A STUDY ON EMPLOYEE JOB SATISFICATION IN IDBI BANK IN SOUTH TAMIL NADU REGION

PROJECT REPORT Submitted by

JOBIN V
REGISTER No: 720811631016

In partial fulfillment for the award of the degree Of

MASTER OF BUSINESS ADMINISTRATION

In HUMAN RESOURCE MANAGEMENT

DEPARTMENT OF MANAGEMENT STUDIES

HINDUSTHAN INSTITUTE OF TECHNOLOGY

(Affiliated to Anna University, Chennai) COIMBATORE JULY 2013

CERTIFICATE

Certified that this project report titled A STUDY ON JOB SATIFICATION IN IDBI BANK
OFFICERS IN SOUTH TAMIL NADU REGION is the bonafide work of MR.JOBIN V

who carried out the research under my supervision. Certified further, that to the best of my knowledge the work reported here in does not form part of any other project report or dissertation on the basis of which a degree or award was conferred on an earlier occasion on this or any other candidate.

Head of the Department

Guide

Project and Viva Voce Examination held on---------------------------------.

______________ Internal Examiner

______________ External Examiner

DECLARATION

I affirm that the project work entitled A STUDY ON JOB SATIFICATION IN IDBI BANK OFFICERS IN SOUTH TAMIL NADU REGION being submitted in partial fulfillment of the requirements of Anna University, Chennai for the award of MBA degree is the original work carried out by me. It has not formed the part of any other project work submitted for award of any degree or diploma, either in this or any other University.

______________________ (Signature of the Candidate)

V.JOBIN
(REG. NO) - 720811631016

ABSTRACT

A STUDY ON JOB SATIFICATION IN IDBI BANK OFFICERS IN SOUTH TAMIL NADU REGION is used to study the job satisfaction level of the employees in the organization and various factor involved in that.

The data were collected from both primary and secondary sources. The primary data is collected from various and employees in IDBI BANK limited through questionnaire. And I chose 75 as my sample.

The secondary data were collected from various journals, magazines, articles, various sites and company records. The main objective of my study is to analyze the factors that are used to improve ones job satisfaction level.

The study infers that most of the employees are satisfied with their job and also various benefits given by the organization.

ACKNOWLEDGEMENT I express my deep sense of gratitude and sincere thanks to Dr.T.RAVICHANDRAN, BE, ME, PhD, Principal of Hindusthan Institute of Technology, Coimbatore for permittingme to do this project. I express my heartfelt thanks to Dr.K.SAMUVEL, PGDIB, M.Com, M.B.A, M.Phil, Ph.D, Head of the department of Management Studies, Hindusthan Institute of Technology, and Coimbatore for inspiration and valuable suggestions for carrying out this endeavor. I am highly indebted to my faculty guideMrs.R.SHOBANA MBA, M.phil Assistant Professor of MBA Department, Hindusthan Institute of Technology, Coimbatore, who inspired me and guided me at every stage of the project work. I express my profound gratitude to my Family Members & Friends for their help and encouragement. I also take this opportunity to thank all those creative minds and helpful hearts for their assistance in making this project work a successful one.

__________

JOBIN V

TABLE OF CONTENTS CHAPTER NO. CONTENTS INTRODUCTION 1.1Definition & Concepts of Job Satisfaction 1.2 Importance of Job Satisfaction 1.3 Theories of Job Satisfaction 1.4 Creating Job Satisfaction 1.5 Factors influencing Job Satisfaction 1.6 Consequences of Job Satisfaction 1.7 Measuring Job Satisfaction 1.8 Relationships & Practical implications COMPANY PROFILE 2.1 History 2.2 Vision & Mission 2.3 Main Objects 2.4 Products & Services 2.5 Organisation Chart 2 2.6 Working Result RESEARCH METHODOLOGY 3.1 Research design 3 4 3.2 Data collection method DATA ANALYSIS AND INTERPRETATION 44 5 FINDINGS SUGGESTIONS CONCLUSION BIBILIOGRAPHY APPENDIX 47 48 20 22 24 12 14 15 15 17 18 PAGE NO. 1 1 3 4 5 8 8 9

TABLE NO. 4.1.1 4.1.2 4.1.3 4.1.4 4.1.5 4.1.6 4.1.7 4.1.8

4.1.9 4.1.10 4.1.11 4.1.12 4.1.13 4.1.14 4.1.15 4.1.16 4.1.17 4.1.18 4.1.19

LIST OF TABLES TABLE SHOWING RESPONDENTS OPINION ABOUT PROMOTIONAL OPPORTUNITIES TABLE SHOWING RESPONDENTS OPINION ABOUT WORKING CONDITION TABLE SHOWING RESPONDENTS OPINION ABOUT NATURE OF JOB TABLE SHOWING RESPONDENTS OPINION ABOUT TRAINING OPPORTUNITIES TABLE SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH MANAGEMENT TABLE SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH CO-WORKERS TABLE SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH JOB SECURITY TABLE SHOWING RESPONDENTS OPINION ABOUT SATISFACTION TOWARDS CAREER-DEVELOPMENT TABLE SHOWING RESPONDENTS OPINION ABOUT SATISFACTION TOWARDS RECOGNITION AND AWARD SYSTEM TABLE SHOWING RESPONDENTS OPINION ABOUT WORK STRESS/PRESSURE RELATIONSHIP BETWEEN AGE AND LEVEL OF SATISFACTION RELATIONSHIP BETWEEN GENDER AND LEVEL OF SATISFACTION RELATIONSHIP BETWEEN EXPERIENCE AND LEVEL OF SATISFACTION RELATIONSHIP BETWEEN EDUCATION AND LEVEL OF SATISFACTION RELATIONSHIP BETWEEN PAY AND LEVEL OF SATISFACTION RELATIONSHIP BETWEEN MARITAL STATUS AND LEVEL OF SATISFACTION CHI-SQUARE TEST FOR AGE AND LEVEL OF SATISFACTION CHI-SQUARE TEST FOR GENDER AND LEVEL OF SATISFACTION CHI-SQUARE TEST FOR EXPERIENCE AND LEVEL OF SATISFACTION CHI-SQUARE TEST FOR EDUCATION AND LEVEL OF SATISFACTION

PAGE NO. 25 26 27 28 29 30 31 32

33 34 35 35 36 36 37 37 38 39 40

4.1.20

41

4.1.21 4.1.22 5.1.1.1

CHI-SQUARE TEST FOR PAY AND LEVEL OF SATISFACTION CHI-SQUARE TEST FOR MARITAL STATUS AND LEVEL OF SATISFACTION TABLE SHOWING THE OVERALL SATISFACTION OF EMPLOYEES

42 43 44

FIGURE NO. 4.2.1 4.2.2 4.2.3 4.2.4 4.2.5 4.2.6 4.2.7 4.2.8 4.2.9

LIST OF CHARTS CHART SHOWING RESPONDENTS OPINION ABOUT PROMOTIONAL OPPORTUNITIES CHART SHOWING RESPONDENTS OPINION ABOUT WORKING CONDITION CHART SHOWING RESPONDENTS OPINION ABOUT NATURE OF JOB CHART SHOWING RESPONDENTS OPINION ABOUT TRAINING OPPORTUNITIES CHART SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH MANAGEMENT CHART SHOWING RESPONDENTS OPINION ABOUT RELATIONSHIP WITH CO-WORKERS CHART SHOWING RESPONDENTS OPINION ABOUTSATISFACTION TOWARDS JOB SECURITY CHART SHOWING RESPONDENTS OPINION ABOUT CAREER DEVELOPMENT CHART SHOWING RESPONDENTS OPINION ABOUT SATISFACTION TOWARDS RECOGNITION AND AWARD SYSTEM CHART SHOWING RESPONDENTS OPINION ABOUT WORK STRESS CHART SHOWING OVERALL JOB SATISFACTION

PAGE NO. 25 26 27 28 29 30

31 32

33 34 44

4.2.10

5.1.2.1

CHAPTER 1 INTRODUCTION-JOB SATISFACTION

1.1. DEFINITION:

"Job satisfaction is defined as "the extent to which people like (satisfaction) or dislike (dissatisfaction) their jobs" .In simple words, job satisfaction can defined as extent of positive feelings or attitudes that individuals have towards their jobs. When a person says that he has high job satisfaction, it means that he really likes his job, feels good about it and value his job dignity. Some Specialized Opinion regarding Job Satisfaction:

ANDREW BRIN Job satisfaction is the amount of pleasure or contentment associated w i t h a j o b . I f y o u l i k e y o u r j o b intensely, you will experience high job satisfaction .if you dislike your job intensely, you will experience job dissatisfaction.

P. Robbins Job satisfaction is a general attitude towards one s job: the difference b e t w e e n t h e a m o u n t o f r e w a r d workers receive and the amount they believe they should receive.

Fieldman and Arnold Job satisfaction will be defined as amount of overall positive affect that individuals have towards their jobs.

1.2. IMPORTANCE OF JOB SATISFACTION:

Human life has become very complex and completed in now-a-days. In m o d e r n s o c i e t y t h e n e e d s a n d requirements of the people are ever increasing

and ever changing. When the people are ever increasing and ever changing when the peoples needs are not fulfill ed they become dissatisfied. Dissatisfied people are likely to contribute very little for any purpose. Job satisfaction of industrial workers us very important for the industry to function successfully. Apart from managerial and technical aspects, employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction..Job satisfaction is important technique used to motivate the employees to work harder. It is often said that A HAPPY EMPLOYEE IS A PRODUCTIVE EMPLOYEE. A happy employee is generally that employee who is satisfied with his job. Job satisfaction is very important because most of the people spend a major portion of their life at working place. Moreover, job satisfaction has its impact on the general life of the employees also, because a satisfied employee is a contented and happy human being. A highly satisfied worker has better physical and mental well being. Job satisfaction, a worker's sense of achievement and success, is generally perceived to be directly linked to productivity as well as to personal wellbeing. Job satisfaction implies doing a job one enjoys, doing it well, and being suitably rewarded for one's efforts. Job satisfaction further implies enthusiasm and happiness with one's work. The Harvard Professional Group (1998) sees job satisfactions the key ingredient that leads to recognition, income, promotion, and the achievement of other goals that lead to a general feeling of fulfillment. 1.2.1. Importance to Worker and Organization From organizational point of view: Managerial and technical aspects: Job satisfaction of industrial workers us very important for the industry to function successfully. Industrial aspect: Employers can be considered as backbone of any industrial development. To utilize their contribution they should be provided with good working conditions to boost their job satisfaction.

 Organizational aspect: Tangible ways in which job satisfaction benefits the organization include reduction in complaints and grievances, absenteeism, turnover, and termination; as well as improved punctuality and worker morale. Motivation aspect: Job satisfaction is important technique used to motivate the employees to work harder. It is often said that A HAPPY EMPLOYEE IS APRODUCTIVE EMPLOYEE. A happy employee is generally that employee who is satisfied with his job. Increased productivity the quantity and quality of output per hour worked seems to be a byproduct of improved quality of working life.

1.2.2. From workers point of view:

Personal development: Job satisfaction is very important because most of the people spend a major portion of their life at working place. Impact on personal life & psychological state: Job satisfaction has its impact on the general life of the employees also, because a satisfied employee is a contented and happy human being. A highly satisfied worker has better physical and mental well being. Personal satisfaction of employees: Job satisfaction results in personal satisfaction of the employees-self-respect, self-esteem, and self-development. To the worker, job satisfaction brings a pleasurable emotional state that often leads to a positive work attitude.

1.3 THEORIES OF JOB SATISFACTION MASLOWS THEORY According to this theory, there is hierarchy of five needs they are. 1. PHYSIOLOGICAL: Includes security and Protection from physical and emotional needs.

2. SAFETY: Includes security and Protection from physical and emotional harm. 3. SOCIAL: Includes affection, belongingness, acceptance and friendship. 4. ESTEEM: Includes internal esteem factors such as self-respect autonomy and achievement and external factors such as status, recognition and attention. 5. SELF-ACTUALISATION: The drive to become hat one is capable of becoming includes growth, achieving ones potential and self-fulfillment. HERZBERGS TWO FACTOR THEORY In 1950, Herzberg conducted a study with 200 engineers and accountants employed in a firm. He asked people to describe, in detail, situations in which they felt exceptionally good or bad about their jobs. This response were then tabulated and categorized. From the categorized responses, Herzberg concluded a theory. In this theory, Herzberg divides the factor contributing to job satisfaction in to two sets, one called intrinsic factors and other called as extrinsic factor. Intrinsic factors are related to job satisfaction, while extrinsic factors are associated with job dissatisfaction. Intrinsic factors such as the work itself, responsibility and the achievement, seem to be related to job satisfaction. Extrinsic factors such as supervision, pay, company policies and working conditions, seem to be related to job dissatisfaction. According to Herzberg, the factors leading to job satisfactions are separate and distinct from those that lead to job dissatisfaction. As a result, conditions surrounding the job such as quality of supervision, pay, company policies, physical working condition, relationship with others and job security were characterized by Herzberg as Hygiene Factors. When these factors are adequate, people will not be dissatisfied. Those factors, which are contributing to job satisfaction, are also called as Motivation Factors. Finally, Herzberg suggested that the opposite of Satisfaction is No satisfaction, and opposite of Dissatisfaction is No dissatisfaction.

1.4 Creating Job Satisfaction:

Once the blend of status, power, or intrinsic enjoyment that need to be present in the work to feel satisfied is identified, then working on some of the seven 'ingredients' is essential for a satisfying job. These ingredients are:

Self-awareness. Challenge. Variety. Positive attitude. Knowing your options. Balanced lifestyle. A sense of purpose.

Organizations can help to create job satisfaction by putting systems in place that will ensure that workers are challenged and then rewarded for being successful. Organizations that aspireto creating a work environment that enhances job satisfaction need to incorporate the following: Flexible work arrangements, possibly including telecommuting Training and other professional growth opportunities Interesting work that offers variety and challenge and allows the worker opportunities to "put his or her signature" on the finished product Opportunities to use one's talents and to be creative Opportunities to take responsibility and direct one's own work A stable, secure work environment that includes job security/continuity An environment in which workers are supported by an accessible supervisor who provides timely feedback as well as congenialteam members Flexible benefits, such as child-care and exercise facilities

Up-to-date technology Competitive salary and opportunities for promotion 1.5 FACTORS INFLUENCING JOB SATISFACTION: 1.5.1 Organizational Factors: Salaries and wages : Salaries and wages is instrumental in fulfilling so many needs, such as facilities the obtaining of food, shelter, and clothing and provides the means to enjoy valued leisure interest outside of work. Employees often see pay as a reflection of organization. Promotion chances: Promotion indicates an employees worth to the organization which is highly moral boosting. Employee takes promotion as the ultimate achievement in his career and when it is realized, he feels extremely satisfied. Company policies: An autocratic and highly authoritative structure causes resentment among the employees as compared to a structure which is more open and democratic in nature. 1.5.2. Work environment factors: Supervision: Two dimensions of supervisor style that affect the employees jobsatisfaction level: -Employee centered or consideration supervisors who establish a supportive personal relationship with subordinates and take a personal interest in them.

-The other influence participation in decision making, employee who participates indecision that affect their job, display a much higher level of satisfaction with supervisor an the overall work situation.

Relation with coworkers: The nature of relationship with coworkers will have effect on job satisfaction in the following ways:

-A friendly and cooperative group provides opportunities to the group members to interact with each other. -The work group will be even a stronger source of satisfaction when members have similar attitudes and values. -Smaller groups provide greater opportunity for building mutual trust and understanding as compared to larger groups. -Thus, group size and quality of interpersonal relations within the group play a significant role in workers satisfaction. Working condition: The working conditions are important to employees because they can influence life outside of work. If people are require working long hours and/ or overtime, they will have very little felt for their families, friends and recreation outside work. So the working conditions inside the organization should be favorable.

1.5.3. Work it-self Job scope: It provides the amount of responsibility, work pace and feed back. Higher the level of these factors, higher the job scope and higher level of satisfaction. Variety: A moderate amount of variety is very effective. Excessive variety produces confusion and stress and too little variety causes monotony and fatigue which dissatisfies. Lack of autonomy and freedom: Lack of autonomy and freedom over work Interesting work: A work which is very interesting and challenging and gives status, provides satisfaction to the employees. methods and work pace can create helplessness

and dissatisfaction. Employees do not like strict supervision.

1.5.4. Personal factors:

 Age and seniority: People who do not move up at all with time are more likely to be dissatisfied with their jobs. Tenure: Employees with longer tenure are expected to be highly satisfied with their jobs. Tenure assures job security, which is highly satisfactory to employees. They can easily plan for their future without any fear of losing their jobs. Personality: Some of the personality traits which are directly related to job satisfaction are self assurance, self esteem, maturity, challenge and responsibility. Higher the person is on Maslow s needs hierarchy, the higher is the job satisfaction. This type of satisfaction comes from within the person and is a function of his personality.

1.6. CONSEQUENCE OF JOB SATISFACTION: Productivity: There is a direct cause-effect relationship between job satisfaction and productivity; when job satisfaction increases, productivity increases; when satisfaction decreases, productivity decreases. The basic logic behind this is that a happy worker will put more efforts for job performance. However, this may not be true in all cases. For example, a worker having low expectations from his jobs may feel satisfied but he may not put his efforts more vigorously because of his low expectations from the job. Therefore, this view does not explain fully the complex relationship between job satisfaction and productivity. Absenteeism: Absenteeism refers to the frequency of absence of job holder from the workplace either unexcused absence due to some avoidable reasons or long absence due to some unavoidable reasons. It is the former type of absence which is a matter of concern. This absence is due to lack of satisfaction from the job which produces a lack of will to work and alienate a worker form work as for as possible. Thus, job satisfaction is negatively related to absenteeism. Turnover: High employee turnover is a matter of concern for the management as it disrupts the normal operations of the organization. Managerial concern is mostly for the turnover which arises from

job dissatisfaction. The employers thus try to keep the employees satisfied ontheir jobs to minimize the turnover. Though, high job satisfaction in itself cannot keep the turnover low, but considerable job dissatisfaction will definitely increase the employee turnover.

1.7. MEASURING JOB SATISFACTION: How job satisfaction is measured depends on whether affective or cognitive job satisfaction is of interest. The majority of job satisfaction measures are self-reports and based on multi-item scales. Several measures have been developed over the years, although they vary in terms of how carefully and distinctively they are conceptualized with respect to affective or cognitive job satisfaction. They also vary in terms of the extent and rigour of their psychometric validation. The Brief Index of Affective Job Satisfaction (BIAJS) is a 4-item, overtly affective as opposed to cognitive, measure of overall affective job satisfaction. The BIAJS differs from other job satisfaction measures in being comprehensively validated not just for internal consistency reliability, temporal stability, convergent and criterion-related validities, but also for crosspopulation invariance by nationality, job level, and job type. Reported internal consistency reliabilities range between .81 and .87. The Job Descriptive Index (JDI), is a specifically cognitive job satisfaction measure. It measures ones satisfaction in five facets: pay, promotions and promotion opportunities, coworkers, supervision, and the work itself. The scale is simple, participants answer either yes, no, or cant decide (indicated by ?) in response to whether given statements accurately describe ones job. Other job satisfaction questionnaires include: the Minnesota Satisfaction Questionnaire (MSQ), the Job Satisfaction Survey (JSS), and the Faces Scale. The MSQ measures job satisfaction in 20 facets and has a long form with 100 questions (five items from each facet) and a short form with 20 questions (one item from each facet). The JSS is a 36 item questionnaire that measures nine facets of job satisfaction. Finally, the Faces Scale of job satisfaction, one of the first scales used widely, measured overall job satisfaction with just one item which participants respond to by choosing a face.

1.8. RELATIONSHIPS AND PRACTICAL IMPLICATIONS: Job Satisfaction can be indicative of work behaviors such as organizational citizenship, and withdrawal behaviors such as absenteeism, and turnover. Further, job satisfaction can partially mediate the relationship of personality variables and deviant work behaviors. One common research finding is that job satisfaction is correlated with life satisfaction. This correlation is reciprocal, meaning people who are satisfied with life tend to be satisfied with their job and people who are satisfied with their job tend to be satisfied with life. However, some research has found that job satisfaction is not significantly related to life satisfaction when other variables such as nonwork satisfaction and core self-evaluations are taken into account. An important finding for organizations to note is that job satisfaction has a rather tenuous correlation to productivity on the job. This is a vital piece of information to researchers and businesses, as the idea that satisfaction and job performance are directly related to one another is often cited in the media and in some non-academic management literature. A recent metaanalysis found surprisingly low correlations between job satisfaction and performance. Further, the meta-analysis found that the relationship between satisfaction and performance can be moderated by job complexity, such that for high-complexity jobs the correlation between satisfaction and performance is higher than for jobs of low to moderate complexity. Additionally, one longitudinal study indicated that among work attitudes, job satisfaction is a strong predictor of absenteeism, suggesting that increasing job satisfaction and organizational commitment are potentially good strategies for reducing absenteeism and turnover intentions. Recent research has also shown that intention to quit alone can have negative effects on performance, organizational deviance, and organizational citizenship behaviours. In short, the relationship of satisfaction to productivity is not as straightforward as often assumed and can be influenced by a number of different work-related constructs, and the notion that "a happy worker is a productive worker" should not be the foundation of organizational decision-making. For example, employee personality may even be more important than job satisfaction in regards to performance.

Figure: 1

Deviant workplace behavior: Deviant workplace behavior is a type of voluntary behavior that violates significant organization norms and in doing so threatens the well-being of the organization. Deviant workplace behavior is an important concept because its a response to dissatisfaction and employees express this dissatisfaction in many ways, such as an employee may insult a colleague, steal, gossip excessively or engage in sabotage, all of which can weak havoc on the organization.

Organizational Citizenship Behavior: When the employees feel that they are satisfied with their job, they tend to more committed to their organization, which in result tends to organizational citizenship behavior. That means, employees will provide performance beyond expectations. They will help their coworkers, volunteer for extra work, avoid unnecessary conflicts, respect the spirit as well as the letter rules and regulations and gracefully tolerating occasional work-related impositions.

CHAPTER-2 COMPANY PROFILE 2.1 HISTORY: IDBI Bank Limited (formerly known as Industrial Development Bank of India Limited) is a company incorporated under the Companies Act, 1956 (1 of 1956), having its Registered Office at IDBI Tower, WTC Complex, Cuffe Parade, Mumbai - 400005. In terms of The Industrial Development Bank (Transfer of Undertaking and Repeal) Act, 2003 (53 of 2003), hereinafter referred to as IDBI Repeal Act, read with Notification No. S.O (E)(F. No.8/(2)/2004-IF-1) dated September 29, 2004, issued by the Central Government in exercise of the powers conferred under sub-section (1) of section 3 of IDBI Repeal Act, the undertaking

of the Industrial Development Bank of India, which was established as a statutory corporation [hereinafter referred to as the Development Bank] under the Industrial Development Bank of India Act, 1964 (18 of 1964), was transferred and vested in the Industrial Development Bank of India Limited. The Development Bank was mainly established by the Central Government for the promotion and development of industries and the said object is being continued by IDBI BankLimited.

In terms of sub-section (2) of section 3 of the IDBI Repeal Act, Industrial Development Bank of India Limited (presently IDBI Bank Ltd.) is a deemed banking company (within the meaning of clause (c) of section 5 of the Banking Regulation Act, 1949) to conduct banking business as well as the business of the Development Bank. Further, all contracts, deeds, guarantees, power of attorneys, other instruments and working arrangements (immediately prior to the appointed day i. e. October 1, 2004, as notified pursuant to the Repeal Act), affecting the Development Bank shall continue to be in full force and effect against or in favour of the Industrial Development Bank of India Limited (presently known as IDBI Bank Ltd.), and enforceable as fully and effectually as if instead of the Development Bank. Industrial Development Bank of India Limited received the Certificate for Commencement of Business from the Registrar of Companies, Maharashtra, Mumbai on September 28, 2004. The Government of India, Ministry of Finance (Department of Economic Affairs, Banking Division) issued Notification dated September 29, 2004. The Reserve Bank of India on September 30, 2004 notified the Industrial Development Bank of India Limited as a Scheduled Bank and the banking business commenced from October 01, 2004.

The erstwhile IDBI Bank Ltd. a subsidiary of the then Industrial Development Bank of India] was merged with the Industrial Development Bank of India Limited (presently known as IDBI Bank Ltd.) with effect from April 02, 2005 in terms of clause 2.12 of the Scheme of Amalgamation sanctioned by the Reserve Bank of India vide order dated April 01, 2005 issued under sub-section (4) of section 44 A of the Banking Regulation Act, 1949. Subsequently, erstwhile The United Western Bank Limited was amalgamated with Industrial Development Bank of India Limited in terms of The United Western Bank Limited (Amalgamation with

Industrial Development Bank of India Limited) Scheme, 2006 sanctioned by Central Government on an application of Reserve Bank of India, w.e.f. October 3, 2006 under Subsection (1) of section 45 of Banking Regulation Act, 1949 (10 of 1949).

The Reserve Bank of India classified Industrial Development Bank of India Limited as "Other Public Sector Bank" vide Notification No. DBOD.BP.1630/21.04.152/2004-05 dated April 15, 2005. The Ministry of Finance, Department of Financial Services, Government of India also notified on December 31, 2007 categorizing the Industrial Development Bank of India Limited under a New Sub-Group "Other Public Sector Banks". The Government of India vide letter no. 7/95/2005-BOA dated December 31, 2007, decided that the Industrial Development Bank of India Limited shall be treated on par with Nationalised Banks/ State Bank of India by the Government Departments / Public Sector Undertakings / other entities for all purposes including deposits / bonds / investments / guarantees etc. and Government business. On May 7, 2008, the Industrial Development Bank of India Limited was renamed as IDBI Bank Limited pursuant to the fresh Certificate of Incorporation issued by the Registrar of Companies, Maharashtra, Mumbai, in terms of section 21 of the Companies Act, 1956. The Reserve Bank of India, Mumbai, vide Notification No. DBOD.BP.BC.No.2101002/2007-08 dated May 16, 2008 (published in the Gazette of India (Part III Section 4), dated June 14, 2008), stated that the name Industrial Development Bank of India Limited be substituted by IDBI Bank Limited in the Second Schedule to the Reserve Bank of India Act, 1934 (2 of 1934) with effect from May 7, 2008.

IDBI Bank Limited (the Bank) is an India-based commercial bank. The Bank operates in three segments wholesale banking, retail banking and treasury services. The Bank offers personalized banking and financial solutions to its clients in the retail and corporate banking arena through its network of branches and automated teller machine (ATMs). As on March 31, 2012, the Bank had a network of 973 Branches and 1542 ATMs. The Bank, besides its core banking and project finance domain, has a presence in associated financial sector businesses like capital market,

investment banking and mutual fund business. The Bank also provides infrastructure financing for structuring and financing of infrastructure projects in the areas of power, telecom, roads, airports, seaports, railways and logistics, as well as special economic zones (SEZs). On July 1st 1964, IDBI was established by an Act of Parliament, as a wholly-owned subsidiary of Reserve Bank of India. On 1st October 2004, IDBI was converted into a banking company as Industrial Development Bank of India Ltd. IDBI Bank Ltd. is a Universal Bank with its operations driven by a cutting edge core Banking IT platform. Headquartered in Mumbai, IDBI Bank today rides on the back of a robust business strategy, a highly competent and dedicated workforce and a state-of-the-art information technology platform, to structure and deliver personalised and innovative Banking services and customised financial solutions to its clients across various delivery channels. 2.2. VISION AND MISSION STATEMENT: Vision: Vision for the Bank is TO BE THE MOST PREFERRED AND TRUSTED BANK ENHANCING VALUE FOR ALL STAKEHOLDERS. Mission: Delighting customers with our excellent service and comprehensive suite of best-in class financial solutions; Touching more peoples lives with our expanding retail footprint while maintaining our excellence in corporate and infrastructure financing; Continuing to act in an ethical, transparent and responsible manner, becoming the role model for corporate governance; Deploying world class technology, systems and processes to improve business efficiency and exceed customers expectations; Encouraging a positive, dynamic and performance-driven work culture to nurture employees, grow them and build a passionate and committed work force; Expanding our global presence;

Relentlessly striving to become a greener bank.

2.3. MAIN OBJECTS:

To establish and carry on business of banking in all forms within India and outside India, To finance, promote or develop industry and assist in the development of Industries.

2.4. IDBI Products & Services: 1. Deposits 2. Loans 3. Net Banking 4. Online Tax Payment 5. RTGS / Fund Transfer 6. Phone Banking 7. Mobile Banking 8. Debit Cards 9. SME Finance 10. Agriculture Finance 2.4.1 Deposits

Savings Account Corporate Payroll Accounts Current Account Fixed Deposits

Loans

Home Loans Loan Against Property Education Loan Personal Loan Loans Against Securities Reverse Mortgage Loan Auto loans

2.4.2 IDBI Bank Debit Cards

Being Me Debit Card International Debit-cum-ATM Card Gold Debit-cum-ATM Card IDBI Bank Cash Card IDBI Bank Gift Card World / Global Currency Card Kids Debit Card Platinum Card Debit Card Offers

Financial Planning

Mutual Fund Insurance New Pension Scheme

Capital Market IPO ASBA IPO Payment Option Demat Account

3 in 1 Account

2.4.3 NRI Services Deposit Schemes o Types of Accounts o Interest Rate on Deposits o Account opening procedure o Insta Online Account Portfolio Investment Scheme

2.5. Organization Structure: The organization structure in IDBI Bank Limited consists of various business verticals, viz. Infrastructure Corporate Group (ICG), Sourcing, Syndication and Advisory Department (SSAD), Large Corporate Group (LCG), Mid-Corporate Group (MCG), Personal Banking Group (PBG), Small & Medium Enterprise Group (SMEG), Agri-Business Group (ABG), International Banking Division (IBD), Transaction Banking Group (TBG) and Treasury.

IDBI BANK CHART

2.6 WORKING RESULT:

BRANCHES COVERED UNDER STUDY:

S.NO

BRANCH NAME

BRANCH CODE

BRANCH ADDRESS

TIRUNELVELI

708

City Shopping Centre, Near Collectorate, Kokirakulam, Tirunelveli - 627006

TUTICORIN

371

50 54 WGC Road, Tuticorin-628002

MADURAI

044

1/1, Karthik Raja Complex Melur Road ,Vinayaga Nagar K,.K. Nagar Madurai -625020

VIRUDHUNAGAR

1118

Plot No:32,Lakshmi Colony, Madurai Road, Virudhunagar-626001.

DINDIGUL

442

1,City Plaza-B, Varadharaj Shopping Complex Main Road, Dindigul-624001,

SIVAKASI

438

New No.36F, Old No.106, Velayutham Road, Sivakasi - 626123

CHAPTER-3 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It may be understood has a science of studying how research is done

scientifically. In it we study t h e v a r i o u s s t e p s t h a t a l l g e n e r a l l y a d o p t e d b y a r e s e a r c h e r i n s t u d y i n g h i s r e s e a r c h problem along with the logic behind them. The scope of research methodology is wider than that of research method. According to Clifford Woody research comprises defining and redefining problems, formulating hypothesis or suggested solutions, collecting, organizing and evaluation data, marking deductions and reaching and conclusions, and at last carefully testing the conclusions of determine whether they fit the

Meaning of Research Research is defined as a scientific & systematic search for pertinent information on a specific topic . Research is an art of scientific investigation. Research is a systemized effort to gain new knowledge. It is a careful inquiry especially through search for new f a c t s i n a n y b r a n c h o f k n o w l e d g e . T h e s e a r c h f o r k n o w l e d g e t h r o u g h o b j e c t i v e a n d systematic method of finding solution to a problem is a research.

3.1. Research Design A research is the arrangement of the conditions for the collections and analysis of the data in a manner that aims to combine relevance to the research purpose with economy in procedure. In fact, the research is design is the conceptual structure within which research is conducted; it constitutes the blue print of the collection, measurement and analysis of the data. As search the design includes an outline of what the researcher will do from writing the hypothesis and its operational implication to the final analysis of data.

The Research Design opted was descriptive in nature. The Sampling Technique used was NonProbability, Convenience and Judgemental. The domain of the study included only six branches of south Tamilnadu region. Due to constraints, the study was limited to southern region only. The sample size was 100 Officers (out of which 70 responded). The data type was primary and the data were primarily collected by the administration of questionnaire . All the questionnaires were administered personally and through e-mail. The data collected through questionnaire (close ended) were subject to computations in the form of table which made the calculations and analysis easy . The profile sample of 70 officers included newly-appointed officers with about less than 1year experience ranging between 22-25 years of age to more than 5 years of experience aged between 30-40years.

Experience and age profile is as follows : less than 1 year experience(22-25 years of age):10 Upto 3years of experience (upto 30 years of age) : 15 Between 3-5 years of experience ( upto 30 years of age) : 30 Between 5-15 years of experience (above 30-40 years of age) : 20 As far as the education was concerned majority of the newly-appointed officers were postgraduates with some computer related qualification. But aged officers were mainly graduates.

TYPES OF SAMPLING

NON-RANDOM 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. Non-probability sampling is also known by different names such as deliberate sampling, purposive sampling and judgement sampling.

JUDGEMENT SAMPLING

In judgement sampling the researchers judgement is used for selecting items, which he considers as representative of the population. The researcher has used judgement-sampling method for selecting 50 respondents from IDBI Bank. Judgement sampling is used quite frequently in qualitative research where the desire happens to be, to develop hypothesis rather than to generalize to large population.

3.2 DATA COLLECTION METHOD

QUESTIONNAIRE METHOD The researcher used a questionnaire, which was self-developed so as to measure the job satisfaction of the employees in the organization. Questionnaire to be used must be prepared very carefully so that it may prove to be effective in collecting the relevant information.

SCALING TECHNIQUE The questionnaire measures five dimensions of the job satisfaction with the help at itemized, graphic rating scale techniques. The graphic rating scale is quite simple and is commonly used in practice. Under it the various points are usually put along the line to form a continuum and rather indicates this rating by simple marking a mark.

STATISTICAL TOOLS USED The following statistical tools are used in the study for the purpose of analysis.

PERCENTAGE ANALYSIS: It refers to special kind of ratio; percentages are used in making comparison between two or more series of data, and used to describe the relation. Since to percentage reduced everything to a common based and thereby allows meaningful comparison to be made.

CHI-SQUARE TEST:

Chi-square test is applied to test the goodness of fit, to verify the distribution of observed data with assumed theoretical distribution. Therefore it is a measure to study the divergence of actual and expected frequencies, Karl Pearsons has developed a method to test the difference between the theoretical (hypothesis) & the observed value. Chi square test (X2) = (O E)2 / E Degrees Of Freedom = V = (R 1) (C -1) Were, O = Observed Frequency E = Expected Frequency R = Number of Rows C = Number of Columns

NOTE: For all the chi-square test the table value has taken @ 5% level of significance.

CHAPTER-4 Data Analysis and Interpretation The most influencial factors used for job satisfaction analysis are 1. Pay 2. Job Security 3. Social Simulation 4. Demographic Factors 5. Opportunity For Promotion 6. Recognition & Appreciation 7. Interpersonal Relationships 8. Opportunity To Use One's Abilities 9. Working Hours & Physical Conditions

10. Adequate Authority & Sense of Control 11. Equal Opportunities Working Environment

Some of the above factors are used in data analysis. Certain factors like promotion, training opportunity, nature of job, working condition, relationship with management and co-workers are analysed using percentage analysis with one-way table whereas factors like pay, gender, experience, educationalqualification and marital status are analysed using two-way table and chi-square test.

Table 4.1.1 Table Showing Respondents Opinion About Promotional Opportunities RESPONDANTS AGREE NEITHER AGREE NOR DISAGREE DISAGREE TOTAL 56 0 19 75 PERCENTAGE(%) 75 0 25 100

Chart 4.2.1 Chart Showing Respondents Opinion About Promotional Opportunities

80 70 60 50 40 30 20 10 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 75% of the respondents agree that there is a plenty of promotional opportunities available to the employees. Remaining 25% of the respondents feel that the promotional opportunities are very less.

Table 4.1.2 Table Showing Respondents Opinion About working Condition

RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 70 5 0 75

PERCENTAGE(%) 93 7 0 100

Chart 4.2.2 Chart Showing Respondents Opinion About Working Condition

100 90 80 70 60 50 40 30 20 10 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 93% of the respondents agree that the working condition is excellent Remaining 7% of the respondents felt that there is some deficiencies in the working atmosphere.

Table 4.1.3 Table showing respondents opinion about nature of job:

RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 30 45 0 75

PERCENTAGE(%) 40 60 0 100

Chart 4.2.3 Chart showing respondents opinion about nature of job:

70 60 50 40 30

20
10 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION:

The above table and chart reveals that 61% of the respondents agree that nature of job is good. Remaining 39% of the respondents felt that the job is boring and repetitive.

Table 4.1.4 Table Showing Respondents Opinion About Training Opportunities:

AVAILABLE AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL

RESPONDANTS 65 10 0 75

PERCENTAGE(%) 87 13 0 100

Chart 4.2.4 Chart showing respondents opinion about Training opportunities

100 90 80 70 60 50 40

30
20 10 0 AGREENEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION:

The above table and chart reveals that 87% of the respondents agree that the bank provides good training to freshers and to face the new technological changes. Remaining 13% of the respondents felt that the training facility is not satisfactory.

Table 4.1.5 Table showing respondents opinion about Relationship with management RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 0 75 0 100 55 25 PERCENTAGE(%) 73 27

Chart 4.2.5 Chart showing respondents opinion about Relationship with management

80 70 60 50 40 30 20 10 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 73% of the respondents agree that the management is cooperative with the employees. Remaining 27% of the respondents state that the management is not cooperative and is independent in its decision.

Table 4.1.6 Table Showing Respondents Opinion About Relationship With Co-Workers RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 0 75 0 100 68 7 PERCENTAGE(%) 91 9

Chart 4.2.6

Chart showing respondents opinion about Relationship with co-workers

100 90 80 70 60 50 40 30 20 10 0

AGREE

NEITHER AGREE NOR DISAGREE

DISAGREE

INTERPRETATION:

The above table and chart reveals that 91% of the respondents agree that there is a cordial relationship among the employees while the Remaining 9% of the respondents felt that the relationship among the employees is not amicable.

Table 4.1.7 Table showing respondents opinion about Satisfaction towards job security RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 60 15 0 75 PERCENTAGE(%) 80 20 0 100

Chart 4.2.7 Chart showing respondents opinion about Satisfaction towards job security

90 80 70 60 50 40 30 20 10 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 80% of the respondents agree that there is job security . Remaining 20% of the respondents felt that there is no job security.

Table 4.1.8 Table showing respondents opinion about Satisfaction towards career development RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 70 5 0 75 PERCENTAGE(%) 93 7 0 100

Chart 4.2.8

Chart Showing Respondents Opinion About Satisfaction Towards Career Development:

100 80 60 40 20 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 93% of the respondents agree that there is a career growth in future. Remaining 7% of the respondents felt there is no career growth in this job.

Table 4.1.9 Table Showing Respondents Opinion About Satisfaction Towards Recognition & Award System:

RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 55 20 0 75

PERCENTAGE(%) 73 27 0 100

Chart 4.2.9 Chart showing respondents opinion about Satisfaction towards recognition & award system:
80 70 60 50

40
30 20 10 0

AGREE

NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 73% of the respondents agree that the recognition and award system is good and the Remaining 27% of the respondents say that the bank does not follow a good recognition and award system for the performers.

Table 4.1.10 Table showing respondents opinion about work Stress /pressure RESPONDANTS AGREE DISAGREE NEITHER AGREE NOR DISAGREE TOTAL 60 15 0 75 PERCENTAGE(%) 80 20 0 100

Chart 4.2.10 Chart showing respondents opinion about work stress/pressure:

90 80 70 60 50 40 30 20 10 0 AGREE NEITHER AGREE NOR DISAGREE DISAGREE

INTERPRETATION: The above table and chart reveals that 80% of the respondents agree that there is no heavy work pressure or stress during working hours. Remaining 20% of the respondents say that there is work pressure and stress . The employees who are in higher grade mostly expressed this statement.

TWO-WAY ANALYSIS: Relationship Between Age And Level Of Satisfaction Table 4.1.11 AGE LEVEL OF SATISFACTION HIGHLY SATISFIED NOT SATISFIED SATISFIED SOME ASPECTS 22-25 YRS 5 2 12 19 IN TOTAL

UPTO 30 YRS 30-40 YRS

9 5

3 4

24 11

36 20

TOTAL

19

47

75

Relationship Between Gender And Level Of Satisfaction Table 4.1.12 GENDER LEVEL OF SATISFACTION HIGHLY SATISFIED MALE FEMALE TOTAL 9 9 18 NOT SATISFIED 6 3 9 SATISFIED IN TOTAL

SOME ASPECTS 17 21 38 42 33 75

Relationship Between Experience And Level Of Satisfaction Table 4.1.13 EXPERIENCE LEVEL OF SATISFACTION HIGHLY SATISFIED NOT SATISFIED SATISFIED IN SOME ASPECTS >1 YR 1-3 YRS 3 7 8 3 4 11 15 21 TOTAL

3-5 YRS

17

26

ABOVE 5 YRS TOTAL

3 18

6 21

4 36

13 75

Relationship Between Education And Level Of Satisfaction Table 4.1.14 EDUCATION LEVEL OF SATISFACTION HIGHLY SATISFIED NOT SATISFIED SATISFIED IN SOME ASPECTS GRADUATE POST GRADUATE TOTAL 7 18 25 5 3 8 15 27 42 27 48 75 TOTAL

Relationship Between Pay And Level Of Satisfaction Table 4.1.15 PAY/SALARY LEVEL OF SATISFACTION HIGHLY SATISFIED NOT SATISFIED SATISFIED IN SOME ASPECTS Rs.10,001 TO Rs.20,000 Rs.20,001 TO 9 11 15 35 2 6 5 13 TOTAL

Rs.30,000 ABOVE Rs.30,000 TOTAL 24 22 29 75 13 5 9 27

Relationship Between Marital Status And Level Of Satisfaction Table 4.1.16 STATUS LEVEL OF SATISFACTION HIGHLY SATISFIED SINGLE MARRIED 11 9 8 4 NOT SATISFIED SATISFIED IN TOTAL

SOME ASPECTS 19 14 48 27

TOTAL

20

12

33

75

Chi square test is conducted to extend the Relationship between the age and level of Satisfaction:

HO: There is no significant relationship between age and level of satisfaction. H1: There is significant relationship between age and level of satisfaction. Table 4.1.17

O 5 9

E 3.61 9.12

O-E 1.39 0.12

(O-E)2 1.93 0.01

(O-E)2/E 0.54 0.00

5 2 3 4 12 24 11

3.8 1.71 3.24 1.8 8.93 16.92 9.4

1.20 0.29 0.24 2.20 3.07 7.08 1.60

1.44 0.08 0.06 4.84 9.42 50.13 2.56 TOTAL

0.38 0.05 0.02 2.69 1.06 2.96 0.27 7.96

Calculated value = 7.96 Table value = 9.49 Inference: Since the calculated value is less than the table value, the Null hypothesis is accepted. Hence, there is no significant relationship between monthly income and level of satisfaction.

Chi square test is conducted to extend the relationship between the gender and level of satisfaction:

HO: There is no significant relationship between gender and level of satisfaction. H1: There is significant relationship between gender and level of satisfaction. Table 4.1.18

O-E

(O-E)2

(O-E)2/E

9 9 18 6 3 9 17 21 38

11.52 9.138462 23.4 5.76 5.94 11.7 24.32 25.08 49.4 TOTAL

2.52 0.14 5.40 0.24 2.94 2.70 7.32 4.08 11.40

6.35 0.02 29.16 0.06 8.64 7.29 53.58 16.65 129.96

0.55 0.00 1.25 0.01 1.46 0.62 2.20 0.66 2.63 9.39

Calculated value = 9.39 Table value = 5.99 Inference: Since the calculated value is more than the table value, the Null hypothesis is not accepted. Hence, there is significant relationship between monthly income and level of satisfaction.

Chi square test is conducted to extend the relationship between the experience and level of satisfaction: HO: There is no significant relationship between experience and level of satisfaction. H1: There is significant relationship between experience and level of satisfaction. Table 4.1.19

O-E

(O-E)2

(O-E)2/E

3 7 5 3 8 3 4 6 4 11 17 4

3.6 5.04 8.64 3.12 4.2 5.88 10.08 3.64 7.2 10 17.28 6.24 TOTAL

0.60 1.96 3.64 0.12 3.80 2.88 6.08 2.36 3.20 0.92 0.28 2.24

0.36 3.84 13.25 0.01 14.44 8.29 36.97 5.57 10.24 0.85 0.08 5.02

0.10 0.76 1.53 0.00 3.44 1.41 3.67 1.53 1.42 0.08 0.00 0.80 14.76

Calculated value =14.76 Table value = 15.51 Inference: Since the calculated value is less than the table value, the Null hypothesis is accepted. Hence, there is no significant relationship between monthly income and level of satisfaction.

Chi square test is conducted to extend the relationship between the education and level of satisfaction: HO: There is no significant relationship between education and level of satisfaction. H1: There is significant relationship between education and level of satisfaction.

Table 4.1.20

O 7 18 5 3 15 27

E 6.75 16 2.16 3.84 11.34 20.16 TOTAL

O-E 0.25 2.00 2.84 0.84 3.66 6.84

(O-E)2 0.06 4.00 8.07 0.71 13.40 46.79

(O-E)2/E 0.01 0.25 3.73 0.18 1.18 2.32 7.68

Calculated value = 7.68 Table value = 5.99

Inference: Since the calculated value is more than the table value, the Null hypothesis is not accepted. Hence, there is significant relationship between monthly income and level of satisfaction.

Chi square test is conducted to extend the relationship between salary and level of satisfaction:

HO: There is no significant relationship between salary and level of satisfaction . H1: There is significant relationship between salary and level of satisfaction.

Table 4.1.21

O 2 9 13 6 11 5 5 15 9

E 3.12 11.2 6.48 2.86 7.7 5.94 3.77 10.15 7.83 TOTAL

O-E 1.12 2.20 6.52 3.14 3.30 0.94 1.23 4.85 1.17

(O-E)2 1.25 4.84 42.51 9.86 10.89 0.88 1.51 23.52 1.37

(O-E)2/E 0.40 0.43 6.56 3.45 1.41 0.15 0.40 2.32 0.17 15.30

Calculated value = 15.30 Table value = 9.49 Inference: Since the calculated value is more than the table value, the Null hypothesis is not accepted. Hence, there is significant relationship between monthly income and level of satisfaction.

Chi square test is conducted to extend therelationship between marital status and level of satisfaction:

HO: There is no significant relationship between marital status and level of satisfaction . H1: There is significant relationship between marital status and level of satisfaction.

Table 4.1.22

O 11 9 8 4 19 14

E 7.6 8.307692 4.56 3.24 12.54 8.91 TOTAL

O-E 3.40 0.69 3.44 0.76 6.46 5.09

(O-E)2 11.56 0.48 11.83 0.58 41.73 25.91

(O-E)2/E 1.52 0.06 2.60 0.18 3.33 2.91 10.59

Calculated value = 10.59 Table value = 5.99

Inference: Since the calculated value is more than the table value, the Null hypothesis is not accepted. Hence, there is significant relationship between monthly income and level of satisfaction.

CHAPTER-5 5.1 FINDINGS Table showing the overall satisfaction of employees: Table 5.1.1.1

Overall Satisfaction More Satisfied Very Satisfied Not Satisfied Satisfied in some aspects Partly Satisfied Total

Respondents 4 11 9 39 12 75

Percentage 5 15 12 52 16 100

Chart showing the overall satisfaction of employees: Chart 5.1.2.1

OVERALL JOB SATISFACTION

More Satisfied Very Satisfied Not Satisfied Satisfied in some aspects Partly Satisfied

The project study reveals that the majority of the officers are aged fall under the age class 25-30 years. The newly joined campus recruits are very much satisfied with the job and the working condition of the bank. Majority of the experienced officers aged above 30 years are not satisfied with the job since they are mainly from the erstwhile IDBI as a DFI. They find

the working condition and the nature of job not interesting. The exposure to banking sector from a financial institution has made them disappointed. The study also shows that 93% of the officers are satisfied with the working condition of the bank. The ambience of the bank is well sophisticated and user friendly that has led to the high level of satisfaction. The officers are satisfied with salary since it is comparatively higher when compared to other PSBs. The survey shows that the employees are not much satisfied with the transfer policy of the bank and the other benefits provided by the bank. Also it is observed that female staff members are more satisfied than male officers. However female members are not satisfied with the working hours and physical conditions. Most of the officers are satisfied when viewed from the point of job security of the work they are performing. However majority of the. officers are not satisfied with the award and recognition system of the bank since the bank is not focusing on that part with importance. The survey shows that the employees are not bound to work pressure and stress. However the employees are exposed to targets which shows quite dissatisfaction among the higher officials. As regards the relationship with management and co-workers majority of the vote shows that there is a cordial and amicable relation between the employees and the management and among themselves. The higher officials and experienced officers are helping the new joiners and help them in case of difficulties and also advice them. When analyzing employees satisfaction on the promotional opportunity, it is found that 75% are satisfied with it while 25% are not satisfied.

5.2 SUGGESTIONS

 Above 30 age group are not satisfied with the working condition and the nature of job not interesting. The exposure to banking sector from a financial institution has made them disappointed. So Working condition should improved. The survey shows that the employees are not much satisfied with the transfer policy. So before transfer want to consult employees.

Female members are not satisfied with the working hours and physical conditions .So necessary changes in working hour and physical condition is required. The award and recognition system of the bank should improved.

Work pressure and stress on employees should reduce and avoid target fixing. 5.3 CONCLUSION Thus through this study it is found that the employees of IDBI Bank are only SATISFIED IN SOME ASPECTS since they are not mainly satisfied with the transfer policy and the nature of job. Job Satisfaction may act as key to progress for any organization. Because, if the employees are satisfied with their job, with their management and overall organizational structure, then they will be willing to exert their productivity, the rate of absenteeism will be low enough, they will be reluctant to turn over to another organization, will keep themselves away from deviant workplace behavior and will engage in organizational citizenship behavior. All of these attitudes will ultimately help the organization to achieve its goal and maximize its profitability. Job Satisfaction should be the major concern for all organizations to ensure better work force, better work environment as well as further development.

BIBILIOGRAPHY

REFERENCE:

1. Chhabra, T N and P K Taneja, Banking Theory and Practice, DhanpatRai&Sons,Delhi.

2. Flippo, E N, Personnel Management, McGraw Hill International Book Company,New York.

3. Harold, Koontz; C O Donnel and W Heinz (1987), Essential of Management, TataMcGraw Hill Publishing Co. Ltd., New Delhi.

4. Human Behaviour at Work- Keith Davis

5. Human Resource Management- L.M.Prasad

6. OrganisationBehaviour- Stephen P.Robbins

7. Research Methodology- C.R Kothari

8. Statistical Methods- S.P.Gupta

9. Website:-www.idbibank.com

APPENDIX QUESTIONNAIRE: NAME: .

AGE:

...

EDUCATION:

DESIGNATION: .

1. How many years have you been working with the organization. 0-3 Years 3-5 Years

5 to 7 Years More than 7 Years

2.Working hours in the bank is satisfactory Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

3.My job is repetitive and boring. Strongly Agree Agree Neither Agree nor Disagree

 Disagree Strongly Disagree

4.I am mentally and/or physically exhausted at the end of a day at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

5. Employees in the organization have necessary authority and resources to perform their duties effectively Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

6.Employees share experience to help each other . Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

7. Employees get Appreciation and rewards if the desired work / targets are accomplished. Strongly Agree Agree Neither Agree nor Disagree Disagree

 Strongly Disagree

8. Employees are used to their full capabilities. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

9. I have received "good" evaluations recently. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

10. Physical working condition in the bank is satisfactory. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

11.I often feel overworked and overwhelmed. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

12. I am frequently stressed/pressured at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

13.I live for weekends and days away from the job. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

14. I have passed at least once for a promotion in the past few years. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

15. Adequate training facility is provided to perform my task. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

16. I often experience a sensation of time standing still when I am at work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

17.I feel that the Welfare facilities and insurance cover provided to the employees by the organization are satisfactory. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

18.The organization has good career prospect for its employees Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

19. Adequate timely support from higher officials is received . Strongly Agree Agree

Neither Agree nor Disagree

Disagree Strongly Disagree

20.I no longer feel valued for my work. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

21.The working conditions that an organization offers to its employees is good. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

22. Employees experience frequent transfers. Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

23.Satisfied with my Salary Strongly Agree Agree Neither Agree nor Disagree Disagree

 Strongly Disagree

24. Effect of Relationsamong staff members is good Strongly Agree Agree Neither Agree nor Disagree Disagree Strongly Disagree

25. Overall Job Satisfaction More Satisfied Very Satisfied Not Satisfied Partly Satisfied Satisfied in some aspects

**************