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JAGANNATHUNIVERSITY, DHAK
Scenario of Job Satisfaction among Employees of Agrani Bank Limitedof and
its Impact on Banking: A Study on Malibag Branch
Submitted To
Prof. Dr. A. K. M. Moniruzzaman
Supervisor
Department of Management Studies
Jagannath University
Date of Submission
April 8, 2015
1 | Page
LETTER OF TRANSMITTAL
April 8, 2015
Prof. Dr. A. K. M. Moniruzzaman
Supervisor
Management Studies Department
Jagannath University, Dhaka
Subject: Application for the submission of Internship Report
Dear Sir,
With due respect, I am submitting my Internship Report titled Scenario of Satisfaction
among Employees of Agrani Bank Limited of and its Impact on Banking: A Study on
Malibag Branch, which was assigned to me as partial fulfillment of my internship
program. I have found the study to be quite interesting, & insightful. I have exerted my
best effort to prepare this report. I hope it will serve the purpose.
I consider myself very privileged to prepare this report under your guidance. This has
been an enormous opportunity for me to learn and gather knowledge on a particular field.
It is an effort to focus a detailed scenario of Job Satisfaction level for banking services
where primary and secondary sources have been used to collect information. I am
extremely thankful to you for your valuable guidance, tiresome effort, and, constant
attention whenever required.
Sincerely yours,
SUPERVISORS CERTIFICATION
This is to certify that the internship report on Scenario of Satisfaction among Employees
of Agrani Bank Limited of and its Impact on Banking: A Study on MalibagBranch, has
been prepared by Md. Shawfiqul Islam, bearing Id. No. M120202085, MBA 4th Batch, as
a partial fulfillment of the requirements for the Degree of Masters of Business
Administration (MBA)
The report has been prepared by him under my supervision. And I have gone through the
Report. The texts and documents he presented in this report does not breach any existing
copyright and no portion of this report is copied from work done earlier for a degree or
otherwise.
_____________________
(Signature of the Supervisor)
ACKNOWLEDGEMENTS
First of all, I would like to express my deepest sense of gratitude to almighty Allah that I
have completed the assigned task within specified time period.
For the fear of surrounding like a vote of thanks speech, I could not possibly thank all of
those people who have contributed something of themselves directly or indirectly in
preparing this report. Of course, some very special people cannot go without mention.
I would like to convey my highest gratitude to Prof. Dr. A. K. M. Moniruzzaman,
Department of Management Studies, Jagannath University for his supervision, personal
guidance, and great encouragement provided to me while preparing the report.
I particularly appreciate the perseverance and contributions of supervision by Md. Selim
Uddin, First Assistant General Manager, Agrani Bank Ltd. Mogbazar corporate Branch,
Dhaka. Without his constant supervision, advice and suggestion, I would have failed to
complete the whole thing in a right manner.
My heartfelt gratitude goes to Md. Abdur Rahim, Executive Officer, Agrani Bank,
Mogbazar branch for his great greatness & open conversation. I would also like to thank
those entire people who helped me by responding to my query and giving me
information. I would also like to thank all the participants I needed for my survey.
EXECUTIVE SUMMARY
In Bangladesh banking sector has seen a huge growth during the last decade. Along with
the publicly run commercial banks a large number of private banks have entered in the
industry. Banks have realized that cost of attracting new customers is higher than
retaining existing customers & emphasizing more on Job Satisfaction.
Thus, in the introduction Chapter, it has been tried to focus the background that where
Agrani Bank ltd. as a public bank is in respect of Job Satisfaction. Total 40 respondents
are asked about the level of their satisfaction.
In the second chapter a scenario has been described in the light of main topic. In the
following chapter, overviews of both the organizations along with comparative SWOT
analysis have been shown.
Through the following, the most vital, chapter of the report findings and analysis the
survey findings are presented and analyzed on the basis of the research questions of the
introductory part. The Questionnaires help in this portion.
Finally, a conclusion has been drawn about the main topic & some recommendations have
been given to improve the present state.
TABLE OF CONTENTS
Chapter Name
Sl. No.
Contents
Preliminary Pages
Title Page
Letter of Transmittal
Certificate of Supervisors Forwarding
Acknowledgement
Executive Summary
Table of Contents
List of Tables & Figure
List of Figure
Abbreviations
Main Text
Chapter One
1.0
Introduction
1.1
1.2
1.3
1.4
1.5
Conceptual Framework
1.6
Literature Review
1.7
Chapter Two
2.0
Chapter Three
3.0
3.1
3.2
Corporate Information
3.3
Vision Statement
3.4
Mission Statement
3.5
3.6
Principal Activities
3.7
SWOT Analysis
4.0
Chapter Four
Page No.
Chapter Five
5.0
5.1
Conclusion
29
5.2
Recommendations
30
End Matter
References
33
Questionnaire
35
List of Abbreviations
ATM
AL
SME Loan
BB
Bangladesh Bank
BAL
BFS
BIL
CIB
CM
Credit Management
CR
Credit Risk
CRM
BDT
Bangladesh Taka
FI
Financial Institution
FDR
FY
Fiscal Year
IT
Internet Technology
ABL
Agrani BankLimited
PFC
Personal Financial
PDC
MT
Mail Transfer
RU
Recovery Unit
SA
Service Ambassador
TT
Telegraphic Transfer
TIN
FAD
CHAPTER 1: INTRODUCTION
1.1 BACKGROUND OF THE STUDY
In existing competitive business milieu, service-oriented enterprises are playing a
significant role to reform the economic structure of both the home the world as well. And
banking, right now, is one of the most competitive service-oriented industries to
restructure and, most importantly, to fuel the economy to run the reformation program.
Banking sector in Bangladesh has displayed a dramatic expansion and an immense
growth during the last one-and-half decade when along with the publicly owned
commercial banks a large number of private banks have entered in this competitive
industry and making more profit by serving at a peak level on a consistent basis.
However, this rapid expansion has also generated a lot of managerial problems. One
buzzword is the low level of employee job satisfaction that brought difficulties, especially
for public banking sector which instead of its largely based human and other resources is
lagging behind in increasing service quality. Basically, employee's job satisfaction affects
the quality of bank service, and therefore affects the degree of customer satisfaction and
organizational growth and development. Although there are many studies on employee
job satisfaction but in Bangladesh there are very limited studies on employee job
satisfaction in public banks, specifically with respect to factors affecting job
satisfaction and its impact on banking sector.
On this background, I have prepared my master paper showing the level of job
satisfaction of the bankers titled Scenario of Satisfaction among Employees of Agrani
Bank Limited of and its Impact on Banking: A Study on MalibagBranch .An empirical
survey is conducted to accomplish the purpose and fifty bankers are chosen from different
areasof 4 nationalized banks (Agrani Bank ltd., Agrani Bank limited, Agrani Bankltd. &
Rupali Bank ltd.) as all these banks are equal in terms of its HR practices.
Root causes for differences in satisfaction of bank employee in private and Govt.
sector.
Ways to minimize employee dissatisfaction
1.3 OBJECTIVES
This work will help the Banker to understand what he needs to do in order to satisfy the
employee in the organization. This will also helpful to future researcher who will make
new research on banking activities and job evaluation. The main objectives of the work
are to:
positions of bank.
Achieve deep knowledge about employees job dissatisfaction in performing job
in Govt. bank.
gives recommendations to the top level managers so that they can solve the
problem
Help policy makers in taking policies.
levelhierarchy
(Figure
1)
consisting
of:
physiological
needs,
safety,
Maslows hierarchy of needs postulates that there are essential needs that need to be met
first (such as, physiological needs and safety), before more complex needs can be met
(such as, belonging and esteem) Maslows needs hierarchy was developed to explain
human motivation in general. However, its main tenants are applicable to the work
setting, and have been used to explain job satisfaction. Within an organization, financial
compensation and healthcare are some of the benefits which help an employee meet their
basic physiological needs. Safety needs can manifest itself through employees feeling
physically safe in their work environment, as well as job security and/ or having suitable
company structures and policies. When this is satisfied, the employees can focus on
feeling as though they belong to the workplace. This can come in the form of positive
relationships with colleagues and supervisors in the workplace, and whether or not they
feel they are a part of their team/ organization. Once satisfied, the employee will seek to
feel as though they are valued and appreciated by their colleagues and their organization.
The final step is where the employee seeks to self-actualize;
Where they need to grow and develop in order to become everything they are capable of
becoming. Although it could be seen as separate, the progressions from one step to the
next all contribute to the process of self-actualization. Therefore, organisations looking to
improve employee job satisfaction should attempt to meet the basic needs of employees
before progressing to address higher order needs. However, more recently this approach
is becoming less popular as it fails to consider the cognitive process of the employee and,
in general, lacks empirical supporting evidence
In addition, others have found fault with the final stage of self-actualization. The lack of a
clear definition and conceptual understanding of selfactualisation, paired with a difficulty
of measuring it, makes it difficult to measure what the final goal is or when it has been
achieved.
Herzbergs Motivatorhygiene Theory:Herzbergs motivatorhygiene theory suggests that
job satisfaction and dissatisfaction are not two opposite ends of thesame continuum, but
instead are two separate and, at times, even unrelated concepts. Motivating factors like
pay andbenefits, recognition and achievement need to be met in order for an employee to
be satisfied with work. On the otherhand, hygiene factors (such as, working conditions,
company policies and structure, job security, interaction withcolleagues and quality of
management) are associated with job dissatisfaction.
Because both the hygiene and motivational factors are viewed as independent, it is
possible that employees are neither satisfied nor dissatisfied. This theory postulates that
when hygiene factors are low the employee is dissatisfied, but when these factors are high
it means the employee is not dissatisfied (or neutral), but not necessarily satisfied.
Whether or not an employee is satisfied is dependent on the motivator factors.
Moreover, it is thought that when motivators are met the employee is thought to be
satisfied. This separation may aid in accounting for the complexity of an employees
feelings, as they might feel both satisfied and dissatisfied at the same time; or neither
satisfied nor dissatisfied.
Whilst the Motivatorhygiene theory was crucial in first distinguishing job satisfaction
from dissatisfaction, the theory itself has received little empirical support. Herzbergs
original study has been criticized for having been conducted with a weak methodology.
As a result, subsequent attempts to test this theory have obtained mixed results with some
researchers supporting it and others not
Job Characteristics Model:The Job Characteristics Model (JCM)explains that job
satisfaction occurs when the work environment encouragesintrinsically motivating
characteristics. Five key job characteristics: skill variety, task identity, task
significance,autonomy and feedback, influence three psychological states. Subsequently,
the three psychosocial states thenlead to a number of potential outcomes, including: job
satisfaction. Therefore from an organizations point of view, it isthought that by
improving the five core job dimensions this will subsequently lead to a better work
environment andincreased job satisfaction.
Unlike the Maslow or Herzbergs theories, the JCM has received more empirical support.
However, it has also drawn criticism as many studies utilizing this model investigate the
direct impact core job dimensions have on personal and work outcomes, completely
disregarding the critical psychological states. Despite this, the JCM and its impact on job
satisfaction has been the subject of three reviews, which further lend support to the
model.
Further to this, Behson and colleagues met analysis of 13studies specifically focused on
the role of critical psychological states, and found these psychological states to play a
crucial practical and theoretical role within the JCM.
their work.
Locke (1976) has defined job satisfaction as the pleasurable emotional state resulting
from the appraisal of ones job or job experiences. High productivity and job satisfaction
are closely related. A set of highly satisfied employees can guide an organization to
the peak of its success. Rust et al. (1996) suggested that intention to remain employed
in an organization is strongly influenced by the level of employee satisfaction and that
overall employee satisfaction is driven by satisfaction by managerial processes
related to employee welfare.
In the recent years banking sector has been able to attract young talents who have chosen
banking profession as their preferred career. The nature of work is changing at whirlwind
speed, and the factors that keep an employee satisfied with his or her job is also
changing. Contemporary banking business considers the job of satisfying their
employees most important for retaining their valuable skilled workforce (Islam and
Hasan, 2005).
Rousseau (1995) and Ryness (1993) found that potential employees make their decisions
based on their perception of their values that the organization will place on them. The first
few months with a company are critically important. The introduction that new employees
receive makes a lasting impact on their perception of the organizational management
team. Similarly the first few days on the job can affect the individual tendency to leave or
stay (Graham and McKenzie, 1995). Employees desires are perceived as being satisfied
when the organization meets or exceeds their expectations (Hackman and Oldham, 1976;
Hannay and Northam, 2000; Locke, 1976; Rust et al., 1996).
Employees who can relate to the organizations product or services can more easily relate
to the organizational culture and make the necessary adjustment to become an active
member of that culture (Coleman and Kleiner, 1999). These studies tend to support the
paradigm that viewing the employee as a customer is much more important than is
generally perceived by management. This viewpoint is also important to an effective
house training program. The employees confess that employee satisfaction will improve if
the types of training program they require are developed for themselves and thus their
needs be better met.
Nocera and Kolb (1998) examine the effect of relationship between supervisor and
their subordinates on their considerations and job satisfaction. Their findings
suggested that supervisor-subordinate relationships are sociologically significant and
may help to reduce turnover. Increasing employee satisfaction may reduce employee
turnover within an organization. Information Week survey reported that the challenges of
the job and the responsibility associated with it tend to matter more than the salary
(Hannay and Northam, 2000; Mateyaschuk, 1999).
Work environment appears to be one of the best predators of job satisfaction (Rust et al.,
1996). According to Benders and Van De Looj (1994) there is no direct relation between
job satisfaction and salary. Their research suggested that younger employees have a
greater tendency to quit their jobs than older employees and demonstrate a greater
tendency to be willing to work overtime. Younger employees also tend to be less satisfied
with their salary.
Vermon (1931) found that the need satisfaction studies emphasized that if the job failed to
gratify employees needs of various categories, need-deprivation would tend to cause
absenteeism. Fair salary, pleasant working conditions, good team-work, participation,
feeling
of
in
decision
making
etc
also
satisfaction. But this study investigates some new aspects such as nature of work,
attitudes of supervisors, communication system etc which also have an impact on the
level of job satisfaction.
For this research paper, the first & foremost limitation is data accuracy. It is matter of
fact that 100% accurate cannot be provided as the sample size is too small. The
second biggest limitation is the shortage of time for preparing this report.
Another limitation I will face is about the size of the sample group. For this research
report purpose, I should conduct to survey at least 100 people. But for 100 surveys
need at least more than 6 weeks, which is more than the limit for data collection, I
will not be able to conduct more than 20 surveys.
Another factor is, there are many potential employees outside Dhaka, mainly in. Due
to time constraints, those customers were not covered.
sustainable and profitable relationship with their employees though employee satisfaction
because employees are the actual performer of companys work process.
To ensure the continuity of the growth and development of an organization, the particular
management should pay concentration to the employees job satisfaction. The banks are
not exceptional. In Bangladesh all the bank both public and private banks are
continuously try to satisfy their employees in order to ensure their goals achievement.
As in Bangladesh there are two types of banks are available, their facilities towards
employees are also different. And for that the satisfaction of employee are also vary, their
position also vary. Private bank with more satisfying workers has already held a good
position in the banking system. On the contrary, public bank with fewer rewarding
employees has been unable to hold a lucrative position in the banking sector. This
discrepancy between the performances of the two banking sector is because improving
quality and productivity that Private bank has been able to maintain through job
satisfaction of its employees.
Agrani Bank Limited (ABL) was incorporated as a SOC Bank on 17 May 2007 under the
Companies Act 1994. Agrani Bank emerged as a Nationalized Commercial Bank
following the Bangladesh Banks (Nationalization) Order 1972 vides Presidents Order
No. 26 of 1972. On a going concern basis ABL took over the business, assets, liabilities,
rights and obligations of Agrani Bank through a vendors agreement signed on 15
November 2007 between the Ministry of Finance of the Peoples Republic of Bangladesh
& the Board of Directors of ABL with retrospective effect from 1 July 2007.
3.2 CORPORATE PROFILE
Table 05: Corporate Profile of Agrani Bank Limited
Company Name
Legal Status
Shareholder Pattern
Chairman
MD & CEO
Company Secretary
Registered Office
Authorized Capital
Total Deposits
Paid up Capital
Operating Profit
Total Equity
0022001223
19011031730
Credit Rating 2012 by CRISL (Rating Date: 7 October 2013) Stable outlook
Entity Rating (as guaranteed by Govt. bank)
AAALong term
Surveillance Rating
Phone
Fax
Swift Code
AGBKBDDH
Website
www.agranibank.org
(Source: Annual Report 2013, ABL.)
11
Zonal Offices
Corporate Branches
27
General Branches
922
40
Online Branches
309
Correspondents
335
Exchange Houses
63
Nostro A/C
Subsidiaries
Bangladesh
62
38
Overseas
Agrani Exchange House Private Ltd. , Singapore
Number
Number
01
Sub-assistant Engineer
02
04
Clerical
1, 085
General Manager
16
Non Clerical
2, 460
Total Staff
3, 547
103
01
286
854
Principal Officer
774
Executive Engineer
03
Senior Officer/Equivalent
3, 468
Assistant Engineer
03
Officer/Equivalent
4, 945
Total officers
10, 458
Total (Officers: 10, 458 & Staff: 3, 547) = 14, 005
(Existing Employees as on December 31, 2013, Source: Annual Report 2013, ABL.)
To become the best leading state owned commercial bank of Bangladesh operating at
international level of efficiency, quality, sound management, excellent customer service
and strong liquidity.
3.7 MISSION STATEMENT
To operate ethically and fairly within the stringent framework set by our regulators
and to assimilate ideas and lessons from best practices to improve our business policies
and procedures to the benefit of our customers and employees.
3.8 PRODUCTS & SERVICES
1.
Deposit
a)
Taka Account
(NRSTA)
Consumer Credit
Weavers Credit
b) Term Loan
(NRITA)
Farmers A/C
c)
2.
a)
Continuous Loan
Crop Loan
Fishery Loan
AgriMachinary Loan
Swanirvar Loan
(RFCD) A/C
Import Finance
f)
Bid Bond
Export Finance
Performance Guarantee
Shipping Guarantee
Guarantee - Others
Standby Credit
6.
3.
Treasury
a)
Money Market
Issuance of Draft, TT
Treasury Bills
Treasury Bonds
ATM Service
Cheque Encashment
Foreign Currency
Custodian Services
Other Investments
7.
Cash Service
8.
9.
10.
Payment
11.
12.
Export Proceeds
4.
5.
SWAP Transactions
Forward Transaction
Term Placement
Letter of Credit
Letter of Guarantee
SWIFT
Locker Service
Issue Management
Underwriting
Portfolio Management
Deposit
b) Investment
General Banking;
Foreign Exchange.
Carry on the Remittance Functions: To carry out remittance and to undertake and
participate in any or all transactions and operations commonly carried or undertaken
19. In addition to above three basic activities Agrani Bank Limited has been started some
banking services which are related to socio-economic aspects, and the growth and
development of our country. Agrani bank limited, to conduct the operations with ease
and to better serve its customers whether corporate or in general, has diversified its
services under significant headings like:
Corporate banking;
Merchant banking;
SME banking;
Export-Import banking;
NRB banking;
Islami banking etc.
20.
Limited
22. Table 09: List of SWOTs of ABL
23.
TRENGTHS
24.
EAKNESSES
Govt. support;
Absence of teamwork
initiatives;
25.
PPORTUNITIES
Existence bureaucracy;
26.
commercial banks;
HREATS
New entrants;
Privatization move;
loanportfolio;
facility; &
edge;
27.
3.10.2 CONCLUSION REGARDING SWOTS
28. Reviewing SWOTs of it could be concluded that the ABL is in strong position
exceptionally in terms of a huge line of low cost products & services, number of
branches, volume of capital, number of clients, govt. facilitated rules, regulation,
infrastructural environment, & moderate international connectivity although it is in
weak position alarmingly in terms of Human Resources (HR) with quality training
and developmental programs, modern technologies, regulatory procedure, ATM
facility, skilled & well-structured pay scale, promotion, & increment facilities to
satisfy its employees.
29.
3.10.3 AGRANI BANKS ACTION PLAN
30. Agrani Bank Limited may use its strengths like branches & customers to introduce
specialized, techno based modern & secured services at shortest possible time and
cheap price. That is whenever they will come in bank or they receive services they
will feel happy. On the other hand, employees may be given better working place,
well salary, job security, with minimized workload, advancement opportunities, new
technologies and interesting projects.
31.
32.
33.
34.
35.
36.
37.
38.
39.
40.
41.
42.
43. Time management is the great virtue for each & every person. As a University
student, I spent only 4 to 5 hours in the university campus with gossiping, taking tea
& snacks. But in the professional life like bank, each & every employee reach in the
office not more than 9.30 am and go out from office not less than 6.30 pm due to
heavy working pressure. So, I also maintained my office time. They do their task in
daily basis. I also helped them to make their task easier.
44. Formal dress code
45. In the 3 months internship period I maintained the dress code regularly and Im
habituated with this now.
46. Teamwork
47. Theoretically I read what is team and teamwork but practically I did not have
experience about it. In the professional life theres exist team like Bangladesh cricket
team. Each & every team member has some responsibilities and target to fill up. I
observed it very closely and helped them to make their task easier.
48. Other potential benefits
49. The potential benefit of internship is that a student can get an opportunity to have
experience of corporate world which they are going to face in near future. So here I
would say I have earned some experience of corporate world.
50. Description/Nature of the Job learned
Bringing out the cheque books for the customers, verifying them, receiving them
from the courier.
Sometimes I did the FD (Fixed Deposits) and DPS (Deposit Pension Scheme), but
it was under strict supervision.
Opening account for new customers and aiding them in the process
Preparing the bill for the branchs expenditure for that day
56.
57. The work was difficult at GB. I also had to hear many complaints from the
customers. At first, I was demoralized. Nevertheless, later on I learned how to deal
with it.
58.
67.
68. Figure 1: Types of Investment
69. I was in the Investment Department for 2 weeks. Although much work was not
assigned to me, I did assist this department in every way possible.
70. I had to rearrange all the customer files
71. Help when the audit came
72. Printing, typing and photocopying documents
73.
74. Clearing Section
75. Clearing Section is very important section in General banking division. Almost every
section of different has been linked with this section there are many types of work I
did in this section like
How to record the Cheque in the OBC book and giving the OBC number
76. Making the list of OBC Cheques in MS Excel sheet and then I posted the Cheques at
local office for collection
77.
78.
79.
80.
81.
82.
83.
84.
85.
86.
87.
88. After collecting responses from respondents I have found a scenario regarding
customer (internal &external) satisfaction. At the end of this chapter major findings
are analyzed based on following criterion:
89. Criterion for Employee job Satisfaction
Interesting projects
Vacation opportunity
90.
91. For measuring job satisfaction under these criteria I went to both banks and surveyed
employees job satisfaction by using a questionnaire that is given in the appendix. For
96. 10
97. Satisfied
98. 8
100.6
101.Dissatisfied
102.4
103.Highly Dissatisfied
104.2
105.
106. And by using this procedure I have found following satisfaction scores from the
employees of both banks.These scores of satisfaction level are presented in graph and
compared them with each other.
107.
108.
States
111. Highly
Satisfied
114. Satisfied
112. -
117. Moderate
120. Dissatisfie
d
123. Highly
Dissatisfied
110. Percentage of
Satisfaction
113. 0.0
115. 2
116. 0.10
118. 8
119. 0.40
121. 7
124. 3
122. 0.35
125. 0.15
126.
127.
128.
129.
130.
E
mployees job satisfaction depends on work nature. If the work done by an employee
is preferable or interesting to him/her, he/she feels enjoy and gets satisfaction from the
work. Here we see that most of the employees in the Agrani Bankltd. are not highly
satisfied with the nature of their work that indicates their work nature is not very
much interesting to them and do not feel enjoy to do jobs.
131.
132.
133.
134.
135.
136.
137.
138.
States
141. Highly
Satisfied
144. Satisfied
147. Moderate
150. Dissatisfie
d
153. Highly
Dissatisfied
140. Percentage of
Satisfaction
143. 0.15
145. 4
146. 0.20
148. 10
149. 0.50
151. 2
154. 1
152. 0.10
155. 0.05
156.
157.
158.
159.
160.
HighlyDissatisfied; 5%
Highly Satisfied ; 15%
Dissatisfied; 10%
Satisfied; 20%
Moderate ; 50%
161.
162.
163. Nobody likes the supervision of the boss over him/her, its natural. The employees
of Agrani Bankltd. are not different from it, most of the employees dislike the
supervision of the boss over them but to run business/organization successfully
supervision is needed. As organizations success is their success they are not highly
dissatisfied they are moderately satisfied.
164.
165.
166.
167.
168.
169.
States
172. Highly
Satisfied
175. Satisfied
171. Percentage of
Satisfaction
174. 177. 0.15
178. Moderate
181. Dissatisfie
d
184. Highly
Dissatisfied
179. 10
182. 2
185. 1
180. 0.35
183. 0.35
186. 0.15
187.
188.
189.
190.
191.
192.
193. Salary is a highly effective factor of job satisfaction. High salary turns an
employee to High job satisfaction and lower salary turns an employee to lower job
satisfaction. In this bank employees salary is lower than that of other private bank as
a result here employees job satisfaction is lower.
194.
195.
196.
197.
198.
199.
200.
States
203. Highly
Satisfied
206. Satisfied
204. 2
209. Moderate
212. Dissatisfie
d
215. Highly
Dissatisfied
202. Percentage of
Satisfaction
205. 0.10
207. 6
208. 0.30
210. 8
211. 0.40
214. 0.15
213. 3
217. 0.05
216. 1
218.
219.
220.
221.
222.
HighlyDissatisfied; 5%
Dissatisfied; 15%
Moderate ; 40%
223.
224. Promotion is also a highly effective factor of job satisfaction. Promotion
opportunity encourages employees to work at their best effort. The employees of
Agrani Bankltd. are not satisfied to their Promotion opportunities.
225.
226.
227.
228.
229.
Table:
Happiness with the Relationship with Coworkers
230.
States
233. Highly
Satisfied
236. Satisfied
239. Moderate
242. Dissatisfie
d
245. Highly
Dissatisfied
232. Percentage of
Satisfaction
235. 0.30
237. 4
238. 0.35
240. 10
241. 0.15
243. 2
246. 1
244. 0.15
247. 0.05
248.
249.
250.
Figure:
Happiness with the Relationship with Coworkers
251. In the following graph, horizontal axis bears employees name and vertical axis
measure the level of satisfaction with the relationship with coworkers. This graph
261. Highly
Satisfied
264. Satisfied
267. Moderate
270. Dissatisfie
d
273. Highly
Dissatisfied
276.
277.
260. Percentage of
Satisfaction
263. 0.15
265. 4
266. 0.20
268. 10
269. 0.50
271. 2
274. 1
272. 0.10
275. 0.05
HighlyDissatisfied; 5%
Highly Satisfied ; 15%
Dissatisfied; 10%
Satisfied; 20%
Moderate ; 50%
278.
279.
280.
281. In the graph, horizontal axis bears employees name and vertical axis measure the
level of satisfaction of the employee with the vacation opportunity. The vacation
opportunity of Agrani Bankltd. Ltd is not satisfactory at all. Because graph shows
some employees are fully dissatisfied and some are little satisfied
282.
283.
284.
287. Highly
Satisfied
290. Satisfied
293. Moderate
296. Dissatisfie
d
299. Highly
Dissatisfied
302.
303.
286. Percentage of
Satisfaction
289. -
291. 4
292. 0.15
294. 10
295. 0.35
297. 2
300. 1
298. 0.35
301. 0.15
304. In the following graph, horizontal axis bears employees name and vertical axis
measure the level of satisfaction of the employee with the condition of working
environment.
305.
306.
307. The condition of working environment of Agrani Bankltd. Ltd is not satisfactory
at all. The graph reveals that some employees satisfactory level is negative when
some have little positive satisfaction level.
308.
309.
310.
311.
312.
States
315. Highly
Satisfied
318. Satisfied
321.
324.
Moderate
Dissatisfie
314. Percentage of
Satisfaction
317. 0.10
319. 6
320. 0.30
322. 8
325. 3
323. 0.40
326. 0.15
d
327. Highly
Dissatisfied
328. 1
329. 0.05
330.
331.
332.
HighlyDissatisfied; 5%
Dissatisfied; 15%
Moderate ; 40%
333.
334.
335. This graph shows that employees are averagely satisfied with their future financial
benefits.
336.
337.
338.
339.
340.
341. CHAPTER 5: RECOMMENDATIONS & CONCLUSIONS
5.1 CONCLUSION
342. As employee satisfaction is a key point to acquire the strategic goal of
organization, the management should be more serious to ensure some tactics that can be
effective for gratifying the workers. In recent times, the successful managers deal with
their workers using different tools and techniques to satisfy their needs. In this section,
some well-designed tools and tactics are recommended to the management of Agrani
Bank ltd.
343.
5.2 RECOMMENDATIONS
344.
High pay
345.
Managers should be aware of paying employees not poorly rather than highly.
347.
Besides offering a handsome salary the managers can focus on the intrinsic parts
of the job. They should emphasize on making the work challenging and interesting for
the workers.
348.
349.
Managers should also aware that employees will try to reduce any incompatibility
351.
Every worker needs safety in the workplace. So, managers should be concentrated
to ensure the work that is both physically and mentally safe for the workers.
352.
353.
Now-a-days high quality employees prefer the work that possesses a sociable and
gracious environment in the workplace. For this, the management should focus on
observing the work situation whether it maintains friendly or not.
354.
Advancement opportunities
355.
organization before receiving the basic pay to meet up the sudden and unexpected
financial needs. Such a provision of financial support to the employees makes them
satisfied about their job.
356.
Regular Supervision
357.
Managers should supervise the work of the employees at the right time. By this, a
relationship is established between managers and workers that can be effective to the
job performance.
358.
Provision of training
359.
Training can be influential to improve the work efficiency and effectiveness of the
workers. Again, trained workers are highly paid for their performance. And this may
be a tool to the job satisfaction level.
360.
Work Independence
361.
Managers should ensure that the workers are independent in their fields of work.
Actually, when employees tend to feel independent in case of working and thinking,
they become more satisfied with their jobs. But employees should remind it that
independence should be in favor of the organizational outcomes.
362.
Special Remuneration
363.
priority to their performance. Such remuneration will inspire the workers to extend
their best effort to the organization as they are satisfied with the job.
364.
Promotion
365.
should pay attention to the promotion facility of the employees according to their
work performance. Promotion enhances the workers chance to be highly satisfied and
committed to their job. Actually, promotion is the most effective technique to satisfy
the workers.
366.
367.
368.
369.
Managers can assign the scheduled work forming groups and teams. Burden of
371.
To increase the satisfaction level of workers with their job, managers can ensure
the participation of them in decision making process. Through this process the latent
qualities of the workers can be utilized for the betterment of organization.
372.
373.
Conflicts between the workers are the reasons of job dissatisfaction. So, the
375.
Managers should allocate the work activities among the employees giving value to
their personality. Job satisfaction can also be attained providing opportunity to the
workers to exercise their personality.
376.
377.
Managers should also value the emotions and moods of the employees to achieve
Frequent Negotiation
379.
Service businesses should negotiate with their employees regularly to make the
382.
383.
384.
References
389. Karl, K. A., and Sutton, C. L., (1998) Job Values in Todays Workplace: A
Comparison of Public and Private Sector Employees. Public Personnel
Management, Winter, 27(4), 515-528.
390.
391.
Locke, E., (1976), The Nature and Causes of Job Satisfaction, in Handbook of
Industrial/ Organizational Psychology Edited by M.D. Dunnette (Chicago: Rand
McNally, 1976): 901-969.
392.
393. Pugliesi, K., (1995) Work and Well-Being, Gender Differences in the
Psychological Consequences of Employment.Journal of Health and Social
Behavior, 36, 57-71.
394.
Smith, P. C., Kendal, L. M., and Hulin, C. L., (1969) The Measurement of
Satisfaction in Work and Retirement in: Huang, H. J., (1999) Job Rotation from
the Employees Point of View, Research & Practice in Human Resource
Management, 7(1), 76.
395. Steffy, B. D., and Jones, J. W., (1990) Differences between Full-Time and PartTime Employees in Perceived Role Strain and Work Satisfaction.Journal of
Organizational Behavior, 11, 3210-329
396. Weiss, D. J., Davis, R. V., England, G. W., and Lofquist, L. H., (1967) Manual
for the Minnesota Satisfaction Questionnaire in: Huang, H. J., (1999) Job
Rotation from the Employees Point of View, Research & Practice in Human
Resource Management, 7(1), 76.
397. Zeithaml, V.A. &Bitner M. J. (2003).Service Marketing. 3rd ed. , Tata McGrawHills Publishing company ltd.
398.
399.
400.
401.
402.
403.
404.
405.
406.
407.
408.
409.
410.
411.
412.
413.
414.
415.
416.
417.
418. Questionnaire
419.
Dear respondent,
1.
422.
2.
423.
3.
424.
4.
Employee name:
Age:
a)21-30
b)31-40
a) male
b) female
c)41-50
d)51-60
Post:
Gender:
425.
426.
d. Dissatisfied
e. Highly Dissatisfied
429.
430.
2) How satisfied are you with the level of supervision over you?
431.
432.
a. Highly satisfied
Moderate
433.
d. Dissatisfied
b. satisfied
c.
e. Highly Dissatisfied
434.
435.
436.
437.
a. Highly satisfied
Moderate
b. satisfied
c.
438.
d. Dissatisfied
e. Highly Dissatisfied
439.
440.
441.
442.
a. Highly satisfied
Moderately satisfied
443.
d. Dissatisfied
b. satisfied
c.
e. Highly Dissatisfied
444.
445.
446.
Happiness with the Relationship with Co-worker
5)
447.
448.
a. Highly satisfied
Moderately satisfied
449.
d. Dissatisfied
b. satisfied
c.
e. Highly Dissatisfied
450.
451.
Satisfaction of the Employee with the Vacation Opportunity
6)
452.
453.
a. Highly satisfied
Moderately satisfied
454.
d. Dissatisfied
b. satisfied
c.
e. Highly Dissatisfied
455.
456.
457.
458.
a. Highly satisfied
Moderately satisfied
459.
d. Dissatisfied
b. satisfied
e. Highly Dissatisfied
460.
461.
c.
462.
a. Highly satisfied
Moderate
463.
d. Dissatisfied
b. satisfied
c.
e. Highly Dissatisfied
464.
465.
9) Give a list of additional facilities that you may want from the bank:
466.
467.
468.
469.
470.
471.
a. yes
b. no
472.
473. 11) Arrange the following factors according to the merit (give most important
factor 5 and then arrange sequentially)
474.
Key factors
475.
476.
477.
478.
Fear of demotion
479.
480.
481.
482.
483.
484.
485.
Ranks
486.
487.
488.
489.Ranks
490.Transportation facilities`
491.
492.Training facilities
493.
494.Loan facilities
495.
496.Technological facilities
497.
498.Accommodation facility
500.
499.