ON Attitude survey on Employees Course Title: Organizational Behavior Course Code: BBA2311 Section: A

Submitted To Liza Khanam Lecturer of Department of BBA Northern University,Bang adesh.

Submitted By

Dipock Mondal ID: 070360590

Date of Submission : 23.12.09

Student Declaration
We, Victoria,Dipock,Tahidul @ Aminul are the student of Northern University Ban ladesh, Department of BBA in Seven Semester! "ere By declare that the assi nment represent under the supervision of #s!$i%a &hanam $ecturer in "'#, Department of Business Administration, Northern entitled, (Attitude survey of employees on B'A)& Banck* is an ori inal +ork done ,y us University Ban ladesh!

Dipock #ondal -../01023.21..

$4TT4' 56 T'ANS#7TTA$
2

Au ust 38, 3//1 The supervisor #s! $7%a &hanam $ecturer in 5r ani%ational Behavior Department of Business Administration Northern University Ban ladesh Su,9 Su,mission of Assi nment Dear #adam, "ere is the report on ((Attitude survey of employees on B'A)& Banck* , prepared ,ased on data +e have athered durin our doin research! We have tried our ,est effort to ather all necessary information to the concentrated part of the report to enrich it ! We ,elieve that +ith our limited kno+led e this report provides a core concept a,out this topics We tried our level ,est to put meticulous effort for preparin the report! Any shortcomin s or fla+s may arises as +e are very novice in this aspect! We +ill +holeheartedly +elcome any clarification and su estion a,out any vie+ and conception disseminated in our report! Sincerely :ours Dipock #ondal 7D9 /;/82/<1/

A)&N5W$4D=4#4NT
3

6irst of all +e +ould like to ,e rateful to Allah and our parents and pay our deepest respect #s! $i%a &hanam, $ecturer in 5r ani%ational Behavior, Department of Business Administration, Northern University Ban ladesh, due to her enerous and friendly uidance! The school of ,usiness N5'T"4N UN7V4'S7T: BAN=$AD4S" help us to et the opportunity to do the +ork in the 67TN4SS )4NT4' ! We are also rateful to her for helpin us to understand some minute issues as +ell as those issues +hich +e have failed to understand! We also +ould like thanks our friends for ivin us enormous help can not mention in this short e>tent! ! Dipock #ondal

4?4)UT7V4 SU##A':
4

Banks are the pillars of the financial system. Specially, in Bangladesh, proper banking system is very important, because the capital market is more developed here. he main focus of this report is to sho! customer satisfaction of commercial bank. " short describe of their attitude to!ard the organi#ation. $n our report !e try to sho! !hat is their satisfaction level of !hat they !ant, !hat they e%pect, ho! is their !orking condition, their financial benefits and others promotional offers made to!ard them.

&e also described the origin of the report, rational of the study, ob'ectives of the study, methodology of the study and constraints of the study etc.

!hapter "ne

7ntroduction

7NT'5DU)T75N
" bank is a financial institution licensed by a government. $ts primary activities include borro!ing and lending money. )any other financial activities !ere allo!ed over time. he Bank !as incorporated as a public limited company under the *ompanies "ct. 1++4

he Bank offers the full range of banking and investment services for personal and corporate customers, backed by the latest technology and a team of highly motivated officers and staffs. Banks are providing 4>cellence in Bankin services, bank has launched fully automated -hone Banking service, 'oined a country!ide.shared " ) net!ork and has introduced a co.branded credit card. " process is also under!ay to provide e.business facility to the bank/s clientele through 0nline and 1ome banking solutions

@ro,lem statement and purposes of the report9

he problem statement is.2Satisfaction level of an employee at B3"*4 B"54 6 7.8 Big Question
Are employees satisfied with the working environment and employees career opportunity in BRACK BANK Ltd ?.

5,Aectives
The Broad objective of the report is BRACK BANK Ltd.% !"o find out the level of #o$ satisfaction at

The specific 5,Aectives areB

&mployees attitude toward #o$ environment

Knowing the e'isting level of #o$ satisfaction (dentify the factors that affect mostly to the employees )ind out *ygiene factors responsi$le for #o$ satisfaction or not. +nderstand employee interpersonal relationship. )ind out satisfied employee role on the success of the company Recommend the measures needed to $e taken for increasing the level of #o$ satisfaction.

)ind out length of employment related to #o$ satisfaction

$imitations of the Study9

"he limitations and constraints faced while conducting this study are $elow,

-ue to time and cost restriction. the study is concentrated in selected areas only head office of BRACK BANK Ltd. /ampling error may occur due to the utili0ation of convenience sampling. Lack of spontaneous cooperation from respondents. (n case of collecting data from primary respondent. they tried to provide data in hurry and some employees feared to provide answer or hide information like salary structure or year of e'periences.

( can only collect information from entry and mid level employee $ut can not collect data from top level employee so picture of whole employee of B1L #o$ satisfaction ( can not draw properly.

#ethodolo y
"his report is to identify the employee satisfaction level toward their #o$ of the assigned organi0ation. "herefore. 2e have gone through physical interview. collected data and make a personal conversation to the selected 3fficers when necessary. 2e also have studied different circulars and files of the office. And 2e hope these criteria will $e enough to find out different picture of employee attitude toward their #o$. "wo types of methodology are 45 1rimary data 65 /econdary data

@repare a Cuestionnairess9
2e have developed a 7uestionnaire paper $ased on Likert scale to collect the primary data. A Likert scale is a type of /ocial response scale often used in 7uestionnaires. and is the most widely used scale in survey research. 2hen responding to a Likert 7uestionnaire item. respondents specify their level of agreement to a statement. "he scale is named after Rensis Likert. who pu$lished a report descri$ing its use

1ere !e used a five point 6ikert scale are as follo!s.

4. /trongly disagree 6. -isagree 8. Neither agree nor disagree 9. Agree

(. /trongly agree

Data collection9
4. 1rimary -ata, primary data was collected through 6. )ace to face interview :to collect the 7ualitative data from employees5 8. ;uestionnaire survey :to collect 7uantitative data from employees5 Data analysis : )or 7ualitative data we used,

Content analysis

)or 7uantitative data. we used,

/tatistical -escriptive

Study plan at a lance9

/tudy type ;ualitative "ools )ace to face 1articipants Brack Bank.-hanm ondi Branch employees. "o access the actual level ;uantitative ;uestionnaire survey Brack Bank.-hanm ondi Branch And measures needed to of #o$ satisfaction. Analysis the report. for final 1urpose "o know a$out current 3utcome Aid to concept and 7uestionnaire development.

interview

attitudes of the employees toward the organi0ation.

&mployees.

$e taken for increasing #o$ satisfaction level.

"a$le 4.4 /tudy 1lan

Questionnaire survey plan: "op level employees <id level employees &ntry level employees

Sampling Plan "he sampling plan for surveying employees was non=pro$a$ilistic. Respondents were conveniently chosen at given premises. Sample Type "he samples in this study were all selected through Convenience /ampling.

Sample si%e and determination

"otal sample si0e of the survey was 4>. "his total num$er included respondents from all segments which were top level. mid level. and entry level.

his report !ill be based on the findings of 1< employees. $n this regard $ need to conservative because of time limitation. $evels No! of respondents Top $evel / #id level . 4ntry level 3 Total 0/ Ta,le 0!3 Sample si%e determinations D of respondents //D ./D 3/D 0//D

1<

Varia,les covered9

$n order to attain the ob'ectives of the study information have been collected on the follo!ing set of variables=
7mportance of Ao, facets9 Salary, promotion, !ork environment, 'ob supervision, relationship !ith co.!orkers, linkage !ith higher level authorities, management policy, duration of !ork, participation in management, designation, age, service age, attitude to!ards 'ob, level of satisfaction !ith 'ob, perception about 'ob. 6iterature 3evie!

)hapter Three
"ttitude= "ttitude is the underlying !ay !e think, feel and act .. ho! !e react to the !orld around us. $t determines the >uality and effectiveness of all of our thinking, emotions and behavior ... and, thereby, the positive or negative conse>uences of that behavior. "ttitude is the one thing !e can count on as a lifetime companion. ?obs and relationships come and go, but your attitude is al!ays !ith you. @ou can/t take a vacation from yourselfA "ttitude is based upon our e%pectations and perceptions .. our definition of reality. 8 Types of @eople BB 8 Different Attitudes Each of the follo!ing has the same 'ob, but notice their attitudes= Susan Spectator likes the predictability and limited responsibility of her 'ob. She feels most comfortable !hen others make the important decisions. She feels threatened !hen anything out of the norm happens and calls her manager for instructions. She never feels certain about anything and has difficulty making commitments. Carl Critic feels frustrated in his 'ob, but at least it gives him a chance to complain and to vent his frustrations on all the BidiotsB he deals !ith. &hen confronted !ith his mistakes, he looks for e%cuses and others to blame. 1e hates !hat he regards as impositions placed on him by co!orkers and customers. 1is negative opinions are kno!n by all. aula la!er vie!s her 'ob as an opportunity to e%perience the thrill of competence and meeting progressive challenges. She en'oys interacting !ith her co!orkers, customers

11

and management. &hen she makes a mistake, she ackno!ledges it to herself and to those impacted by it ... and then looks to see ho! she can correct it and learn from it. Susan Spectator, *arl *ritic and -aula -layer e%emplify three very different !ays of approaching life and relating to others .. three different attitudes= 1. Spectators +ith Neutral Attitudes Spectators !atch life happen and observe others. hey play it safe and try to avoid risks. Spectators are afraid of change. hey often are tired or detached. heir defining !ord is= )aybe. heir prevailing action= *oast... ypical phrases= $ doubt it, $ might, $ don/t kno! and $/m hesitant. 2. )ritics +ith Ne ative Attitudes *ritics comment on life and complain. hey criti>ue after the fact, imposing their Be%pertiseB and finding fault in others. *ritics are annoyed about change. hey often appear frustrated or pessimistic. heir defining !ord is= 5oA heir prevailing action= StopA ypical phrases= $ can/t, $ !on/t, 5o !ay and @ou made me. 3. @layers +ith @ositive Attitudes -layers actively participate in life and embrace opportunities. hey take risks and are !illing to make mistakes. -layers en'oy learning and change. hey usually are confident and optimistic. heir defining !ord is= @esA heir prevailing action= CoA ypical phrases= $ can, $ !ill, $/m sure and $ choose to.

Eo, Satisfaction
?o$ satisfaction is perceived to $e directly linked to productivity as well as to personal development. (f a worker has the sense of achievement and success in doing his@her work then it is can strongly $e assumed that development will $e there. ?o$ satisfaction thus ensures enthusiasm and happiness.

"istory
3ne of the $iggest $eginnings for satisfaction studies was of course *awthorne studies. Besides. studies $y &lton <ayo of the *arvard Business /chool. sought to find the effects of various conditions on workerAs productivity. "hese findings did provide strong evidence to $elieve that people work for purposes other than pay. and eventually polished the investigation for other #o$ satisfaction factors. /cientific <anagement. through )rederick 2inslow "aylor and others also

emphasi0ed and had impact on #o$ satisfaction. And it must $e reali0ed that <aslowAs hierarchy of needs theory. a motivation theory. was one of most fuelling factors for #o$ satisfaction theory. According this theory

12

people seek to satisfy five specific needs in life

physiological needs. safety needs.

social needs. self esteem needs and self actuali0ation needs. 2hatever the theories and whoever made them it is eminent to say that concern for #o$ satisfaction means concern for improved productivity. "hrough the following discussions. therefore. we will reveal the importance of #o$ satisfaction to worker and organi0ation.

7mportance of Eo, Satisfaction

?o$ satisfaction results from pleasura$le emotional state and is leads fre7uently to a positive work attitude. +ncertainty lowers self=worth and produces an'iety. Again monotony erodes a workerAs initiative and enthusiasm and leads to a$senteeism and unnecessary turnover. 2hereas. a satisfied worker id more likely to $e creative. fle'i$le. innovative and loyal. ?o$ satisfaction thus holds the following importance, *igh 7uality performances can $e achievedB 1roductivity increasesB A$senteeism and termination evaporateB Complaints and grievances reducesB Creativity of workers increasesB <orale and punctuality riseB "herefore #o$ satisfaction $oth directly and intangi$ly improves the work force. *owever. it is important to know that #o$ satisfaction and productivity are not conclusively correlated to or consistent on each other. Nevertheless. without #o$ satisfaction leading the workforce toward greater achievement is nearly impossi$le.

Buildin Eo, Satisfaction

Now reali0ing the importance of #o$ satisfaction. the perple'ity of esta$lishing it in the workforce has taken cleared. 3rgani0ations have to ensure some following facts

13

to enhance the #o$ satisfaction. Besides. manager should consider some other factors if managers are serious a$out upholding #o$ satisfaction among employees $y

Creating stimulating work environmentB &nsuring #o$ enrichment which is deli$erate upgrading of responsi$ility. scope. and challenge in the work itself. ?o$ enrichment usually includes increased responsi$ility. recognition. and opportunities for growth. learning. and achievement.

3pportunities to use oneCs talents and to $e creativeB *olding high commitment and relationship with supervisors and co=workersB A sta$le. secure work environment that includes #o$ security@continuityB Competitive salary and opportunities for promotionB <atching workers with the type of work and placing them according to itB

"here are many factors that affect #o$ satisfaction and that what makes workers happy with their #o$s varies from one worker to another. Apart from the factors mentioned a$ove. #o$ satisfaction is also influenced $y the employeeCs personal characteristics. the managerCs personal characteristics and management style. and the nature of the work itself. <anagers who want to maintain a high level of #o$ satisfaction in the work force must try to understand the needs of each mem$er of the work force

4lements of Eo, Satisfaction9

"here are si' elements of #o$ satisfaction. Rather ( can say that #o$ satisfaction is

or the com$ination of these si' elements.5verall "he elements are shown in the figure= multidime nsional

7ndividual focus Eo, Satisfaction

Sta,ility of Ao, satisfaction

4nvironme ntal impact 7mportance $evel 14

Digure.2.1 Elements of ?ob satisfaction

WorkersF 'oles in Eo, Satisfaction 9

(f #o$ satisfaction is a worker $enefit. surely the worker must $e a$le to contri$ute to his or her own satisfaction and well=$eing on the #o$. "he following suggestions can help a worker find personal #o$ satisfaction,

&mployees should look for opportunities to show their skills and a$ilities. "his usually leads to more challenging work and greater responsi$ilities. with attendant increases in pay and other recognition. &mployees should focus more on $uilding their communication skills like reading. listening. writing. and speaking skillsB

&mployees should make themselves knowledgea$le. Because o$taining new #o$=related knowledge can help to perform tasks more efficiently and effectivelyB

&mployees should e'press their creativity and initiative. "hese 7ualities are valued $y most organi0ations and often result in recognitionB

&mployees should work as team not as an individual. A large part of #o$ success is the a$ility to work well with others to get the #o$ done.

)reatin Eo, Satisfaction9

3rgani0ations can help to create #o$ satisfaction $y putting systems in place that will ensure that workers are challenged and then rewarded for $eing successful. 3rgani0ations that aspire to creating a work environment that enhances #o$ satisfaction need to incorporate the following,

1(

4. )le'i$le work arrangements. possi$ly including telecommuting 6. "raining and other professional growth opportunities 8. 3pportunities to use oneCs talents and to $e creative 9. 3pportunities to take responsi$ility and direct oneCs own work D. A sta$le. secure work environment that includes #o$ security@continuity E. An environment in which workers are supported $y an accessi$le supervisor who provides timely feed$ack as well as congenial team mem$ers F. )le'i$le $enefits. such as child=care and e'ercise facilities G. +p=to=date technology H Competitive salary and opportunities for promotion

5r ani%ation profile

)ompany @rofile B3"* Bank 6imited, !ith institutional shareholdings by B3"*, $nternational Dinance *orporation E$D*F and Shorecap $nternational, has been the fastest gro!ing Bank from 2<<4 to 2<<:. he Bank operates under a Bdouble bottom lineB agenda !here profit and social responsibility go hand in hand as it strives to!ards a poverty.free, enlightened Bangladesh. " fully operational *ommercial Bank, B3"* Bank focuses on pursuing une%plored market niches in the Small and )edium Enterprise Business, !hich hitherto has remained largely untapped !ithin the country. $n the last si% years of operation, the Bank has disbursed over B7 :(<< crore in loans to nearly 2<<,<<< small and medium entrepreneurs. he management of the Bank believes that this sector of the economy can contribute the most to the rapid generation of employment in Bangladesh. Since inception in ?uly 2<<1, the Bank/s footprint has gro!n to (9 branches, 3< S)E Service *enters, 42: S)E unit offices and 112 " ) sites across the country, and the customer base has e%panded to 49(,<<< deposit and 1;:,<<< advance accounts till 7ecember 2<<;. $n the years ahead B3"* Bank e%pects to introduce many more services and products as !ell as add a !ider net!ork of S)E unit offices, 3etail Branches and B3"*, a national, 19

private organi#ation, started as an almost entirely donor funded, small.scale relief and rehabilitaton pro'ect initiated by Da#le 1asan "bed to help the country overcome the devastation and trauma of the 6iberation &ar and focused on resettling refugees returning from $ndia. oday, B3"* has emerged as an independent, virtually self. financed paradigm in sustainable human development. $t is one of the largest Southern development organi#ations employing +:,1+2 people, !ith 91G !omen, and !orking !ith the t!in ob'ectives of poverty alleviation and empo!erment $nternational Dinance *orporation E$D*F is the commercial !ing of &orld Bank. Hsing certain channels and overseas representatives, $D* it helps local financial institutions find profitable !ays to target small and medium si#ed companies. Dunding comes from the "sian 7evelopment Bank, *anada, the European *ommission, the 5etherlands, $D* is a 1+G shareholder in B3"* Bank. " ne! assistance program signed in "ugust 2<<( aims to double the bankIs number of small and medium enterprise clients in 1; months through campaigns to target !omen entrepreneurs and rural clients, introduce ne! products and train branch managers. Shore*ap $nternational 6td. is an international private non.profit, e>uity company seeking to invest in small business banks and regulated micro finance institutions in countries !ith developing and transitional economies. Dounded in mid 2<<3, Shore*ap has a current base of J2;.3 million in capital commitments and seeks to support the gro!th of development finance institutions in "frica, "sia and Eastern Europe. he institution has made investments totaling J: million in Bangladesh, $ndia, *ambodia, "rmenia, )ongolia and 4enya. ShoreBank is a +G investor of Shore*ap and Shore*ap typically invests bet!een J(<<,<<< and J2 million for an o!nership position of 1<.2(G of a company. "s a minority shareholder, Shore*ap seeks financial institutions !ith a strong, e%perienced management team and a committed set of local development. minded investors. Shore*ap currently o!ns 1;G of B3"* Bank 6imited.

)ompany mission 9
B Building a profitable and socially responsible financial institution focused on )arkets and Business !ith gro!th potential, thereby assisting B3"* and stakeholders build a B'ust, enlightened, healthy, democratic and poverty free BangladeshB.

Board of Directors
#r! #uhammad A! G'umeeH Ali *hairman #r! Cua%i #d!Shariful Ala 7irector #r! #ark A! )offey GNominated ,y Shore)ap 7nternational $imitedH

1:

7irector #s! Tamara "asan A,ed 7irector #r! Shi, Narayan &airy 7irector #s! Nihad &a,ir 7irector E$ndependentF Dr! "afi% =!A! SiddiIi 7irector #r! A! 4! A! #uhaimen )anaging 7irector and *E0

)orporate Social 'esponsi,ility

B3"* Bank and $*773,B representatives inaugurated B3"* Bank Short Stay &ard at 7haka 1ospital of $*773,B. $ts 7haka and )atlab hospitals provide free treatment to 112<,<<< patients each year !ith a commitment to not to turn a!ay anyone arriving for treatment. $n the past, accommodating these patients re>uired the use of tents as temporary !ards. &ith the support of B3"* Bank 6imited the short stay !ard has been renovated !ith full air conditioning, ne! !ashrooms, hand !ashing sinks, surrounding !alls and upgraded floors and ceilings. $n this regard B3"* Bank as part of their *S3 activity contributed k.23,3+,3;; to develop the ne! B3"* Bank Short Stay &ard. )r. )uhammad ". E3umeeF "li, *hairman, B3"* Bank 6imited, formally inaugurated the ne! B3"* Bank Short Stay &ard at a ceremony. $n his speech, )r. )uhammad ". E3umeeF "li mentioned that B3"* Bank and $*773,B has a long. standing relationship of collaboration and mutual understanding and B3"* Bank is proud to be associated !ith $*773,B to support the underprivileged people of Bangladesh. "mong other senior officials, )r. ".E.". )uhaimen, )anaging 7irector K *E0, B3"* Bank, 7r. "le'andro *ravioto, E%ecutive 7irector, $*773,B, and 7r. )ark -ietroni, "dministrator, 7haka 1ospital, $*773,B !ere also present in that occasion.

1;

5r ano ram 5f B'A) BAN& 9

*E00 7irector E%ecutive 7irector

C)

Senior manager )anager 7eputy )anager Senior "ssistant )anager "ssistant )anager Senior 0fficer Senior "ssistant "ssistant 0fficer 0fficer 0fficer 0fficer 1+

S5WT Analysis ST'4N=T"9

2<

1 2 3 4

Strong financial capacity. *ombination of modern technology. ransfer money is to any !here. " group of skilled and trained human resource !ith national and internal e%pertise.

( 9

Efficient management under all online banks. 3eputation in the national and international banking sector for higher service >uality.

" strong relationship bet!een all customer and management.

W4A&N4SS9
1 2 3 4 1igh cost of service charge. "bsence of micro.credit unit. 5o social Leconomic enlistment.

"de>uate promotional campaign.

5@@5'TUN7T:9

1 2

Branch net!ork e%pansion.

*an offer !ide range of financial products. 3 4 *an invest in $ sector.

Doreign remittance opportunity.

21

T"'4AT9

7eterioration of global economic conditions. 2 -olitical instability of the country. 3 4 *urrency rate fluctuations. Molatile call money market.

( 9

*ritical legislative procedure of the government.

5e! competitors entering in the field of financial institutions.

!hapter #ive

Analysis J 6indin s

Eo, Satisfaction level of employee atB B'A)& BAN& $TD

<!0 Eo,Bsatisfaction9

22

)uch of the research e%ploring 'ob satisfaction suggests that satisfaction !ith oneIs 'ob or !ork is related to the !ork tasks being undertaken. 3esearch completed by Bal#er and his colleagues suggests that satisfaction !ith oneIs !ork tasks is the greatest predictor of overall 'ob satisfaction. Durther, it remains the greatest predictor of 'ob satisfaction, independent of the specific !ork tasks being completed by the !orker or the age or gender of the !orker. 1o!ever changes in the !orking conditions of modern employees, including increasing !ork hours, varying !orking arrangements and intensifying 'ob demands, matched !ith the segmenting and compartmentali#ing of many !orkplace tasks, as !ell as the increasingly common current !orkplace rhetoric of, 2 do "ore# $or less % and $aster8 have made it increasingly challenging. he present research e%plored alternative avenues to!ards 'ob satisfaction, e%clusive of !ork task satisfaction. $ !as interested in e%ploring the level of employee 'ob satisfaction, for B'A)& BAN& $TD Eo,BSatisfaction #odelB " 'ob satisfaction model has given belo!. &hich !ill help us to understand !hat is actually 'ob satisfaction means.

4>pectation from +ork place

Difference

4>istin condition of the +ork place

Salary Nature of +ork @romotion Supervision Workin environment #entality of coB+orkers 4mployee Satisfaction

Salary Nature of +ork @romotion Supervision Workin environment #entality of coB+orkers

6i ure 9 Eo, satisfaction #odel!

Age Cumulative Frequency Valid 25-35 36-45 6 4 Percent 60.0 40.0 Valid Percent 60.0 40.0 Percent 60.0 100.0

23

*omments = 1ere !e can see that 9<G of employees are in the age of in bet!een 2( to 3( and 4< are in bet!een 39 to 4(..

gender Cumulative Frequency Valid male female Total 6 4 10 Percent 60.0 40.0 100.0 Valid Percent 60.0 40.0 100.0 Percent 60.0 100.0

24

*onclusion 1ere 9<G of the employees are male and 4<G are female. So most of the !orking employees are male.

2(

designnation Cumulative Frequency Valid enior accountant remittence officer mana!er of card divition mar"etin! e#ecutive ca $ier u&&ortin! taff Total 2 2 1 1 2 2 10 Percent 20.0 20.0 10.0 10.0 20.0 20.0 100.0 Valid Percent 20.0 20.0 10.0 10.0 20.0 20.0 100.0 Percent 20.0 40.0 50.0 60.0 %0.0 100.0

*onclusion =1ere in mid level, the percentage of senior accoutantis 2<G, remittance officer is 2<G, 1<G is about card division manager, 2<G are cashier. $n Entry level 2<G are supporting staff.

29

religion Cumulative Frequency Valid mu lim $indu Total % 2 10 Percent %0.0 20.0 100.0 Valid Percent %0.0 20.0 100.0 Percent %0.0 100.0

*onclusion = 1ere ;<G of the !orking employees are muslim and 2<G are from hindu religion.

2:

pretty good workplace Cumulative Frequency Valid tron!ly a!ree a!ree Total 1 ' 10 Percent 10.0 '0.0 100.0 Valid Percent 10.0 '0.0 100.0 Percent 10.0 100.0

*omments =1ere +<G of employees that they are agree that the place is pretty good to !ork and 1<G of them are strongly agree !ith the statement.

2;

can make effort Cumulative Frequency Valid a!ree undecided di a!ree Total ( 2 1 10 Percent (0.0 20.0 10.0 100.0 Valid Percent (0.0 20.0 10.0 100.0 Percent (0.0 '0.0 100.0

*omments = :<G of the !orking employees of Brack Bank are "gree and 1<G are disagree that they can go ahead if they make any effort.

2+

competative wage rate Cumulative Frequency Valid tron!ly a!ree a!ree undecided Total 1 5 4 10 Percent 10.0 50.0 40.0 100.0 Valid Percent 10.0 50.0 40.0 100.0 Percent 10.0 60.0 100.0

*omments = *ompetitive !age rate. (<G are agree !ith this statement and 4<G are undecided.

3<

employee promotion Cumulative Frequency Valid tron!ly a!ree a!ree undecided di a!ree Total 2 5 2 1 10 Percent 20.0 50.0 20.0 10.0 100.0 Valid Percent 20.0 50.0 20.0 10.0 100.0 Percent 20.0 (0.0 '0.0 100.0

*omments = 1ere (<G of employees are agree that employees promotional decisions are handled fairly and 1<G are disagree and 2<G undecided.

31

fringebenefits Cumulative Frequency Valid tron!ly a!ree )!ree undecided *i a!ree Total 2 6 1 1 10 Percent 20.0 60.0 10.0 10.0 100.0 Valid Percent 20.0 60.0 10.0 10.0 100.0 Percent 20.0 %0.0 '0.0 100.0

)omments 9 2/ G are agree that they understand the fringe benefits the company offer and 2<G are disagree !ith the statement.

32

use of job abilities Cumulative Frequency Valid a!ree undecided Total ' 1 10 Percent '0.0 10.0 100.0 Valid Percent '0.0 10.0 100.0 Percent '0.0 100.0

!omments $%&' are agree that (ob ma)es best use of their abi ities and *&' are undecided+

33

challenging work Cumulative Frequency Valid tron!ly a!ree a!ree undecided Total 2 6 2 10 Percent 20.0 60.0 20.0 100.0 Valid Percent 20.0 60.0 20.0 100.0 Percent 20.0 %0.0 100.0

!omments ,-&' are agree that .or) oad they ta)e is cha enging and /&' are undecided+

34

trust & confidence on boss Cumulative Frequency Valid a!ree undecided Total % 2 10 Percent %0.0 20.0 100.0 Valid Percent %0.0 20.0 100.0 Percent %0.0 100.0

*omments = ;<G of the employees have trust and confidence on their boss and 2<G are confused about statement.

3(

free to tell the Boss Cumulative Frequency Valid tron!ly a!ree a!ree undecided Total 1 6 3 10 Percent 10.0 60.0 30.0 100.0 Valid Percent 10.0 60.0 30.0 100.0 Percent 10.0 (0.0 100.0

!omments , -&' of the emp oyees admit that they are free to te to the boss about their thin)ing and /&' are confused about .hat to say+

39

know the expectation of boss Cumulative Frequency Valid tron!ly a!ree a!ree Total 1 ' 10 Percent 10.0 '0.0 100.0 Valid Percent 10.0 '0.0 100.0 Percent 10.0 100.0

!omments , 0ere .e find that %&' of the emp oyees )no. .hat their boss e1pect from them+

)onclusion9
3:

$n this research !ork an attempt has been made to access the satisfaction level !ith respective 'ob of various categories of employees at BB6. Dor such purpose an analysis has been done for all employees taken together as !ell as categories of employees. &e actually took 1< respondents as my sample form their organi#ation. hey have a mean of 3( and standard deviation of 9. $ also find that ma'ority responses came as positive ans!er. "ma#ingly, respondents of every category are dissatisfied !ith their present salary scale. 0n the other hand +4G of employees are very satisfied !ith their !ork environment. +1G employees agreed on the good 'ob security.::G of the employees think that their 'ob is interesting enough and keep them from getting bored. &hen asked, they en'oyed their !ork during 'ob more than their leisure time, the mean for this >uestion !as 3.43, meaning that they agreed that they really en'oyed their !ork. Based on the ans!ers to these >uestions, there seems to be some strong indication that there may be a high level of 'ob satisfaction !ithin the company. he indication on B I"pact o$ satis$ied e"plo!ee&s per$or"ance on t'e success o$ t'e co"pan!# tells us though &e kno! that satisfied employees have higher level of impact on companyIs success but here from my analysis !e found that BB6 employees have not that much impact on the companyIs success. hat is !hy, company made degro!th in 2<<: compared to previous year. So, all this gives us the indication that BB6 employees are satisfied !ith their 'ob >uite some e%tent. "nd if fe! things are changed they !ould be much more satisfied !ith their 'ob.

'ecommendations9
Some useful recommendation are given bello! = 1. 0ggani#ation should more ciear up about their duties and responsibilities in a !ay that !ill increase their performance level. s

3;

2. Better performance should obtain the opportunities of early promotion for their performance 3. Several 'ob facets like salary, management policy, and leadership approach, freedom at !ork and 'ob security need relatively more attention. 4. $t is to be emphasi#ed that better fruits can be e%pected from employees !ith high moral strength and it is possible !hen an employees is satisfied !ith his 'ob. hus it is imperative for B-6 to identify modals of 'ob satisfaction and take necessary actions accordingly. (. BB6 7evelop team!ork and people skills. " large part of 'ob success is the ability to !ork !ell !ith others to get the 'ob done.

9. "ccept the diversity in people. "ccept people !ith their differences and their imperfections and learn ho! to give and receive criticism constructively. :. 6earn to de.stress. -lan to avoid burnout by developing healthy stress. management techni>ues.

3+

4<