses about bad feelings are associated with job context (hygiene factor). Motivators came about with factors built into the job itself, such as achievement, recognition, responsibility and advancement. Hygiene factors were related to feelings of dissatisfaction within the employees and were extrinsic to the job, such as interpersonal relations, salary, supervision and company policy (Herzberg, 1966).

Winer and Schiff (1980) have conducted a number of studies using Herzbergs dual factor theory. They found that achievement variable was the highest rated motivator. Likewise, making more money received second highest rating in the study, followed by chances of promotion and recognition. In contrast, Lucas (1985) discovered that supervisor employee relationship was a significant factor of worker satisfaction and two hygiene factors were reported significantly, namely company policy, and relationship with peers.

A main point to be noted from Herzberg research was that he perceived motivational and hygiene factors to be separated into two different dimensions affecting separate aspects of job satisfaction. This belief was very much different from the traditional approach of viewing job satisfaction and dissatisfaction as opposite ends of the same continuum (Herzberg, 1966). Hygiene factors prevent dissatisfaction but they do not lead to satisfaction. They are necessary only to avoid bad feeling at work. On the other hand, motivators are the real factors that motivate employees at work.

The two-factor theory was tested by many other researchers. However, they showed very different results. Some of the factors declared by Herzberg (1966) as hygiene factors are actually motivators in their research. The results of Herzbergs theory can be different if the test is conducted in different industries. The differences are due to the intensity of the labor requirement, and the duration of the employment (Nave, 1968). Extensive criticism has emerged in making distinction between hygiene factors and motivators. While some factors have proved to fall accurately within the two groups, certain factors, particularly salary have proven ambiguous in the position as a motivator or hygiene factor

In 1959, Hertzberg, Mausner, and Snyderman published their findings in which they concluded that job satisfaction and dissatisfaction must be separated into two different continua. This belief was a departure from the traditional approach that viewed job satisfaction and dissatisfaction as being on opposite ends of the same continuum. The findings supported their belief that job satisfaction was basically determined by one set of factors, and job dissatisfaction basically by a different set of factors.

They were asked to identify those situations that lead to satisfaction or dissatisfaction. The results showed that job satisfaction was associated with positive intrinsic sources that related to the content of the job such as achievement, recognition, work itself, responsibility, and advancement which Herzberg termed motivators. On the other hand, job dissatisfaction stemmed from negative extrinsic sources relating to the context of the job such as company policy and administration, supervision, salary, recognition, and relationship with supervisor & peers which he labelled as hygiene factors.

On the basis of these findings, Herzberg et al., (1959) proposed that paying attention to motivator factors will increase job satisfaction, but will not affect job dissatisfaction. Alternatively, paying attention to hygiene factors will decrease job dissatisfaction but will not increase job satisfaction Some researchers have found support for the theory (i.e., Schmidt, 1976), whilst others have contradicted the theory (e.g., Brenner, Carmack & Weinstein, 1971; Hill, 1986). Critics of Herzbergs theory argue that the results he obtained are artificial and criticize his methodology in collecting the data. It is common for people to attribute positive events to internal reasons and negative events to external forces (Vecchio, 2000). In addition, Herzbergs research was conducted among supervisors and middle management. Therefore its applicability to other areas of work or to workers of a different culture, is questionable (Fraser, 1989). However, this study has been replicated across other populations and included different occupation levels. The results of these studies still support Herzbergs theory (Herzberg, 1990). Thus, it can be concluded that Herzbergs theory is applicable to other cultures and other occupations.

Despite the criticism, this theory has had a major influence on the field of management and is said to be one of the most widely known theories of motivation in managerial circles. According to Vecchio (2000) Herzbergs theory also influenced job redesign and Robbins (2001) states that the popularity of vertically expanding jobs to allow workers more responsibility can be attributed to Herzbergs research.

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The literature refers to it as Herzbergs theory, the two-factor theory and the motivation hygiene theory. Herzberg et al., (1959) proposed that an employees motivation to work is best understood when the respective attitude of that employee is understood. As a result of his inquiry into the attitudes of employees, Herzberg et al. (1959) developed two distinct lists of factors. One set of factors caused happy feelings or a good attitude within the worker, and these factors, on the whole, were task-related. The other grouping was primarily present when feelings of unhappiness or bad attitude was evident, and these two factors, Herzberg claimed, were not directly related to the job itself, but to the conditions that surrounded doing that job. The first group he called motivators (job factors). These factors deal with job content and lead to job satisfaction. These factors are recognition, achievement, possibility of growth, advancement, responsibility, work itself. The second group Herzberg named hygiene factors (extra-job factors). These factors deal with job context and lead to job dissatisfaction. These are salary, interpersonal relations, supervision, company policy and administration, working conditions, status and job security (Herzberg, 1968). These dimensions are not on differing ends of one continuum; instead they consist of two separate and distinct continua. According to Herzberg, the opposite of job satisfaction is not dissatisfaction, but rather a simple lack of satisfaction. In the same way, the opposite of job dissatisfaction is not satisfaction, but rather no dissatisfaction. It has always been important to lead employees to do what employers or customers want and to give satisfaction to employees in the workplace for improved productivity. Vroom (1964) defined motivation as an internal energy, based on an individuals needs that encourage oneself to accomplish something. Herzberg (1968) suggested in a Two-Theory of Motivation that there were two factors driving employee satisfaction in the workplace: motivation factors and hygiene factors. Hygiene factors, if lacking in a vocational environment, can lead to workers job dissatisfaction. The role of hygiene factors is simply to prevent workers discontent. In other words, these factors do not lead to higher levels of motivation but, without them, there is dissatisfaction. Unlike hygiene factors, motivation factors can truly encourage employees to work hard and enjoy their jobs. These factors involve what people actually do on the job and should be engineered into the jobs employees do in order to develop intrinsic motivation within the workforce (Herzberg, 1976, 1984). Specific examples of hygiene factors are organizational policy, interpersonal relations, job conditions, traffic

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during the commute, career stability, supervision, and guaranteed retirement fund. Motivators are personal growth, passion for the job, social responsibility, opportunity for advancement, respect, praise, recognition, and the feeling of achievement (Daft, 2003). An interesting point is that salary can be a hygiene factor or a motivator according to the meaning of itself. If salary does not have any meaning other than buying power it should considered as a hygiene factor.

Simply the association between motivation, job satisfaction and organizational performance can be viewed as: Motivation can be elaborated as what individuals strive to achieve better. However, not everyone gets motivated by the identical factors. Someone may get motivated by or satisfied by achieving higher authority and responsibility where some other person merely needs flexibility in work schedule, or someone may be motivated by sense of accomplishment.

When we talk about motivation this only effects people when they are ready for it and when it is applied the best way suitable for them. That is, when it feeds the needs of the person to be motivated. Still the motivation will not have effect on individuals if they are unable to perform a task or if they ar3e not willing for certain tasks. Here comes the role of leadership as leaders have to decide what foundation requirements are there to apply motivation and what sort of motivation is needed. Motivation is going to work if the right person with suitable skills is made responsible for the job or otherwise it will be a wastage of resources and time, and may lead to an opposite side that creates an incapable and non willing job performer.

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DUAL THEORY OF JOB SATISFACTION BY HERZBERGJob satisfaction started when Herzberg published his book THE MOTIVATION TO WORK (1959). This book was based on interviews conducted with engineers and accountants. The respondents were asked to narrate a story about the event when they went exceptionally bad or exceptionally good. According to those situations he divided work dimensions in two elements Motivators and Hygiene factors. All those factors those caused exceptionally good feelings were motivators and satisfying factors; achievement, recognition, work itself, responsibility, advancement, and growth.

While recalling about the exceptionally bad events, they responded following points, administration of the company and its policy, supervisory behavior, relationship with superiors, working environment, salary, relationship with coworkers, relationships with subordinates, status, personal life, and safety measures. Herzberg narrated the above as Hygiene factors and related these events with external context of the work, and the motivators are going to deal with internal mind state. He compared his theory with traditional approach in motivation that assumes that salary, supervision or company policy leads employees towards higher job satisfaction. According to Herzberg job satisfaction is not through improving these 10 hygiene factors but by escalating the six motivators.

Moreover, an absence of the motivator factors will not cause job satisfaction e.g. when employees were not offered recognition or achievement or any other motivator for their work this will not cause the dissatisfaction of job yet they are not going to be motivated. The concept parallel to job satisfaction is not job dissatisfaction but no job satisfaction, and similarly opposite of job dissatisfaction is not job satisfaction but no job dissatisfaction.

Herzbergs theory was severely criticized and pointed out by various researche rs, as Vroom (1964) this theory was making people uncovering themselves and making them good by attributing positive events to internal factors and negative events to external events. Even (1964) also criticized his work as he said that this theory was based on a limited job range and

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examined only one aspect of the job attitude, but if critical incident method of interviewing is followed and used findings support the duality (Herzbergs) theory of job satisfaction.

CRITISICM OF HERZBERG THEORY The procedure that herzberg used is limited by its methodology. When things are going well, people tend to credit themselves. Contrarily they blame future on the extrinsic environment. The reliability of this methodology is questioned. Raters make to interpretations so they may contaminate the findings by interpreting one response in one manner while treating a similar response differently. No overall measure of satisfaction was utilized as a person may dislike a part of a job yet still think the job is acceptable overall. He assumes that a relationship between satisfaction and productivity, but the research methodology he used looked only at satisfaction and not at productivity.

In 1968 Herzberg stated that his two-factor theory study had already been replicated 16 times in a wide variety of populations including some in Communist countries, and corroborated with studies using different procedures that agreed with his original findings regarding intrinsic employee motivation making it one of the most widely replicated studies on job attitudes.

While the Motivator-Hygiene concept is still well regarded, satisfaction and dissatisfaction are generally no longer considered to exist on separate scales. The separation of satisfaction and dissatisfaction has been shown to be an artifact of the Critical Incident Technique (CIT) used by Herzberg to record events. Furthermore, it has been noted the theory does not allow for individual differences, such as particular personality traits, which would affect individuals' unique responses to motivating or hygiene factors.

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The studies included interviews in which employees where asked what pleased and displeased them about their work. Herzberg found that the factors causing job satisfaction (and presumably motivation) were different from those causing job dissatisfaction. He developed the motivation-hygiene theory to explain these results. He called the satisfiers motivators and the dissatisfiers hygiene factors, using the term "hygiene" in the sense that they are considered maintenance factors that are necessary to avoid dissatisfaction but that by themselves do not provide satisfaction.

Herzberg reasoned that because the factors causing satisfaction are different from those causing dissatisfaction, the two feelings cannot simply be treated as opposites of one another. The opposite of satisfaction is not dissatisfaction, but rather, no satisfaction. Similarly, the opposite of dissatisfaction is no dissatisfaction.

While at first glance this distinction between the two opposites may sound like a play on words, Herzberg argued that there are two distinct human needs portrayed. First, there are physiological needs that can be fulfilled by money, for example, to purchase food and shelter. Second, there is the psychological need to achieve and grow, and this need is fulfilled by activities that cause one to grow.

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The two-factor theory was notable for proposing that job satisfaction and job dissatisfaction are separate continua, and that the factors which affect job satisfaction are different to the factors which affect job dissatisfaction. Regardless of criticisms, Herzbergs theory has been widely read and its popularity is maintained over the past 30 years for measuring job satisfaction.

From the literature review it was established that work-related factors such as pay, relationship with supervisor, opportunity for growth, responsibility, etc could influence job satisfaction either positively or negatively. All the work related factors were found to correlate with the Job Satisfaction theories.

CONCEPTUAL MODEL The model or the construct used in this empirical study is Herzbergs Two Factor Theory.

Fig 2.1 (a) Hygiene Factors Salary Fringe Benefits Working condition Company Policy Relationship with Superior Relationship with Peer

Motivation Factors Possibility of Growth Achievements Recognition Work itself Responsibility

JOB SATISFACTION

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MOTIVATIONAL FACTOR Growth- This includes actual learning of new skills, with greater possibility of advancement within the current occupational specialty as well as personal growth. Work Itself - The actual content of the job and its positive or negative effect upon the employee whether the job is characterized as interesting or boring, varied or routine, creative or stultifying, excessively easy or excessively difficult, challenging or nondemanding. Responsibility - This includes both the responsibility and authority in relation to the job. Responsibility refers to the employees control over his or her own job or being given the responsibility for the work of others. Gaps between responsibility and authority are considered under the company policies and administration factor. Achievement - This includes the personal satisfaction of completing a job, solving problems, and seeing the results of ones efforts. Advancement - The actual change in upward status in the company. Increased opportunity changes with no increase in status are considered under responsibility. Recognition - This is the recognition by others for a job well done or personal accomplishment.

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HYGIENE FACTOR Company Policies & Administration - The feelings about the adequacy or inadequacy of company organization and management. This includes poor communications, lack of delegated authority, policies, procedures, and rules. Supervision - The competency or technical ability of the supervisor. This includes the supervisors willingness to teach or delegate authority, fairness, and job knowledge. Interpersonal Relations - The relationships between the worker and his or her superiors, subordinates, and peers. This includes both job related interactions and social interactions within the work environment. Status - Factors that involve some indication of status: private office, important sounding title, secretary, company car, and other perks. Changes in status would be considered under advancement. Working Conditions - Factors that involve the physical environment of the job: amount of work, facilities for performing work, light, tools, temperature, space, ventilation, and general appearance of the work place. Job Security - The employees job tenure and/or the companys stability or instability objective signs of the presence or absence of job security, not the feelings of security. Salary - This includes all forms of compensation and focuses on wage or salary increases or unfulfilled expectation of increases.

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THEORIES RELATED TO MOTIVATION AND JOB SATISFACTION

Research on motivation and job satisfaction has been conducted for many years. Ronen and Sadan (1984) noted most researchers consider Herzbergs Two-Factor Theory as best in incorporating the general research trends on the topic regarding the range of job satisfaction theories, which include Taylors Scientific Management, Hawthorne Studies, and Maslows Need Hierarchy Theory. According to the research related to motivation and job satisfaction, it is obvious that motivation factors are closely related to job satisfaction. However, it is still ambiguous whether intrinsic (motivators) or extrinsic motivators (hygiene factors) have more significant associations with job satisfaction, especially in the context of military foodservice operations. Likert (1961) and McGregor (1960) argued a more positive correlation exist between intrinsic motivators and job satisfaction. On the other hand, extrinsic motivators, such as good wages, job security, and opportunities for advancement and development, are more significant than intrinsic motivators in motivating employees inthe hospitality industry (Simons & Enz, 1995).

Additionally, employee satisfaction is directly linked with customer satisfaction. Higher customer satisfaction could be generated by increasing job satisfaction among service personnel (Rogers, Clow, & Kash, 1994). Employees negative internal perceptions of their organizations can negatively impact customer satisfaction. In other words, satisfied employees are a crucial resource through which service organizations can obtain a competitive advantage (Schneider & Bowen, 1993). According to Solnet (2007), employees identification with their bank, a measure of job satisfaction, determines employee attitudes and their subsequent behavior. It has a significant correlation with customer satisfaction . In the bank industry, employee satisfaction is very important. Opportunities for bonuses as an incentive are another good way to increase employee satisfaction (Walkup, 2002). Thus, it is logical that motivators related to employee satisfaction can eventually have an effect on customer satisfaction.

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There have been a number of empirical studies on Herzbergs Two-Factor Theory of Motivation and job satisfaction in the hospitality industry. Herzberg (1968) insisted if the hygiene factors are present, job satisfaction will follow, but it will not encourage employees to increase productivity. However, unlike Herzbergs assertion, Simons and Enz (1995) pointed out that hygiene factors, such as good wages and job security, are more important than motivators, such as interesting work and full appreciation of work done, in satisfying hotel employees. In addition, according to Chitiris (1988), when an organization did not allow employees an opportunity to satisfy most of their needs, hygiene factors became more powerful sources of motivation than motivators, and they led to improved performance and productivity. Methodological inconsistencies and the fact that different researchers have used different motivation variables have affected the contraposition about Herzbergs Two -Factor Theory (Chitiris, 1988). Therefore, we cannot conclude that Herzbergs proposal regarding motivation is readily applicable to all kinds of organizations. In other words, Herzbergs TwoFactor Theory needs to be reexamined to understand which motivation factors are more significant in different organizations.

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JOB SATISFACTION

Job satisfaction is associated with salary, occupational stress, empowerment, company and administrative policy, achievement, personal growth, relationship with others, and the overall working condition. It has been argued that an increase in job satisfaction results in a rise in worker productivity (Wright & Cropanzano, 1997; Shikdar & Das,2003). As mentioned by Dunnette, Campbell and Hakel (1967) and Robbins (2001), job satisfaction is an emotional state which a person perceives a variety of features of his/her work or the work environment. Therefore, it has major consequences on their lives. Locke (1976) indicated that the most common outcome of job satisfaction is on a persons physical health, mental health and social life. Moreover, Rain, Lane and Steiner (1991) claimed that job satisfaction is connected to life satisfaction, whereby people who are satisfied with their jobs will tend to be happy with their lives as well, and vice versa. Coster (1992) supported the view that work can have on peoples lives. Furthermore, Breed and Breda (1997) indicated that job satisfaction may impact on absenteeism, complaints and labor unrest. Therefore, it is understood that satisfied workers will be much more productive and be retained within the organization for a longer period in comparison to displeased workers who will be less useful and will have a greater tendency to quit the job (Crossman, 2003). More importantly, satisfied workers not only lead to better performances, but provide a higher service experience to customers which could result in creating customer satisfaction. According to Dawson (2005), employee satisfaction is associated with positive employee behavior. It is undeniable that satisfied workers generate loyal and satisfied customers to the company. It is assumed that motivation and satisfaction are very similar, and in many cases thought of as synonymous terms. According to Hersey and Blanchard (1988), they are quite different from one another in terms of reward and performance. They pointed out that motivation is influenced by forward-looking perceptions regarding the relationship between performance and rewards, whereas satisfaction concerns on how people feel about the rewards they have received. In other words, motivation is a consequence of expectations of future while satisfaction is a consequence of past events (Carr 2005). Huselid (1995) believed that if workers are not motivated, turnover will increase and employees will become frustrated and unproductive. Various other researchers who investigated on motivation and job satisfaction

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supported this statement (Maidani, 1991; Tietjen & Myers, 1998; Robbins, 2001; Parsons & Broadbridge, 2006). Under Herzbergs (1966) theory, workers who indicate satisfaction with both motivator and hygiene factors should be top performers and those who are dissatisfied with both factors should be poor performers. Christopher (2005) found no support for this, and his research concluded that Herzbergs results only prove accurate under his original methodology. Theories of worker motivation address a model connecting job satisfaction, motivation and performance. Considerable importance is attached to these concepts, and there is a need for clarification on how distinct satisfaction and motivation are from each other. On one end, job satisfaction is an emotional response accompanying actions or thoughts relating to work, whereas motivation is the process that activates behavior. As satisfaction is an attitude, it is possible for a worker to be satisfied with his job but not be motivated. Hence, motivation and satisfaction are not synonymous with each other. It is vital to clarify the distinction between the concepts so that it is easier to understand that motivation leads to satisfaction, which ultimately leads to performance.

The concept of job satisfaction has been defined in many ways. Job satisfaction is a positive feeling about ones job resulting from an evaluation of its characteristics (Robbins & Ju dge, 2007). Job satisfaction is defined by Arnold and Feldman (1986) as the amount of overall positive affect (or feelings) that individuals have towards their jobs .Locke (1976) describes job satisfaction as a pleasurable or positive emotional state resulting from the appraisal of one's job or job experiences. According to Robbins (1996), Job satisfaction is the difference between the amount of rewards employees receive and the amount they believe they should receive. Again Mobey and Lockey (1970) opined Job satisfaction and dissatisfaction are function of the perceived relationship between what one expects and obtains from ones job and how much importance or value one attributes to it.

There has been disagreements among researchers about whether Job satisfaction has multiple dimensions. Researchers like Porter (1961) defines Job satisfaction as a one-dimensional contract; that is, one is generally satisfied or dissatisfied with ones job. In contrast, Smith, Kendall and Hulin (1969) argue that Job satisfaction is multidimensional; that is one may be

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more or less satisfied with ones supervisor, pay or workplace etc. Spector (1997) defines job satisfaction as the extent to which employees like their job and its components. He says there are two approaches in the study of job satisfaction: the global approach and the facet approach. The global approach considers job satisfaction as a single, overall feeling towards the job, whilst the facet approach focuses on different factors of job satisfaction such as pay and the work environment. Fraser (1983) states that job satisfaction is not a unitary factor. He says it is possible that an individual could be satisfied with one factor of the job, such as work, but be dissatisfied with another factor, like pay. According to Mitchell and Lasan, (1987), it is generally recognized in the organizational behaviour field that job satisfaction is the most important and frequently studied attitude. Luthan (1998) posited that there are three important dimensions to job satisfaction : Job satisfaction is an emotional response to a job situation. As such it cannot be seen. It can only be inferred. Job satisfaction is often determined by how well outcome meets or exceeds expectations. For instance, if organization participants feel that they are working much harder than others in the department but are receiving fewer rewards they will probably have a negative attitudes towards the work, the boss and coworkers. On the other hand, if they feel they are being treated very well and are being paid equitably, they are likely to have positive attitudes towards the job. Job satisfaction represents several related attitudes which are most important characteristics of a job about which people have effective response. These to Luthans are: the work itself, pay, promotion opportunities, supervision and coworkers.

Job satisfaction is so important that its absence often leads to lethargy and reduced organizational commitment (Moser, 1997). Lack of job satisfaction is a predictor of quitting a job (Jamal, 1997). Sometimes workers may quit from public to private sector and vice versa. At other times the movement is from one profession to another. Explaining its nature some researchers (e.g. Flanegan, Johnson and Berret, 1996; Kadushin, and Kulys, 1995) tend to agree that job satisfaction is essentially controlled by factors external to the worker. From this viewpoint, satisfaction on a job might be motivated by the nature of the job, its pervasive social climate and extent to which workers needs are met, working conditions that are similar

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to local and international standards (Osagbemi, 2000), and extent to which they resemble work conditions of other professions in the locality. Other inclusions are the availability of power and status, pay satisfaction, promotion opportunities, and task clarity (Bolarin, 1993).

Most of the studies identified the relationship between job-related factors and Job satisfaction. Khaleque and Rahman (1987) conducted a study on Job satisfaction of Bangladeshi industrial workers regarding influence of some job facets including job content, coworkers, supervision, wage, promotion, work environment and communication. They concluded that job facets can be source of satisfaction as well as dissatisfaction.

The concept and assessment of job satisfaction began in 1911 with the research of Taylor. Taylor (911) stated that rewards like the earnings of the job, incentive payments, promotion, appreciation, and opportunities for progress could lead to increased job satisfaction ( as cited by Aslan, 2001). Various researchers have defined the term job satisfaction. Wiener (1982) states that, job satisfaction is an attitude towards work-related conditions, facets, or aspects of the job. Feinstein (2000) was of the view that Job satisfaction is more of a response to a specific job or various aspects of the job.

Job satisfaction is an important element from organizational perspective, as it leads to higher organizational commitment of employees and high commitment leads to overall organizational success and development (Feinstein,2000) additionally growth, effectiveness and efficiency of the organization and low employees intentions to leave the organization (Mosadeghard 2000). Obstinately, dissatisfied individuals leave the organization and inflate the motivation of those staying there (Feinstein, 2000) and as a result workers loose performance and efficiency and might sabotage the work and leave the job (Sonmezer and Eryaman 2008).

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FACTORS AFFECTING JOB SATISFACTION-

An employee's overall satisfaction with his job is the result of a combination of factors and financial compensation is only one of them. Management's role in enhancing employees' job satisfaction is to make sure the work environment is positive, morale is high and employees have the resources they need to accomplish the tasks they have been assigned. Working Conditions- Because employees spend so much time in their work environment each week, it's important for companies to try to optimize working conditions. Such things as providing spacious work areas rather than cramped ones, adequate lighting and comfortable work stations contribute to favorable work conditions. Providing productivity tools such as upgraded information technology to help employees accomplish tasks more efficiently contributes to job satisfaction as well. Opportunity for Advancement- Employees are more satisfied with their current job if they see a path available to move up the ranks in the company and be given more responsibility and along with it higher compensation. Many companies encourage employees to acquire more advanced skills that will lead to the chance of promotion. Companies often pay the cost of tuition for employees taking university courses, for example. During an employee's annual performance review, a supervisor should map out a path showing her what she needs to accomplish and what new skills she needs to develop in order to be on a track to advancement within the organization.

Workload and Stress Level- Dealing with a workload that is far too heavy and
deadlines that are impossible to reach can cause job satisfaction to erode for even the most dedicated employee. Falling short of deadlines results in conflict between employees and supervisors and raises the stress level of the workplace. Many times, this environment is caused by ineffective management and poor planning. The office operates in a crisis mode because supervisors don't allow enough time for employees to perform their assigned tasks effectively or because staff levels are inadequate.

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Respect from Co-Workers - Employees seek to be treated with respect by those they work with. A hostile work environment with rude or unpleasant coworkers -- is one that usually has lower job satisfaction. In an August 2011 survey published by FoxBusiness.com, 50 percent of those responding said they had personally experienced a great amount of workplace incivility. Fifty percent also believe morale is poor where they work. Managers need to step in and mediate conflicts before they escalate into more serious problems requiring disciplinary action. Employees may need to be reminded what behaviors are considered inappropriate when interacting with coworkers. Relationship with Supervisors - Effective managers know their employees need recognition and praise for their efforts and accomplishments. Employees also need to know their supervisor's door is always open for them to discuss any concerns they have that are affecting their ability to do their jobs effectively and impeding their satisfaction at the office. Financial Rewards - Job satisfaction is impacted by an employee's views about the fairness of the company wage scale as well as the current compensation she may be receiving. Companies need to have a mechanism in place to evaluate employee performance and provide salary increases to top performers. Opportunities to earn special incentives, such as bonuses, extra paid time off or vacations, also bring excitement and higher job satisfaction to the workplace.

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Chapter III

Problem Identification

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3.1 PROBLEM IDENTIFICATION:There has been a rapid expansion in Public sector bank during the last decade. The growth of private commercial banks has added a new dimension in the banking industry in the country.. Hence, the public trust and confidence have increased towards the Public sector bank.

A trend has emerged in the banking industry during the past few years that some of the executives from junior and middle levels resign from their respective posts in the local banks and embark to Gulf countries for employment. There is a significant number of bank executives express their willingness to change their banking careers if they will get opportunities . Upon inquiry, the respondents who express willingness they are very satisfied with current job.

Recruiting and retaining human talent is a issue for bank employees. I observes that there is rather high staff turnover at the middle / junior level management within the banking system due to dissatisfaction at some point of questionnaire. This affects the creation of a trained pool of staff to meet current requirements and future management succession needs. Although I does not consider this a critical issue at present, unless addressed appropriately. From the above observations, it is evident that there is a problem among bank employees with respect to their job satisfaction. In other words, there are evidences that quite a significant number of bank employees are not satisfied with their occupation.

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Chapter IV

Methodology

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4.1 METHODOLOGY :Research Methodology is a scientific and systematic way to solve research problem. A researcher has to design his research methodology i.e , in addition to the knowledge of methods/techniques he has to apply the methodology as well. The methodology may differ from problem to problem .Thus ,the scope of research methodology is wider then research methods. In a way, research methodology deals with the research methods and takes into consideration the logic behind the methods, we use. In the present study, only primary data have been used to fulfill the objectives of the study. Questionnaire and interview schedule have been prepared, and tested for their validity and reliability by the structured questionnaire and have been used for collecting data. The questionnaires are distributed to the customers directly and the filled in questionnaires are collected. Stratified random sampling method is used for the selection of sample customers. The sample size of the customers is 30.

RESEARCH DESIGNA research design or strategy is a general plan of how to go about answering the research questions. It contains the clear objectives, derived from the research questions and specify the sources of data collection" Research design also means the structuring of investigation aimed at identifying variables and their relationships to one another. This is used for the purpose of obtaining data to enable the researcher test hypotheses or answer research questions. It is an outline or a scheme that serves as a useful guide to the researcher in his efforts to generate data for his study.

For the purpose of this study, the questionnaire method has been adopted as the research design and the descriptive research design has been employed which is geared towards the collection of data for hypotheses testing. Descriptive research design is collected data here related to the demographic or the behavioural variables of the respondents under study.

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JUSTIFICATION FOR RESEARCH DESIGN -

The research design chosen for this project is the questionnaire method. This is because according to the greatest use of the questionnaire is made by the survey strategy. The survey method is also a popular and common strategy in Business and Management research. They further observe that it has several advantages:

i) It allows the collection of a large amount of data from a sizable population in a highly economic way. ii) Based on the questionnaires, the data are standardized. iii) The survey method is perceived as authoritative by people in general. iv) It is easily understood. v) It gives more control over the research process. Consequently, these factors have influenced the choice of the questionnaire method as the research design for this project and the justification cannot be far fetched, as these reasons are coherent.

SAMPLING DESIGN Non probality sampling Non Probability sampling is that sampling procedure which does not afford any basis for estimating the probability that each item in the population has of being included in the sample . In this report use (Convenience sampling)

RESEARCH INSTRUMENT-

The basic research instrument used in this study is the questionnaire. This involves the administration of well-structured questionnaires to respondents who are bankers and/or regulators in the banking industry. The responses were analyzed and used to test the hypothesis from which valid decisions and conclusions were drawn.

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Questionnaire method is method of Primary data collection in which we directly interact with respondents to solve the research question. Questioning is usually faster cheaper than any other observation.

DATA COLLECTION-

Depending upon the sources utilized ,whether the data has come from Actual observation or from records that are kept for normal purposes ,statistical data can be classified into two categories, primary and secondary data :

1.Primary Sources (Structured Questionnaire):A well-structured questionnaire was prepared and administered on banking sector which filled by customer to know there perception & expectation from bank & know the gap between expectation & perception & major reason behind these gap.

A questionnaire consist of 1question which are based on likert scale. These were Strongly Agree, Agree, Disagree, strongly Disagree.. The calibrations were as follows: Strongly Agree = 1, Agree =2, Disagree = 3, strongly Disagree = 4.

2. Secondary Sources -Desk Research: This aspect involves the collection of secondary data from internet , journals.

RESEARCH POPULATION The population is a census of all the elements or subjects of interest and may be finite or infinite The full set of cases from which the sample is taken is called the population. The population in this study consists of 30 according to our convenience . It is therefore imperative that a sample of the population must be taken for the purpose of this research.

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SAMPLE PROCEDURE-

Sampling techniques provide a range of methods that enables the researcher to reduce the amount of data the researcher needs to collect by considering only data from a subgroup rather than all possible . Thus, this study is based on a sample size of 30 employess of bank.

STATISTICAL TECHNIQUE-

In these report the statistical technique is used is correlation the relation between motivational and job satisfaction and the relation between hygiene factor and the job satisfaction.Using the correlation statistical technique to do this analysis. The correlation use to determine the relationship between two variable..For example you can examine the relationship between a locations average temperature & the user of air conditioners. enables a researcher to find out if the values of the two variables are independent or associated. It is based on a comparison of the observed values in the table with what might be expected if the two distributions were entirely indendepent. It contain 15 question which likert scale in which four different option is there in which correlation technique is used.

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Chapter V

Results & Discussion

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5.1 ANALYSIS INTERPRETATION:The data for the study was collected from a sample size of thirty employees in Public Sector bank . The data was collected from the respondents using a structured questionnaire. The respondents were asked to determine, in their opinion, which of the factors were motivating factors in the sense that the presence of the factor would lead the respondent to feel satisfied with the organization and would result in their continuing with the organization, and which of the factors were hygiene factors in the sense that the absence of the factor would lead the respondent to feel dissatisfaction with the organization and would result in their quitting the organization. Through these interpretation it shows the impact of motivating factor and hygiene factor on job satisfaction . The interpretation is based on the three banks such as SBI, UCO, GRAMIN BANK.

S.NO 1 2 TOTAL

JOB POSITION EXECUTIVES NON EXECUTIVES

RESPONDENTS PERCENTAGE 5 25 30 16.66 83.33 100

120 100 80 60 40 20 0 EXECUTIVES NON EXECUTIVES % RESPONDENTS

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Q.1 I am proud to work in this bank because it recognizes my achievements.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 14 16 0 0 30

% 46.66 53.33 0 0 100

60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (a)

Through this data it interpret that impact of motivating factor satisfies the employee it shows in these that employees in public sector bank 46.66% strongly agree that they feel proud to work in their bank because it recognize their achievement . Most respondents 53.33% agree through these statement.

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Q.2 My job allows me to learn new skills for career advancement.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 13 17 0 0 30

% 43.33 56.66 0 0 100

60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (b)

Through this data it interpret that impact of motivating factor satisfies the employee it shows in these that employees in public sector bank 43.33% strongly agree that there jobs allow them to learn some new things which is beneficial and motivating factor for their career advancement and job satisfaction increases. Most respondents 56.66% agree through these statement.

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Q.3 I receive adequate recognition for doing my job well.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 10 20 0 0 30

% 33.33 66.66 0 0 100

70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (c)

Through this data it interpret that impact of motivating factor satisfies the employee it shows in these that employees in public sector bank 33.33% strongly agree that they receive adequate recognition for doing any job well and their organization always encourage recognize them by giving any monetary and non monetary benefit which increases job satisfaction among employees. Most respondents 66.66% agree through these statement.

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Q.4 My work is thrilling and I have a lot of variety in tasks that I do.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 12 15 3 0 30

% 40 50 10 0 100

50 45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Disagree Strongly Disagree

Respondents %

GRAPH No. 5.1 (d)

Through this data it interpret that impact of motivating factor satisfies the employee it shows in these that employees in public sector bank 40% strongly agree that they think that in their work there is thrilling and have a lot of variety in task to do which increases job satisfaction among employees. Most respondents 50% agree through these statement and few respondents is disagree with these statement.

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Q.5 I am proud to work in this bank because I feel I have grown as a Person.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 20 10 0 0 30

% 66.66 33.33 0 0 100

35 30 25 20 15 10 5 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (e)

Through this data it interpret that impact of motivating factor satisfies the employee it shows in these that employees in public sector bank 66.66% strongly agree that they said to be proud to work in there bank they believe that they have grown as a person which increases there satisfaction level towards job. Most respondents 33.33% agree through these statement .

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Q .6 I am proud to work for this bank because the bank policy is favorable for its workers.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 22 8 0 0 30

% 73.33 26.66 0 0 100

80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (f)

Through this data it interpret that impact of hygiene factor in Herzberg theory plays and important role their presence satisfies the employee but not motivate them it shows in these that employees in public sector bank 73.33% strongly agree that they said to be proud to work on this bank the company policy is favorable for all the workers working their. Most respondents 26.66% agree through these statement .

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Q. 7 I feel satisfied at work because of my relationship with my Supervisor.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 20 10 0 0 30

% 66.66 33.33 0 0 100

70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (g)

Through this data it interpret that impact of hygiene factor satisfies the employee it shows in these that employees in public sector bank 66.66% strongly agree on that the feel satisfied at work because their relationship with their supervisor it increases their satisfaction level towards work . Most respondents 33.33% agree through these statement.

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Q.8 I am encouraged to work harder because of my salary.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 1 20 9 0 30

% 3.33 66.66 30 0 100

70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (h)

Through this data it interpret that impact of hygiene factor satisfies the employee it shows in these that employees in public sector bank they are 66.66% agree that they work hard because of their salary. Some respondents are disagree with this statement they work hard not for the salary.

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Q .9 I feel satisfied because of the comfort I am provided at work.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 21 9 0 0 30

% 70 30 0 0 100

70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (i)

Through this data it interpret that impact of hygiene factor satisfies the employee it shows in these that employees in public sector bank they are 70% strongly agree that they feel satisfied the working condition have been provided by their bank . Few 30 % respondents are agree through these statement.

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Q. 10 I believe my job is secure.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 20 10 0 0 30

% 66.66 33.33 0 0 100

70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (j)

Through this data it interpret that impact of hygiene factor satisfies the employee it shows in these that employees in public sector bank they are 66.66% strongly agree feel that their job is secure in their organization where they work . Few 30 % respondents are agree through these statement.

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Q .11 I am satisfied with what I achieve at work.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 5 25 0 0 30

% 16.66 83.33 0 0 100

90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (k)

Through this data it interpret that job satisfaction among the employee it shows in these that employees in public sector bank they are 83.33% agree with these statement and employees are satisfied whatever they are achieve at work.

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Q.12 I am satisfied with my job.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 20 10 0 0 30

% 66.66 33.33 0 0 100

70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (L)

Through this data it interpret that job satisfaction among the employee it shows in these that employees in public sector bank they are 66.66% strongly agree with these statement and employees are satisfied with their job.

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Q.13 I am happy with the way my colleagues and superiors treat me.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 25 5 0 0 30

% 83.33 16.66 0 0 100

90 80 70 60 50 40 30 20 10 0 Strongly Agree Agree Disagree Strongly Disagree Respondents %

GRAPH No. 5.1 (m)

Through this data it interpret that job satisfaction among the employee it shows in these that employees in public sector bank they are 83.33% strongly agree with these statement and employees are satisfied and happy with the way their colleagues superior treat them.

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Q. 14 I feel good at work.

S.NO 1 2 3 4 TOTAL

RESPONSE Strongly Agree Agree Disagree Strongly Disagree

RESPONDENTS 15 15 0 0 30

% 50 50 0 0 100

50 45 40 35 30 25 20 15 10 5 0 Strongly Agree Agree Disagree Strongly Disagree

Respondents %

GRAPH No. 5.1 (n)

Through this data it interpret that job satisfaction among the employee it shows in these that employees in public sector bank they are 50% strongly agree and agree with these statement and employees are feel good at work

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5.2 FINDING OF THE STUDY:(1) There was a positive relationship between the motivation factor and job satisfaction.

(2) There was a positive relationship between the hygiene factor and job satisfaction.

(3) Overall the employees were quiet satisfied with their jobs and had their interest in their job

(4) More than average employees are motivated to work for the organization. (5) In some statement few employees are disagree.

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Chapter VI

Conclusion

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6.1 CONCLUSION:People are always the vital resource of the organization. And at times, they are often neglected at their jobs which lead to their failure to perform. Thus here we need to understand what motivates people and how they get satisfied from their job that leads to organizational performance . This implies that all other factors which may affect the job satisfaction have a less effect than that of hygiene and motivation factors. Furthermore, except for salary, benefits, working condition, relationship with peers and growth, other hygiene and motivation factors are not significant predictors of the job satisfaction. It can be concluded that the main objective of this study has been achieved satisfactorily.

Evaluating the present level of job satisfaction among bank employees is one of the secondary objectives in this empirical study. Research findings imply that the majority of the respondents have a fairly good level of satisfaction with respect to their jobs as well as hygiene & motivation factors. Hence, it is apparent that the said objective has been achieved satisfactorily. There exist a strong relationship between Herzberg theory and job satisfaction among employees.

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6.2 SUGGESTION: Bank should develop good working conditions. This facilitates employees to do their work effectively. Bank should develop good relationship among employees by organizing events such as trips, family events, fun games at work, etc. through which, Job satisfaction of employees is enhanced. Organization should help the employees for their career development and growth. More consideration should be given for overall development of employees welfare facilities Employee satisfaction surveys should be carried out periodically More attention should be given to performance linked pay structure.

To increase the job satisfaction level of the employees the company should concentrate mainly on the incentive and reward structure rather than the motivational session. Ideal employees should concentrate on their job. Educational qualification can be the factor of not an effective job. Company should give promotion to those employees who deserve it.

For the researchers who want to do research on such variables, must see the validity of the model and intervening variables that may affect the relationship strongly.

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6.3 LIMITATION :However data is collected with full level of our efforts, yet there remain some flaws in our study. While doing research, many problems are there to be faced. The prime difficulties which are been faced in collection of data in this study are discussed below:

1. Short time period: The time period for carrying out the research was short as a result of which many facts have been left unexplored.

2. Lack of resources: Lack of time and other resources as it was not possible to conduct survey at large level.

3. Small no. of respondents: Only thirty employees have been chosen that was a small number to represent whole of the population.

4. Unwillingness of respondents: While collection of the data many employees were unwilling to fill the questionnaire due to lack of time. Respondents were having a feeling of wastage of time for them. 5. Small area for research: The area for study was limited to specific organizations that are quite a small area to judge job satisfaction level.

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BIBLIOGRAPHY
BOOKS:
T. N Chabra, Principle Of Practice In Management ,Chapter 12 , Pg No. 438

PERIODICAL:
Asian Academy of Management Journal, Vol. 16, No. 1, 7394, January 2011

International Journal of Business and Management Vol. 5, No. 11; November 2010

WEBSITES:
www.google.co.in www.scribd.com

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APPENDIX
Project report on the A study on the impact of hygiene and motivational factors on job satisfaction of employees in public sector bank. The data will be confidential PERSONAL INFORMATIONNAME:- ____________________ GENDER:-________ BANK NAME:-__________ DESIGNATION (EXECTIVE / NON EXECUTIVE)

S NO.

STATEMENT MOTIVATIONAL FACTOR I am proud to work to work in this company because it recognizes my achievements My job allows me to learn new skills for career advancement I receive adequate recognition for doing my job well My work is thrilling and I have a lot of variety in tasks that I do I am proud to work in my company because I feel I have grown as a person HYGIENE FACTOR I am proud to work for this company because the company policy is favorable for its workers I feel satisfied at work because of my relationship with my supervisor I am encouraged to work harder because of my salary

STRONGLY AGREE

AGREE

DISAGREE STRONGLY DISAGREE

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10 11 12

I feel satisfied because of the comfort I am provided at work I believe my job is secure JOB SATISFACTION I am satisfied with what I achieve at work I am satisfied with my job

Thanks a lot for your precious time

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